Post on 07-Apr-2018
8/4/2019 Innovation Through Diversity
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in association with:
Global Diversity anD inclusion
Fti Iti Thh Di Wkfc
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Key Findings 3
Methodology 4
Diversity and Inclusion: A Formula for Success 4
Diversity Is a Key Driver of Innovation 5
A Diverse Workforce Attracts Top Talent 7
Diversity and Inclusion Efforts Are a Given 11
Diversity Goals and Priorities 13
The Buck Stops at the C-Level 15
Progress Has Been Made But Barriers Still Exist 17
Conclusion: A Diverse and Inclusive Workforce Is Critical for Success 19
Table oF ConTenTs
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Dverstsaedrverofnnovatonandsartaomponentofensessfonaoasae.
Senior executives are recognizing that a diverse set o experiences, perspectives, and backgrounds is crucial to
innovation and the development o new ideas. When asked about the relationship between diversity and innovation,
a majority o respondents agreed that diversity is crucial to encouraging dierent perspectives and ideas that
oster innovation.
Adverseandnsveworforesraforompanesthatwanttoattratandretantoptaent.
Competition or talent is ferce in todays global economy, so companies need to have plans in place to recruit, develop,
and retain a diverse workorce.
Neararespondentsreportedthattherompaneshavedverstandnsonstrateesnpae.However,
not all o the plans are identical. About a third said their companies have global strategies that allow or minimal regional
deviation, while hal said that their organizations have a global plan that also allows or dierent strategies and programs
in order to address regional needs or cultural dierences.
Oranatonsdverstoasandprorteswonthanesnantoverthenextthreeears.When asked
about their companys current diversity and inclusion priorities, 43% cited retention and development o talent, ollowed
by ensuring diversity in the workplace in general (35%), developing a robust pipeline o diverse talent (29%), and managing
cross-generational issues (28%).
Responstforthesessofompansdverst/nsoneffortseswthsenormanaement.In order
or a diversity/inclusion plan to have real meaning, there needs to be accountability and oversight. Seven out o ten
companies reported that the buck stops at the C-level and their board o directors.
Snantproresshaseenmadetodandretandverseworfores,ttherearestsome
mpedmentstoompanesefforts. Respondents eel theyve made progress in gender diversity, but they eel
theyve allen short in areas such as disability and age.
Key FInDIngs
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The basic ormula or diversity is rapidly evolving. It is no
longer simply a matter o creating a heterogeneous work-
orce, but using that workorce to create the innovative
products, services, and business practices that can set a
company apart and give it a competitive advantage in the
marketplace. And as companies compete on a global scale,
diversity and inclusion requently have to shit, as dier-
ent markets and dierent cultures have varied denit ions o
what diversity means.
Today, diversity and inclusion eorts are de rigueur
or almost all companies. Executives understand that their
companies cant be successul on a global platorm i they
dont have a diverse and inclusive workorce. A diverse and
inclusive workorce is necessary to drive innovation, os-
ter creativity, and guide business strategies. Multiple voices
lead to new ideas, new services, and new products, and
encourage out-o-the box thinking. Companies no longer
view diversity and inclusion eorts as separate rom their
other business practices, and recognize that a diverse work-
orce can dierentiate them rom their competitors and can
help capture new clients.
To gain a better understanding o the role that diversity
and inclusion play in companies around the globe, Forbes
Insights conducted a comprehensive survey o more than
300 senior executives. All o the executives were involved
in developing, implementing, or managing strategies or
programs related to diversity and inclusion or their com-
panies workorce. The companies that participated in the
survey had revenues o at least $500 million and went up to
more than $20 billion. Geographically, respondents were
rom the three global regions: the Americas, Asia Pacic,
and Europe, Middle East and Arica.
In addition to the survey, one-on-one interviews were
conducted with more than a dozen diversity ocers, board
members, and senior executives rom large, multinational
corporations. The interviews not only refected the nd-
ings o the survey, but also provided a detailed look at how
companies are putting diversity to work or them, and how
a diverse and inclusive workorce is essential or driving
innovation and guiding business practices.
DIversITy anD InClusIon
a Fm f scc
What does it mean to be diverse? What do your diversity eorts entail? Do the diversity eorts you
maintain in your home market carry through to other markets around the globe? And perhaps most
importantly, what is the business case or diversity and inclusion?
MethoDoloGy
te rm repr bed e reul urvey d e--e erve dued by Frbe ig.
