Diversity of a Different Persuasion

N2Growth Blog

Diversity is a complex issue because it comes in all shapes and sizes. As an Executive Recruiter, I have been asked to identify candidates who are diverse in terms of race, ethnicity, gender and even geography. Or, to put it more formally, diversity of demographic cohort.

Going Global? Choose Your Country Wisely

Great Leadership By Dan

Facebook, Apple, or PayPal, all enjoy global success. These companies have “going global” down—they perform strongly in international markets, and can execute across borders because they embed globalization on their daily executive discussions. Develop a Globalization Strategy Part of the agility for a company to stay strong globally is the makeup of their country investment. Being decisive on how to prioritize global expansion is key here.

Trending Sources

What You Need to Take Your Company into the Global Marketplace

Strategy Driven

A lot of people like to develop their companies into national brands. So many business owners are unsure how to take their companies to this coveted next level. These are just a few of the things necessary to take your company into the global marketplace. Diverse Staff.

The Diversity Dividend: How Balancing Your Leadership Team Can Pay Off

Strategy Driven

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. Sadly, none of the 366 public companies surveyed stood out as leaders on both gender and ethnic diversity axis together. “Is there a diversity dividend?”

Merging Two Global Company Cultures

Harvard Business Review

“I’m pretty convinced that there are superficial differences in culture and communication and how people do things,” said the global human resources officer. Although P&G didn’t rename itself, like other companies, they pursued other forms of renaming.

Help Your Global Talent Succeed and Lead - Cultivate Communication Skills

Great Leadership By Dan

Guest post by Nancy Vason: As leaders of global businesses, you draw from a deep well of talent. According to the Harvard Business Review , English is now the global language of business, and more and more multinational companies are mandating English as the common corporate language.

Leaders. Better. Brighter.™ · Key global findings from the Hay.

Leaders. Better. Brighter.

In every region we covered, Best Companies for Leadership are setting the trends for their peers to follow. 90% of the Best Companies expect employees to lead, regardless if they have a formal position of authority. 100% of Europe’s top 10 companies prioritize work/life balance.

Should a Woman Act More Like a Man to Succeed at Work?

Great Leadership By Dan

New DDI research explores leadership differences between men and women and makes the case for gender diversity in the workplace. The research also provides a snapshot view and analysis of gender diversity across countries and industries. DDI differences diversity gender leaders

Eighth Annual Hay Group Study Identifies Best Companies for Leadership

Great Leadership By Dan

There’s Chief Executive’s 2012 40 Best Companies for Leaders , Fortune’s 25 Top Companies for Leaders , and the just published Hay Group Best Companies for Leadership Study and Top 20. It’s no surprise that the same companies appear on these lists year over year. That’s because, unlike many of the high tech sexy companies that dominate the business headlines, companies that develop great leaders just quietly go about it and deliver great results year over year.

Colorblind Diversity Efforts Don’t Work

Harvard Business Review

As organizations struggle with stalled diversity efforts, some are considering moving toward a “colorblind” approach: deemphasizing initiatives focused on specific demographic groups in favor of more general inclusion efforts. For some, this approach seems like an appealing strategy for engaging majority group members and company leaders, while reducing the tensions that can arise when efforts are focused explicitly on identities like race and gender.

Why Diverse Teams Are Smarter

Harvard Business Review

Striving to increase workplace diversity is not an empty slogan — it is a good business decision. A 2015 McKinsey report on 366 public companies found that those in the top quartile for ethnic and racial diversity in management were 35% more likely to have financial returns above their industry mean, and those in the top quartile for gender diversity were 15% more likely to have returns above the industry mean. Let’s dig into why diverse teams are smarter.

Deloitte’s Radical Attempt to Reframe Diversity

Harvard Business Review

Deloitte has started a major debate in diversity circles by turning its approach upside down. This is a reversal from the strategy large companies have been trying for decades: focusing on empowering “out groups” through dedicated networks, known as affinity groups or ERGs. Today many large companies have ERGs for employees of color, LGBTQ employees, women, and so on. Why the Most Common Diversity Programs Don't Work.

World's Most Innovative Internet Company:

Coaching Tip

Although one can vaguely see some traces of American Internet companies in what Alibaba has accomplished, the overall shape of its innovation has been totally different. How is the company steamrolling ahead, while China’s economy lurches along? The answer is in the very structure and diversity of Alibaba. Part eBay, part Google, part PayPal, part Amazon Web Services, the Chinese company hews to the mantra that founder Jack Ma started with: “Small is beautiful.” .

Tips 15

What 11 CEOs Have Learned About Championing Diversity

Harvard Business Review

The business case for diversity is clear. Diversity can boost innovation and employee engagement , and companies with greater gender and racial diversity financially outperform their peers. Yet progress within organizations has been slow – there is still a lack of women and minorities in leadership positions, and certain industries like tech and finance are lacking diversity at all levels. And many diversity programs fail.

