Making progress and reaping benefits requires real change

D&I can only generate meaningful impact when treated as a change agenda—anchored in business needs, organisational culture and day-to-day leadership. Relevance, alignment and measurable improvement don’t come from colourful initiatives alone, but from targeted, well-orchestrated advancement of organisational maturity.

“We have to bring back the ‘Change’ into D&I.” Michael Stuber

Evolving Culture – Strengthening Substance

Whether rethinking or refining existing strategies, our diagnostics identify untapped potential across cultures, talents and processes. By aligning with strategic priorities, we secure leadership buy-in and stakeholder commitment.

Enabling Implementation – Making Impact Measurable

Recurring D&I events unfortunately do not create transformation. By integrating with cultural or leadership programmes, we build positive energy and sustainable progress. Successful D&I work emerges from active leadership engagement, nuanced success measurement and the development of internal capabilities.

ENGINEERING D&I.

Related topics

We found the Inclusive Leadership Journey a valuable experience (as) it made us recognize we all have biases, and allowed us to reflect on this truth. Then, the Leadership Journey process gave us a format to create an actionable plan (as) we accept there is no quick fix when it comes to organizational culture change. (We came) to consensus on a path forward to create a diverse, inclusive, and equitable workplace (and) an 'action journey' where real progress is being made.

Deutsche Telekom | Maud Pagel, Group Head of Diversity, 08/2004

The foundation for the implementation of Diversity at Deutsche Telekom group is our group Diversity strategy and its key element, the group Diversity policy. European Diversity Consulting has been supporting us in a very professional way, always focusing on our specific business context when developing various building blocks of our strategy.

E.ON | Sven Rudloff, Group HR Policy, 10/2005

E.ON emerged from different companies, so that Diversity is key to the integration of our group on the one hand, and it is part of our corporate identity OneE.ON on the other hand. In bringing together experts and concepts from the U.S. and Europe, European Diversity Research & Consulting proved their competence in intercultural presentation and in facilitating our global development process. The expertise of European Diversity Consulting provides valuable assistance in the design and implementation of Diversity events and meetings.

Johnson & Johnson | Mieke Smet, Director Global Talent Management, 2008

In Johnson&Johnson we worked together with Michael Stuber to set up a European Diversity Strategy Meeting. Michael is the kind of consultant who knows exactly how to deal with balancing external input and internal visibility and ownership. He supports you when you have a leading role, he understands very clearly how to help, how to move forward without putting himself in the spotlight. He understands the dynamics of the business and is very sensitive to all kind of different people to work with. To be very clear: he himself behaves in a very inclusive way.

HP | Eva Faenger, Diversity Manager HP Germany, 10/2010

Last year we launched a change process in order to focus our diversity activities and release new potentials. Mr. Stuber accompanied this process with great professionalism. His extensive technical and methodological expertise, his experience with countless other global companies, his clarity and openness as well as his holistic approach has convinced us. With "head, heart and hand", he has helped us to bring the launch of this comprehensive process to success.

Bayer HealthCare | Corinna Dawkins, Vice President HR, 01/2011

With Michael Stuber as the leading figure in this consulting company you can count on 15+ years of competence and insights in the D&I endeavours of the industry, helping you to set direction in your own organization.

Schweizerische Post | Thomas Meier, Head of Organisation Development, 03/2011

Swiss Post faced an organizational development process by realigning the Diversity Management approach. The main task was to evolve our hitherto pursued focuses on Gender and Communication into an integrated and holistic concept. Who could support us effectively with the necessary know-how but also with an instinct to win people? Michael Stuber makes the difference. With his background, his foresight and his empathy, we managed to position Diversity Management as a business relevant topic.

Sandoz Group Germany | Hermann Hofmann, Head Public Affairs & Communications, 2011

European Diversity Research & Consulting significantly helped to further develop our Diversity & Inclusion Strategy. Particularly valuable was the combination of experience and knowledge of different options and constellations. Cooperating with European Diversity Research & Consulting in the strategy development was just as inspiring as motivating. It has helped to increase the top managements' commitment once again. We won't renounce the support of European Diversity Research & Consulting along the implementation process.

Merck Group | Jennifer O’Lear, Chief Diversity Officer, 01/2012

European Diversity provided us with extremely valuable input and expertise as we are consolidating our various D&I programmes into a new global diversity strategy. Their years of experience with other leading companies as well as their international perspective and thorough understanding of relevant models allowed us to develop a solid business-driven approach and build robust stakeholder buy-in.

HSBC | Nicole Sucha-Basra, Learning, Talent, Resourcing & Organisational Development Continental Europe, 2013

European Diversity has been supporting our HSBC Continental Europe D&I Committee since January 2012. Their international experience and knowledge of the external market was hugely valuable to our business and HR members of the committee. As a consultant, Michael Stuber has helped us finding effective approaches, also in the restructuring of that committee to make it more action focused as well as aligned with business and corporate frameworks. We are grateful for the support and look forward to continue working together in our efforts to increase diversity across the organisation and help drive engagement through inclusion.

KfW | Richard Kufferath-Sieberin, Director HR Policy, 11/2013

KfW goes through a holistic modernisation process targeted on strategic focus, professionalisation, efficiency and customer orientation. This also includes corporate culture and in 2012 the KfW Executive Board approved a gender balance concept as one key element of this renewal process, which was honoured with the German Human Resources Management Award in 2013. I thank Michael Stuber for his professional support in the design and the adoption of that KfW framework. Michael Stuber combines high technical and methodological expertise with authentic persuasion. With this skill-set he has consistently focused on the alignment of our gender balance concept to the sustainable cultural change process. At the same time, he also recognised requirements in other areas at KfW and hence contributed to a credible integration of gender balance in the overall modernisation.

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