Frbe ig urveyed 321 exeuve dre repbly r verg r er mpe dvery d lu prgrm. all repde rked r
lrge glbl eerpre ul reveue mre Us$500 mll. Mre 40% rked r mpe ul reveue $Us5 bll r mre.
nerly l (44%) repde d c-level le r ere brd member. te remder d le drer r bve. i erm u, rd (33%)
repde ere vlved rpre mgeme, 32% ere hR r le mgeme, 21% ere bue per, d 12% ere fe.
Gegrplly, repde ere rly evely pl beee e amer (35%), a-Pf (34%), d Eurpe/Mddle E/ar (31%).
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The business case or diversity and inclusion is intrinsically
linked to a companys innovation strategy. Multiple and var-
ied voices have a wide range o experiences, and this can
help generate new ideas about products and practices. Survey
respondents overwhelmingly agreed that a diverse and
inclusive workorce brings the dierent perspectives that a
company needs to power its innovation strategy. (Fig. 1)
This is particularly true or the largest companies.
Among companies with more than $10 billion in annual
revenues, 56% strongly agreed that diversity helps drive
innovation. Because o our diverse workorce, weve
experienced a boost in productivity. When you can move
people to contribute to their ullest, it has a tremendous
impact, noted Rosalind Hudnell, d irector o global diver-
sity and inclusion at chip maker Intel.
We have a vast amount o diversity [within the com-
pany] that comes into work every day to bui ld technology
that plays out around the world. You cant be successul on
a global st age without it, Hudnell added.
Respondents in Asia also were more likely to see a
link between diversity and innovation. In the APAC
region, 56% strongly agreed with this notion, com-
pared to 48% in the Americas and 41% in EMEA. In
Asia Pacic, were ocused on leveraging diverse skil ls in
growth markets and gett ing better gender representationin senior management, explained Niki Kesglou, head
o diversity and inclusion, Asia Pacic, or nancial ser-
vices rm Credit Suisse.
A diverse and inclusive workorce can al so help ensure
that a companys products and services are respectul o
their clients cultures. Companies such as AT&T, Mattel,
Intel, and others have employee groups that oster inclusion
among women and other minorities within their organi-
zations, and also provide valuable insight into the markets
they refect. Our Employee Resource Groups (ERGs)
are very important to us. They help us dene products
that work or their regions or demographics, said Mattel
diversity board member Huey Wilson, the companys
vice president o human resources, worldwide operations.
In addition, he continued, these diverse employee groups
have saved the company rom making some embarrassingand potentially costly mistakes. We have to make sure that
were culturally sensitive. There have been some big near
misses that we might not have avoided without the ERGs.
Frdric Roz, CEO o LOral USA, said that given his
companys global ootprint, it is critical to have executives
and employees representative o dierent regions and eth-
nicities. I have worked in Russia, Argentina, and Europe,
and it has helped me to understand the dierent cultures
and people, he said. Roz added that these insights help
Diit I K Di f Iti
Diversity osters creativity. We need to generate the best ideas rom our people in all levels o the
company and incorporate them into our business practices.
FRDRicROz, chie executive ofcer, LOral USA
FiGure 1: A diverse and inclusive workorce is crucial to encouraging
dierent perspectives and ideas that drive innovation.
48%
37%
11%
3%
1%
Strongly agree
Somewhat agree
Somewhat disagree
Strongly disagree
Dont know
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inorm product development and can also guide business
practices. We have dierent brands that meet the diverse
needs o our consumers, but another benet o being a
player in dierent regions is that you can pick up ideas rom
the outside and apply them to the business.
At the end o the day, when youre creating an envi-
ronment where people can come together and bring their
own views and eel respected, competitively, your company
will do so much better, added Debbie Storey, senior vice
president o talent development and chie diversity ocer
at AT&T.
Looking ahead, more than three quarters o respondents
reported that their companies are looking to ocus more on
leveraging diversity or innovation and other business goals
over the next three years. (Fig. 2)
FiGure 2: Over the next three years, how will your ocus change on
leveraging diversity or your business goals (including innovation)?
Signifcantly more ocus Somewhat more ocus
Somewhat less ocus
Signifcantly less ocus
Dont know
15%
40%
38%
5%
2%
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In the ght or global talent, diversity and inclusion policies
are being designed specically as recruiting and retention
tools, helping to broaden the pool o talent a company can
recruit rom, while also helping to build an employment
brand that is seen as ully inclusive. I you want to attract
the best talent, you need to be refective o the talent in that
market, said Eileen Taylor, Deutsche Banks global head
o diversity.
