Michael Stuber identified key business priorities in each of our operating companies and proposed relevant linkages with future D&I initiatives. He also showed the need to tie D&I more closely to our identity and embed it in our shared culture as well as HR processes and tools. Going further, Michael's expertise guides us to additional key considerations by uncovering and subsequently addressing hidden biases and dynamics through focus group interviews.
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 – differences are 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 offers exciting insights and a lot of potential.
Connecting Personal factors and operational priorities
The iceberg illustrates 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 hence ought to define its specific understanding of diversity – comprehensively and at the same time recognisably specific.
“Programs covering only two or three topics should not be called diversity. They often generate cynicism and can be harmful.”
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 concretely and in a meaningful way. For it challenges people and organisations, sometimes beyond what they can accept. We support you in identifying your effective framework for diversity that generates benefits and offers a manageable approach 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 business – and the business of the future. For the individualisation of society and markets is progressing. Your company can benefit from this by positively acknowledging diversity, both internally and externally:
- Consciously addressing the diversity of your customers and markets,
- Align the diversity of your workforce accordingly,
- Promote diversity in society and
- Increase the confidence of all of your stakeholders.
Nevertheless: Diversity is not a goal in itself
With all enthusiasm or conviction: Diversity does not automatically lead to success – it can also cause conflicts. Therefore, the deliberate and business-focused management of diversity and inclusion should your mission. Our Propelling Performance Principle offers a robust, systematic and practical solution to do so. It shows which building blocks your company needs to achieve progress and add value.
PERSONAL PERSPECTIVE: MICHAEL STUBER – WHAT DETERMINES OUR INDIVIDUAL DIVERSITY VIEW