Two recent studies show that culture tends to be underestimated as a success factor in large companies and that the leadership style (of at least the CEO) should be different from the existing organisational culture. The combination of the findings reconfirms the business case for a need to tackle Diversity, Culture and Leadership in a comprehensive way.
Is Diversity naturally embedded in Project Management or does this new and hugely complex profession needs to reconsider the way it is looking at differences? A keynote at the (Gender) Diversity in Project Management Congress in the Netherlands set the scene.
Many studies prove that well-managed D&I leads to better performance. Why not use these insights to design investment strategies? A few funds already do so and they were just joined by another one, the Solactive Global Gender Diversity Index, in partnership with UBS.
Initiating concrete changes to mitigate unconscious biases and eventually make the most of differences. This summarises the ambition of many D&I practitioners. While it sounds easy, experience shows that the practicalities sometimes aren’t. ‘Inclusion Nudges’ are a collection of good practices how to steer behaviour away from bias and towards inclusion.
Während in der Schweiz eine aktuelle Studie klare Worte zum Verbesserungsbedarf in Sachen Gender Diversity findet, stellt eine deutsche Studie fest, alles sei „auf einem guten Weg“. Das Problem: Beide fokussieren auf die jeweiligen Frauenanteile im Management.
The strategy consulting firm McKinsey has launched the latest addition to its Women Matter series, now looking at the African continent. The study covers 14 countries, 55 companies and 35 senior women. It includes both surprising and expected results.
After decades of work on D&I, experts are often asked if more research and additional activities were still needed. One of the globally leading D&I content providers has just published a ‘diversity dialogue‘ on current challenges and next practices.
The buzzwords that describe the Business Case for Diversity Management are quickly listed up: Creativity, employer brand, collaboration, market access. But is it enough to be convinced of some value-add that D&I offers? And what if your key stakeholders were convinced of different benefits? Alignment and rigour are needed in order to turn the business case into a driver for D&I.
Die alternde Gesellschaft steht in den Medien häufig für Pflegenotstand oder Rentenunsicherheit. Analysen der KfW Bankengruppen zeigen nun, dass die positiven Effekte der Konsumausgaben älterer Haushalte stark unterschätzt wurden. So wie die Zielgruppe der Senioren selbst.
Welchen Nutzen bringt Diversity Management? Mehr Produktivität? Mehr Patentanmeldungen? Mehr Marktanteil? Diese Fragen hören Diversity Manager immer wieder aufs Neue. Während es unzählige Umfragen zum sogenannten Business Case gibt, sind belastbare Studien selten. Die neuste (2016) Ausgabe des IBCR fasst 205 Forschungsergebnisse zusammen, die verlässliche Aussagen zu erzielbaren wirtschaftlichen Effekten durch D&I treffen.
Two new studies show the positive impact of managerial gender diversity on firm performance and on managerial diversity and operating profit margin respectively. In addition, they reveal more detail about the complex connections between D&I and the bottom line.
In an online article, the BBC has recently shed light on the disability market and presented companies tapping into that potential. The collective spending power of people with a disability, their friends and family, is described as a large segment: The so-called ‘Purple Pound’ incorporates about 20% of all consumers and is valued at £212 billion, in the U.K. only.
A current study by International Alert shows that pupils from different backgrounds view each other more positively when they learn together in mixed classes compared to those studying separately. The finding is particularly relevant with regard to the stereotype reduction effect it shows which is relevant in many everyday workplace situations and for segregated education approaches that still exist.
The most current Demography Report from the European Union’s statistical office EuroStat provides concrete numbers for many of the trends that Diversity practitioners often refer to. Ageing, gender gaps, migration and individual life styles. It also includes some figures from individual countries.
Many studies claim to describe the business benefits of D&I. Critics, however, often challenge the research methodology or other aspects. The updated 3rd edition of the unique International Business Case Report (IBCR 3.1) contains 1-page summaries of 203 studies which were all checked for significance, robustness, validity, reliability and, if applicable, for statistical bias.
A study recently published by McKinsey examines the status quo of gender equality around the world and the implications for the economy. They calculated the opportunity costs of missing parity between men and women and conclude: A lack of gender equality is very costly for the whole economy – both in developed and developing countries. In this article, we summarise the key aspects of the study for you.
A large-scale survey in some 100 companies and other organisations from 10 EU Member States investigated, among other fields, the variety of Diversity Management practices of immigrant inclusion and their direct and indirect effects. The focus was on migrants from so-called Third Countries. The research also looked at constraints and criticalities as well as mechanisms and conditions that emerge as facilitating factors so that the programmes and processes lead to the desired outcomes. The focus of the report on migrants from Third Country Nations couldn’t be more relevant today, as the EU is coping with an expected 1.5 million refugees.
Die veränderten Lebensweisen in einer mobilen, individualisierten und virtualisierten Welt verlangen neue Wege der Vereinbarkeit von Beruf und Privatleben. Dass hierfür keine simple Checkliste ausreicht, sondern zahlreiche Abwägungen zu treffen sind zeigt einmal mehr eine Befragung von A. T. Kearney. Sie bietet aktuelle Zahlen zum Bedarf an Flexibilität und zum Wunsch nach Nichterreichbarkeit.
Der Automobilhersteller VW zeigt in einer Marketing-Kampagne für den neuen Sharan unter dem Motto „Familien wissen, warum“ typische Alltagssituationen von Eltern von Heranwachsenden. Das Besondere: gezeigt wird unter anderem auch eine Regebogenfamilie; zwei Väter mit ihrer pubertierenden Tochter. Während schwule und lesbische Paare nichts Neues mehr in der deutschen Werbewelt sind und sogar traditionelle Familienunternehmen wie Brandt mit ihnen werben, ist die TV-Werbung mit Regenbogenfamilien neu. Warum sich Gay-Marketing für Unternehmen lohnen kann und weswegen damit eine weit größere Zielgruppe als nur Lesben und Schwule angesprochen wird, erfahren Sie hier.
Many Diversity programmes are tailored for members of specific minority groups such as LGBT employees, employees from different cultures, religious groups or people with a disability. Does this approach effectively demonstrate the value of differences or is it a reminiscent of Affirmative Action that, at times, leads to exclusion and reinforced stereotypes? A recently published Dutch study provides additional evidence that all-inclusive Diversity approaches which focus both on minority and majority groups are, in many respects, more effective than isolated programmes.