Among survey respondents, most (65%) have in place pro-
grams specically to recruit diverse employees. (Fig. 3) Fewer
ollow that up with diversity-ocused development (53%), and
just 44% have specic diversity retention programs.
Companies take a variety o tact ics to engage the kinds o
diverse populations they hope to bring on board. Many orga-
nizations including AT&T and Mattel enlist their employee
groups to act as company ambassadors. These groups reach
out to talent by attending external job airs, conerences, and
community events. The more they reach out to the public,
the more it will help ll our talent pipeline, said Mattels
Wilson. In addition to the employee outreach eorts, com-
panies such as Intel and Credit Suisse orge long-standing
relationships with universities to tap into talent, while many
others also rely on other outsourcing channels, including
vendors, to reach a broad range o candidates.
a Di Wkfc attct Tp Tt
We are in 75 countries and we want to hire the best talent in each locale. Diverse teams and
companies make better decisions.
EilEENTAylOR,global head o diversity, Deutsche Bank
FiGure 3: Do you have any ofcial programs in place specifcally to recruit,
develop, or retain a diverse or inclusive workorce?
0% 50% 100%
Ye, rerume
53
44
12
2
Ye, develpme
Ye, ree
n. we ve geerl prgrm ple, bu pelly ued
dvery/lu
n, e d ve y prgrm ple
65
FiGure 4: When it comes to recruitment o a diverse workorce, where do
you go to fnd your talent?
0% 50% 100%
Uvery/grdue l dvery
50
49
38
37
ser rm
Dvery-ued jb r
Dvery r pel-ere-ued jb ebe
Emplyee reerrl
52
36
27
25
a dvery-ued emplyme prl ur ebe
wrd--mu
n-pr /ee
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Among survey respondents, outward-acing recruit-
ing eorts are still the predominant method or diversity
recruitingessentially supporting groups and events that
specically cater to diverse job candidates. (Fig. 4) More
than hal (52%) o respondents go to university or gradu-
ate school diversity associations to recruit talent; 49% are
involved in d iversity-ocused job airs.
This is not to say that word-o-mouth and employee
reerrals are not being used. At Mattel, or example,
employees receive a monetary reward when they reer new
hires, and the company recently hosted a womens con-
erence in Southern Caliornia to attract more women to
the company. At technology companies such as Intel and
AT&T, some o their eorts are aimed at getting more
women and minorities into STEM (Science, Technology,
Engineering and Math) Programs. The gap or women
and minorities in STEM is long-standing and will continue
to be, so were working to get women and others into this
eld, said Intels Hudnell.
Ultimately, there is a strong link between recruitment
and development programs; a companys ability to recruit
diverse talent successully oten depends on its ability to
execute on its promise to provide solid job advancement
opportunities. These programs can range rom continued
skills training to tuition reimbursement to active mentor-
ing by senior management. One such program is AT&Ts
Know and Grow initiative. The company ensures that
all high-potential candidates in the program, particularly
emales and minorities, are exposed to senior executives
who spend a signicant amount o time advising and
mentoring them. Among survey respondents, 62% rely
on proessional development groups to oster employeedevelopment, ollowed by employee resource/network-
ing groups (61%), and diversity-ocused mentoring groups
(61%). (Fig. 5)
Closing the loop, among the companies that oer
diversity-ocused retention programs, 70% track progress
through regular employee reviews and eedback on com-
pany policies, 59% track attrition by various categories, and
58% use programs that tie managers perormance to devel-
opment goals. (Fig. 6)
FiGure 5: Which o the ollowing programs do you currently have in place
specifcally to develop diverse/inclusive t alent?
0% 50% 100%
62
Prel develpme prgrm
61
61
46
20
Dvery-ued merg prgrm
Emplyee reure/erkg grup
al dvery-ued prel rgz
orgz mmu ued dere grup
FiGure 6: Which o the ollowing programs do you currently have in placespecifcally to retain diverse/inclusive talent?
