Nicht Vielfalt feiern, sondern Wertschöpfung gestalten. Nicht Massnahmen umsetzen, sondern Change als Chance verstehen. Ein Abend mit neuen Impulsen für 100 Schweizer EntscheiderInnen.
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356 article(s)
The biggest untapped potential in most workplaces
Conferences can be beauty contests, at times. The first large National Diversity Conference in Lithuania, however, decided to also address critical issue right at the beginning.
Getting inspired by an outside perspective
Since Diversity started. the topic has evolved from an innovative niche topic to a broadly tackled issue. In order to get fresh and critical insight from the outside, one of the pioneer D&I magazines, Profiles in Diversity Journal, has invited a European to become columnist in 2019. C.f. pp 52-53.
Next Level D&I: From good to great to future proof
When a company has completed more than 15 years of D&I work – in all aspects and areas – they ask us which higher level they could reach. For every D&I practitioner, staying relevant is key. Here is the latest guidance.
Why Heidi Klum harms Diversity just as BlackRock or Head-hunters do
This moment, when you discover a trend and you feel it deserves to be promoted by your fame and authority. The next day, everybody else tells you the trend started 20 years ago and you were always part of the problem.
Diversity in Advertising? Global survey spurs hope
Marketing experts from 5 countries on 4 continents were surveyed about Diversity in advertising. Their answers show that they know what is expected from them. However, mind-sets and actions vary.
Focus on Impact: D&I fully revamped
The longer you work in D&I, the more difficult it gets to innovate. It may feel as if you have already considered everything. That’s why it took us 3+ years to revamp our entire approach to D&I. The result offers you innovative, international, intelligence-based D&I.
Public Bias: Which criminals are ‘mentally ill’ and which are ‘terrorists’?
One day after the tragic fatal attack on Gdansk’s Mayor, Paweł Adamowicz, many media spread allegations about a ‘reported’ mental illness of the attacker. What do we recall from other attacks? And how is it relevant for Corporate D&I?
Different and similar: The implementation of D&I across Europe
Does a coherent European approach to D&I exist and can it be successful in varying local contexts? Which are the regional factors to which D&I must be tailored in order to be successful? These were some of the high level questions that lead to an innovative European study, the results of which have just been published.
About group tenure, over-confidence and value-add from D&I
New airtight research shows that high group tenure leads to over-confidence that can be corrected by demographic diversity. The results also raise question about wide-spread D&I approaches. When science meets reality…
Diversity oder Cultural-Fit als Qualifikation?
Kann das Geschlecht oder das Alter – außer bei SchauspielerInnen – ein Auswahlkriterium sein? Lange wurde Vielfalt als Gegenpol zu Qualifikation gesehen – mit „Cultural Fit“ werden die Karten neu gemischt.
Start-ups: Blindflug als Geschäftsprinzip
Für neu gegründete Unternehmen, vor allem mit digitalem Geschäftsmodell, galten etliche Jahre lang überschwänglich positive Vorannahmen: Chancengerecht, multikulturell, innovativ, flexibel. Nun zeigen sich andere Realitäten.
Our most convincing Business Case for D&I
Everyone probably knows some studies that illustrate the value-add of D&I. Is that enough to convince your stakeholders? Do these studies cover, e.g., the dimensions of religious or functional diversity? The latest global business case inventory identified 181 new studies of which 50 fulfilled strong quality standards.
An evidence-based model for Unconscious Bias
Insights about Unconscious Biases can be eye-opening – but does this translate into fundamental and sustained change? And which biases do we need to address to remove all relevant D&I barriers? In the hustle and bustle of videos, we offer an evidence-based, yet practical model to mitigate D&I-related biases on multiple levels and through the use of Inclusive Leadership.
European Blue Chip Firms underreport D&I
Annual reports provide opportunities to talk about progress and success. While large corporations do so regarding their D&I commitment and activities, they are much more modest when it comes to publishing D&I numbers.
A D&I World on its own: Management and Leadership Culture
Managers are in the focus of each and every change approach. What is different in D&I: The topic has complex links to strategic management, operational leadership and personal role modeling.
D&I as a direct contribution to your strategy
Your company’s strategic priorities serve as a guideline for D&I. Whether innovation, growth, agility or efficiency: Diversity makes concrete contributions to this.
What D&I managers want to learn
The job of a D&I manager often involves a miracle agenda: Make progress, deliver benefits, include everyone and manage complex stakeholders. Hence, they need a variety of skills and deep knowledge in many areas. Where do they acquire and develop these?
Uniting all in one approach: From diverse constituencies to Inclusion
As an economic concept, diversity should not provide isolated solutions that are vulnerable and lead to weariness. Instead, comprehensive concepts are required that take into account the valuable potential of all and therefore also reach the majorities.
Measuring the success of D&I (the What and the How)
How should companies measure the success of their D&I work – and which types of success should be defined in the first place? International experts met in Brussels to learn and discuss the different paradigms for measuring success and how they fit into effective D&I frameworks and communication.