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Our economy is strongly influenced by the norms of the prevalent monocultures within our society. What fundamental changes does Diversity require?

The complexity of the Diversity approach calls for balanced, carefully thought-out steps coupled with a long-term vision.

  • Diversity Means Thinking Outside the Box
  • Strategic Approach
  • The Building Blocks

The implementation of Diversity involves two interlocking processes:

  • Introducing Diversity
  • Mainstreaming

The Diversity change process can take up to five or eight years. Avoidable mistakes cause major set-backs to this process.

The first step is the hardest.

How difficult is it to accept the fact that the very systems that made us successful no longer do? Diversity has already changed the economy and will play an even larger role in the future. We need to see this development as an opportunity ... and commit ourselves to the necessary changes.

Change can be learned.

Diversity needs allies and promoters. And a solid business case that inspires change. The established starting point and the end goal determine the change process. Diversity’s implementation strategy encompasses all steps in between. An integrated, well-connected Diversity team and a valid system for measuring success provide the necessary framework.

The implementation of Diversity involves two interlocking processes.

The first process, introducing Diversity, brings this new issue into an organisation and thereby raises awareness and triggers change. Mainstreaming Diversity ensures its sustainable integration into all systems. Over time, mainstreaming becomes more and more important as introducing Diversity becomes less relevant.

Diversity is not a project, not a programme and not a flavour of the month.

Is your company sceptical of new management principles? The impetus for introducing Diversity must come directly from high-level management, while at the same time involving all levels of the company in a broad, interactive manner. Clear-cut initial measures set the tone, making it clear to all that Diversity is not considered a soft option but rather a strategic necessity.

Leadership & Business Orientation.

Management confers importance to Diversity and serves as an important example within the new culture. Central components of introducing Diversity are balanced score cards, use of existing management models and mechanisms as well as concrete training.

Diversity cascades down into all levels the company.

Involvement and Engagement.

Your employees give life to Diversity and spread the new culture. The involvement of the entire staff is therefore imperative. Focus groups, brochures, intranet, working groups and networks provide communication lines with and among employees, facilitating their involvement.

Diversity grows from within the company.

Wholly Integrating Diversity.

The monocultures within a company are products of a long-established system. What type of employee or customer is your company geared towards – consciously or subconsciously? Differentiate content, open up structures, make processes bias-free. Of central importance here are functions that naturally focus on people:
Human Resource Management as well as Marketing and Corporate Communication.

Differentiated, All-Inclusive Human Resource Management.

Diversity places the individual in the centre of HR work. The application of Diversity to job descriptions, staffing/recruitment measures and performance management ensure that -different-ness is fostered. Tools for work-life balance make lasting improvements to employee relations.


Differentiated Messages that Reach Everyone.

Diversity offers opportunities for improvements in all aspects of marketing, in particular in consumer-oriented communication, which should reflect the diversity of the customer base. Customer and investor relations, sponsoring and – last but not least – internal communication become relevant for all stakeholders.



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