0% 50% 100%
70
Regulr reve d pu eure e rre prgrm re ple
59
58
39
trkg r by vru egre mr prgre d develpme
Prgrm e mger perrme develpme d ree dvere emplyee
Ex erve rkg
trkg prm re dvere grup
35
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Competing on the global stage presents companies with
a series o challenges. In addition to the routine concerns
that companies ace such as managing growth, build-
ing a sound inrastructure, and keeping an eye on the
bottom line, expanding overseas has its own special chal-
lenges. Laws and regulations vary rom region to region,
and there are language and cultural barriers that can cre-
ate unanticipated problems or challenges. Which is why
organizations have ound that the best way to ensure their
continued success on a global scale is by having a diverse
and inclusive workorce.
Today, diversity and inclusion eorts are a given.
Companies arent paying lip service to the notion o
a diverse workorce. Instead, they have robust pro-
grams and policies in place to recruit and retain a cadre
o diverse employees. Nearly every company in the sur-
vey (97%) had ormal diversity and inclusion strategies in
place. Companies have to have a diverse workorce, said
Credit Suisses Kesglou. Its very important to our busi-
ness strategy and helps capture new clients and address
business needs.
LOral USAs Roz concurred. While we work hard
to retain our current consumers, the potential or addingnew consumers is in the emerging markets. And diversity is
key in this, whether were trying to reach men, women o
dierent ages, or women o dierent ethnicities.
Diversity and inclusion is not just about gender and
race. Certainly, programs ocused on gender diversity are
the most common; 81% o respondents indicated their com-
panies have them. (Fig. 7) That was ollowed by programs
ocused on ethnicity (77%), age (72%), and race (70%).
Further down the list, about hal o companies have disabil-
ity-based programs (52%).
Diit d Ici efft a gi
We couldnt have gone through all o the mergers and acquisitions and continue to be successul
without having a diverse workorce. Its important to our business strategy and it makes us more
innovative and competitive.
DEbbiESTOREy, senior vice president o talent development and chie diversity ofcer, AT&T
FiGure 7: Which o the ollowing is currently part o your organizations
diversity and inclusion eorts?
0% 50% 100%
Geder
Ey/l rg
age
Re/lr
Dbly
nly
sexul re
81
77
72
70
52
45
39
32
Veer u
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Interestingly, while gender diversity and ethnicity pro-
grams are common around the globe, there are signicant
regional dierences. (Fig. 8) Its probably not a surprise
given dierent ethnic make-ups and distinct cultural pre-
erences. For instance, Asia-Pacic companies are much
more likely to have diversity programs related to age or
nationality. European companies are more likely to look at
disabilit y or sexual orientation.
According to the executives rom large, multinational
corporations that were interviewed, companies that want
to be successul need to have a workorce that refects the
demographics o the region they are doing business in. For
one, its important to oreign investors and clients to see
themselves refected in the companys junior and senior
teams. Secondly, local hires can help overcome language
barriers and navigate cultural nuances. And thirdly, it helps
rms attract new talent.
Age is another top concern among the respondents.
Todays workorce can span our generationsWorld War
II, Boomers, Gen X and Millennials. Each generation has
dierent expectations about work as well as dierences
in communication styles, how they use technology, what
motivates them on the job, and how they deal with others
in positions o authority. These dierences, i not addressed,
can be disruptive and lead to serious misunderstandings.
However, the common thread among the interviewees
is that diversity and inclusion eorts are an integral part o
how they operate, and that their companies are committed
to their programs and strategies.
Americas EMEA Asia Pacifc
FiGure 8: Which o the ollowing is currently part o your organizations
diversity and inclusion eorts? (by region)
80
77
86
78
76
76
75
67
66
67
68
82
4669
42
42
45
29
38
28
68
Geder
Ey/l rg
Re/lr
age
Dbly
sexul re
nly
0% 50% 100%
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Organizations diversity goals and priorities wont change
signicantly over the next three yearsbut the impact o
diversity on innovation may be coming into sharper ocus
as executives increasingly try to harness the power o this
issue or driving business goals.
Companies spend signicant amounts o money
recruiting, training, and developing their employees, so
its not surprising that among some o their top priorities
is the retention and development o diverse talent. When
asked about their companys current diversity and inclusion
priorities, 43% cited retention and development o talent,
ollowed by ensuring diversity in the workplace in general
(35%), developing a robust pipeline o diverse talent (29%),
and managing cross-generational issues (28%). (Fig. 9)
Goals and priorities three years rom now are nearly
identical. However, more respondents said that leveraging
diversity or their business goals, including innovation, was
an increased priority over the next three years. (33% com-
pared to 28%).
Diverse teams and companies make better decisions.
