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.
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
Further Reading
How to create genuine engagement for progress
Learning about the corrective value of D&I
How much change D&I in Germany
Analysing the need for change: How D&I has to step out of the comfort zone
Long version of this website DE&I means change
A RECIPE FOR EFFECTIVE D&I STRATEGY-DEVELOPMENT – BY HOBBY-CHEF MICHAEL STUBER