Culture & Leadership

Strict targets, waterproof processes and elaborate work/life programs – all of these contribute to D&I. However, without a deeper understanding of the corporate and leadership culture, your company will not achieve sustainable improvements.

Gone are the days when D&I-focused adaptations of the HR process chain (recruitment, development and retention) allowed companies to make changes, improvements and progress. The introduction of a variety of instruments to reconcile work and private life advance as well. The question remains open to many: When and how will noticeable changes take place?

The mental side of D&I: corporate culture, values and unwritten laws

After many years of underestimating the importance of corporate culture, some studies and even more practical examples have now brought up a new perspective. The corporate culture, and in particular the management culture, form elements critical to success for changes that are necessary for the use of diversity. Especially, the inversion applies: as long as unwritten laws (also called implicit norms or basic assumptions) in your organisation oppose the Propelling Performance Principle, neither D&I efforts nor work-life programmes show the desired effects.

Nevertheless, many companies do not know the unwritten rules of their corporate culture well enough – because the conflicts with D&I are often not clearly discernible. The identification of implicit standards is a decisive and often first step in self-reflection and self-knowledge. Our work aims at creating the basis for a healthy and sustainable change as well as occasions for internal dialogues and discussions with appropriate analyses.

Common questions include: How easy and accepted is it to make use of part-time arrangements, home office or sabbaticals or how do final selection decisions take place at the end of a formalised evaluation process?

Diversity & Inclusion leads to success in your company only when the corporate culture you live, and experience shows a positive attitude towards differences.

“Corporate cultures are as persistent as they are sensitive: they don’t change on command.” Michael Stuber

The Practical Side of D&I: Involvement, Collaboration and Leadership Quality

The daily, concrete implementation and thus the personal experience of D&I require appropriate behavioural patterns. When individual strengths in processes, in teams and by managers are positively considered and actively involved in your company, the added values of the Propelling Performance Principle unfold. Here, the term ‘inclusion’ stands for effective cooperation, team performance and the highest leadership quality. With our operationalized approach to D&I, both employees and executives, as well as the company as a whole, benefit from the concrete use of diversity:ENGINEERING D&I.

Further Reading

Corporate Culture & Leadership as a key for Work/Life-Balance
The Business Case for Culture & Leadership


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