And in the atermath o the nancial crisi s, diversity is even
more o a priority, said Deutsche Banks Taylor
In some instances, the emphasis on certain prioritiesvaries according to the size o the company. Companies
with at least $5 billion in revenues are putting signi-
cantly more ocus on retention and recruitment in regards
to diversity/inclusion programs than their smal ler counter-
parts. Its critical to our business strategy to hire, retain,
and develop our employees. They are our current and
uture leaders, said AT&Ts Storey.
Diit g d Piiti
Our goal is to be the worlds best bank, in terms o the value we represent and the innovativeness
o the products we oer. Having a diverse workorce is very important to our strategy. It allows us
to capture new clients and address the needs o our existing businesses.
NikikESglOu, head o diversity and inclusion, Asia Pacifc, Credit Suisse
Ree d develpme dvere le
Eurg dvery e rkple geerl
Develpg rbu ppele r g-pel dvere le
Mgg r-geerl ue
Levergg dvery r ur bue gl
Eurg dvery ll level mgeme
cumzg dvery/luvee gl by reg
Develpg ubly d meureme dvery
Redeeme e rereme ge
0% 50% 100%
FiGure 9: Which o the ollowing issues do you see as a top priority in your
diversity/inclusion eorts?
43
41
35
24
29
28
28
29
28
33
27
30
25
25
20
18
16
22
Today 3 years rom now
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Additionally, respondents rom the largest compa-
nies are placing more ocus on customizing diversity
and inclusion policies to refect the trends o each region
the company has a presence in. For example, one execu-
tive pointed to how the companys eorts in Asia dier.
Hong Kong is very multicultural, so diversity and inclu-
sion eorts there resemble those in the U.S. However, in
China, the companys diversity eorts are ocused more
on persons with special needs, people with disabilities,
and people rom dierent socio-economic backgrounds.
Similarly, Deutsch Banks India diversity eorts are
ocused on individuals with disabilities. The company is
working with a Non-Governmental Organization (NGO)
to train people with disabilities to work at the company.
In India, disability is a big issue. You still see people with
polio or people who are blind because the drugs to treat
certain disea ses werent available, said Taylor.
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When it comes to the strategy and implementation o
a diversity program, responsibility or the success o
companys diversity/inclusion eorts lies with senior
management. Seven out o ten companies reported that
the buck stops at the C-level and their board o directors.
In act, 35% eel ultimate accountability lies directly
with the CEO. (Fig. 10)
Since 2003, LOral USAs oce o diversity has reported
directly to the CEO. I have to be the champion o diversity
and inclusion, said LOral CEO Roz. It is my job to be a
role model and show how important this is to our company.
It is part o my responsibility to set objectives and monitor
progress within our teams.
Still, responsibility or creation o diversity programs and
overall implementation can lie elsewhere. At Mattel, the buck
stops with the CEO but its the [global diversity] boards respon-
sibility to be the driving orce and determine how we go about
measuring our success, said diversity board member Wilson.
Th bck stp t th C-l
I we couldnt measure the impact o our diversity and inclusion eorts and programs, it would be
a hard sell among company executives.
HuEyWilSON, vice president o human resources, worldwide operations, and diversity board member at Mattel
FiGure 10: Who is ultimately accountable or the success o diversity andinclusion programs within your organization?
0% 50% 100%
cEo
35
15
13
10
8
7
4
3
chRo
Brd Drer
ser leder dv r bue u
coo
Geerl mger
ser leder gegrpy
idvdul mger
oer c-level
3
FiGure 11: Does your organization have an internal board or committee inplace to oversee diversity/inclusion strategy and initiatives?
Yes
No
69%
31%
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Among survey respondents, nearly seven out o ten have
some kind o internal board or committee to oversee diver-
sity and inclusion strategy. (Fig. 11) These are typically
made up o managers and executives rom across the orga-
nization, but, as might be expected, members o the human
resources department are the most common. (Fig. 12)
In act, when it comes to implementing policies and
programs, the responsibility shits to HR or other senior
level executives. When asked about who is responsible or
implementing policies and programs, 65% said it ell to
HR while 45% said its the responsibility o senior leaders
within a business unit or division. At AT&T, or instance,
goals are developed by the business units, and the unit
heads sit down once a year with Storey, the chie diversity
ocer, to discuss those goals and how they plan to imple-
ment them.
Just as with other corporate initiatives, gauging the suc-
cess or ecacy o diversity and inclusion eorts requires
companies to have measurable outcomes in place. Six out
o ten survey participants said that their company has met-
rics in place to monitor the success o their initiatives, and
another 28% said they are currently developing metrics.
