2007 Diversity Management Organization 
N2Growth Blog
OCTOBER 11, 2023
The journey from meticulous deal-making to managing assets proficiently has put an unprecedented emphasis on acquiring and retaining the right talent. The Talent Deficit Spectrum Diving deeper, the data reveals that 48% of fund managers in private equity firms and operating partners find their organizations understaffed.
Leading Blog
JANUARY 19, 2024
To illustrate the potential impacts, in 2007, Nokia had a little over half the mobile phone market with an operating profit of about $7.8 Beyond digital transformations, organizations are continually tackling other transformations, such as mergers and acquisitions, divestitures, cultural transformations, and much more.
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The Horizons Tracker
FEBRUARY 24, 2021
Diversity has long been accepted as being extremely valuable to the effective functioning of teams, yet it remains an area many organizations struggle with. When you look at the overall workforce demographics, the number of minority employees in the workforce is not represented at senior levels of management. Productivity gains.
N2Growth Blog
NOVEMBER 23, 2010
Let me be clear: leadership and diversity should have nothing to do with one another. I’ll take it one step further – I can’t really think of any issue that should be argued or decided solely on the merits of diversity. In fact, let me take it up even another notch…diversity should be a non-issue altogether.
Strategy Driven
DECEMBER 5, 2014
Diversity is most important for business, the economy and quality of life. I have conducted many diversity audits of companies. I have seen corporate America embrace diversity in many practices, including the workforce and suppliers. Diversity is about so much more than human resources issues.
CQ Net - Management skills for everyone!
NOVEMBER 18, 2017
Diversity, and the need to productively diversify, presents ongoing dilemmas in the professional world. Numerous fields that were previously relatively homogenous are slowly achieving greater parity in terms of race, gender, disability status, and other sources of distinct experience (Bijak et al, 2007).
Strategy Driven
MARCH 25, 2016
The call for greater diversity at senior leadership levels is not new, although it has itself become more inclusive, extending beyond gender, race and ethnicity, to encompass age, education, socioeconomic background and sexual orientation, as well as experience, skills and talent. McKinsey & Co. About the Author.
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