Exploring human diversity economically

Caution, iceberg ahead! Human diversity is more complex than we usually think. Especially from a corporate or business perspective.

In the workplace, in teams, projects and in marketing: here, differences are directly relevant that we cannot see at first sight. Unlike age, gender or ethnicity, we have to explore other people’s working style, mobility or consumption habits. As it is often the case with diversity: every new perspective opens up exciting insights and a lot of potential.

Connecting Personal factors and operational priorities

The vivid diversity iceberg shows that the so-called core dimensions of diversity are (situational) identifiable. Personal-private, workplace or organisation-specific factors as well as individual market and consumer behaviours are more numerous and economically relevant but hide below the surface invisibly. Every organisation should define its specific understanding of diversity – comprehensive and at the same time recognizably specific.

“Programs covering only two or three topics should not be called diversity. They often generate cynicism and can be harmful.”
Michael Stuber

Limits of diversity

At first glance the diversity of Diversity may appear infinite and hence at random. Experiences, however, show that it must be defined in a meaningful way. For it challenges people and organisations, sometimes beyond what they can accept. We support you in finding the effective approach to diversity that generates benefits and presents a manageable challenge at the same time. The following article describes the scope of what can be involved.

The future of diversity is called individuality

Diversity describes the future of the economy – and the economy of the future. Because the individualization of society and markets is progressing. Your company can benefit from this by positively acknowledging diversity, both internally and with external stakeholders:

  • Consciously addressing the diversity of your customers and markets,
  • Align the diversity of your workforce accurately to this,
  • Promote diversity in society and
  • Strengthen the confidence of your stakeholders in general.

Nevertheless: Diversity is not an end in itself

With all enthusiasm or conviction: Diversity does not automatically lead to success – it can also cause conflicts. Therefore, the deliberate and economically motivated management of diversity and inclusion should be considered as the actual mission. Our Propelling Performance Principle offers a profound, systematic and practical solution. It shows which building blocks your company needs to achieve progress and additional value.

ENGINEERING D&I.


Further Reading

Summary: 15 Years of D&I Research
Studie: Der Europavergleich zum Deutschen Diversity Tag 2017


PERSÖNLICHE PERSPEKTIVE: MICHAEL STUBER – WAS UNSERE DIVERSITY-SICHT PRÄGT


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