(Fig. 13) The most popular measure used to monitor suc-
cess is employee productivity (77%), ollowed by employee
morale (67%), and employee turnover (58%).
The tools or holding senior executives responsible or
their diversity programs perormance are a mix o mon-
etary awards and reviews. According to the participants,
accountability is measured by perormance reviews (66%),
bonuses (51%), salary increases (42%), business/department
reviews (48%), and promotions (41%).
FiGure 12: Who are the members o your companys diversity board
or committee?
0% 50% 100%
hum reure
72
61
53
46
43
39
35
33
cEo
ser dv r bue u leder
hed dvery
Brd member
coo
ser leder r e gegrpy
oer c-level
idvdul mger
25
FiGure 13: Does your organization have metrics in place to measure the
success o your diversity and inclusion initiatives?
Yes
No, but we aredeveloping them
No
Dont know
69%28%
12%
1%
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Signicant progress has been made to build and retain
diverse workorces, but there is still work to be done and
barriers to overcome.
Survey participants were asked in which areas they
eel their companies have made the most progress, and in
which they eel they need the most improvement. In terms
o progress, gender, ethnicity, and race are the areas where
they eel theyve done best. (Fig. 14) But they believe that
there can be improvement in programs related to disability,
age, and sexual orientation. (Fig. 15)
Moreover, just 7% o respondents said they elt that
no barriers existed at their organizations to continuing to
develop and implement their diversity and inclusion pro-
grams. (Fig. 16) While budget issues were cited as a top
concern, respondents also elt that middle management
ailed to execute diversity programs adequately. This is
something that diversity and inclusion boards will need to
deal with over the coming years.
P H b Md bt bisti exit
We want our management to be culturally prepared. We have a vast amount o diversity that
comes into work every day in order to create and build technology that plays out around the world.
ROSAliNDHuDNEll,director o global diversity and inclusion, Intel
FiGure 14: Where do you eel youve made the most progress in
diversity /inclusion?
0% 50% 100%
Geder
54
42
39
32
30
26
17
10
Ey/l rg
Re/lr
age
Dbly
nly
sexul re
Veer u
FiGure 15: Where do you eel you need the most improvement in
diversity /inclusion?
Dbly
age
sexul re
Re/lr
Geder
Ey/l rg
Veer u
nly
0% 50% 100%
29
28
23
20
20
18
17
16
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0% 50% 100%
7
19
23
41
42
46
46
Mddle mgeme l exeue dvery prgrm dequely
Budgery ue preve greer mpleme
t ued urvvl e urre emy
Flure pereve e e beee dvery d bue drver
ideque e rm er lederp
oer prre reled mgg ur rkre urrely ke preedee
we d ve y brrer ur u rkple dvery
FiGure 16: What barriers do you see to continuing to develop or implement
a strategy or workplace diversity and inclusion?
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The globalization o business has created a sophisticated,
complex, and competitive environment. In order to be
successul, companies need to continually create new
products and services. And the best way to ensure the
development o new ideas is through a diverse and inclu-
sive workorce.
A diverse and inclusive workorce is necessary to drive
innovation, oster creativity, and guide business strategies.
Multiple voices lead to new ideas, new services, and new
products, and encourage out-o-the-box thinking. Today,
companies no longer view diversity and inclusion eorts as
separate rom their other business practices, and recognize that
a diverse workorce can dierentiate them rom their compet-
itors by attracting top talent and capturing new clients.
And while diversity and inclusion eorts at companies
are a given, organizations still ace external and internal
challenges in implementing these policies and procedures.
Internally, companies are still struggling with negative
attitudes about diversity among their rank-and-le, while
externally, a rocky economic recovery has impeded many
companies hiring eorts.
Looking orward, companies must also grapple with an
aging workorce, a declining pipeline o qualied talent,
and the challenges o managing a multigenerational work-
orce. But as long as organizations can keep their eye on
the prize, that is, to keep diversity and inclusion eorts at
the top o their priority list, it wil l position them to weather
these challenges and come out ahead o the competition.
ConClusIon
a Di d Ici Wkfc I Citicf scc
christiaan rizy
DiREctoR
stuart Feil
EDitoRiaL DiREctoR
brenna sniDerMan
REsEaRch DiREctoR
Mary ellen eGa
wRitER
8/4/2019 Innovation Through Diversity
20/20
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