New Study IDs Best Companies for Leadership?, Innovation

Great Leadership By Dan

Hay Group just released its seventh annual Best Companies for Leadership Study. The Best Companies for Leadership consistently outperform their peers. Over a 10 year period, the Top 20 companies produced a 5.39 The Global top 20: Key Findings: 1.

What We Learned from Improving Diversity Rates at Pinterest

Harvard Business Review

In today’s workplace, diversity is more than just a buzzword; it’s a way to build a stronger business. At Pinterest, we understand that diverse teams yield smarter , more innovative results, which are essential in the competitive, dynamic tech industry. But businesses have long struggled to increase diversity across all levels. I joined Pinterest as the company’s first Head of Diversity in January of 2016. Juan Díaz-Faes for HBR.

Dinosaurs, Big Consulting Firms and Disruptive Innovation

N2Growth Blog

Thanks to Professor Clayton Christensen of Harvard University and his 1997 landmark book, The Innovator’s Dilemma , we have a new way of understanding the life cycle of companies and why some market leaders maintain their dominant position and other one-time market leaders disappear.

Hay Group's 2010 Best Companies for Leadership

Leading Blog

Hay Group, a global management consulting firm, released its 2010 Best Companies for Leadership Study and Top 20 list. The study ranks the best companies for leadership around the globe and examines how those companies develop current and future leaders.

Why Hiring for Cultural Fit Can Thwart Your Diversity Efforts

Harvard Business Review

Recently I had a revealing conversation with the head of sales of a global marketing company. She was talking about her company’s vision of diversity. As someone who has studied diversity for a long time, what she said was music to my ears.

The Best Entrepreneurs Think Globally, Not Just Digitally

Harvard Business Review

“Born Global” is becoming the new “Born Digital.” ” Social media and digital platforms giving local start-ups global reach increasingly facilitate “born global” start-ups. Set your company up for success.

Diversity Efforts Fall Short Unless Employees Feel That They Belong

Harvard Business Review

Over the past decade, technology companies and their leaders have launched diversity and inclusion (D&I) initiatives, hoping to make employees of all backgrounds and experiences feel welcome in our industry. Diversity Organizational culture Managing people Digital Article

How Royal DSM Is Improving Its Geographic and Gender Diversity

Harvard Business Review

A lot of companies are doubling down on efforts to finally “crack” the gender issue. Most companies now have more gender-balanced talent pools, especially at the early-to-mid-career levels, and are looking for ways to make sure progress continues at the mid-to-upper levels. Engaging men of the company’s dominant nationality. They tend to frame gender as one diversity dimension among many. First, they were an entirely Dutch and male company.

Resolve to Improve Your Company or Career in 2016!

Strategy Driven

The start of a calendar year is usually a great time for evaluating the leadership and growth of your organization, and ways to take your own career or company to the next level. Similar to the brand of a company, your personal brand is the feeling and experience that people have when they interact with you, think about you, or talk about you. Try to select personal and professional contacts, superiors, or direct reports, allowing for diversity in your feedback.

Brand 25

Boards Aren’t as Global as Their Businesses

Harvard Business Review

There’s a growing consensus that companies need strong, independent boards full of qualified directors if they are to sidestep risks and seize opportunities in our complex and dynamic international economy. One of the most important of those issues is, of course, globalization.

Women In Leadership Is Not A Zero-Sum Game

Tanveer Naseer

In reading Chelsea’s piece, we need to recognize that putting into action measures to increase diversity in today’s organizations – an issue Intel has recently committed themselves to resolving by creating a $300 million fund to increase workplace diversity – is not a zero-sum game.

6 Fundamentals That Underpin Engagement – authentic organizations are high-performing organizations.

Strategy Driven

Handling diversity is not easy. Rob and Gareth consult to the boards of several global companies and are coauthors of Why Should Anyone Be Led by You?

Leap Over Your Obstacles.

Rich Gee Group

Reading this month’s Fast Company , I came upon a wonderful interview with Bozoma Saint John, Apple Music’s Head of Global Consumer Marketing.

Women and the economy: an opportunity for growth

Strategy Driven

The precedent as to how women can best seize the diverse opportunities created by the new economy is constantly being set and reset. Martine Liautaud is the author of Breaking Through: Stories and Best Practices From Companies That Help Women Succeed (Wiley, April 2016). Martine is also founder the Women Initiative Foundation (WIF) , in coordination with global energy player and expert operator ENGIE. One of the most strategic challenges remains inexplicably a black hole.

Do you have the next generation of leaders you need?

Strategy Driven

In a recent survey by Korn Ferry, only 39 percent of those surveyed believed their organizations had the right talent to succeed in today’s changing global environment. Why global? This means that companies need to evaluate the full person, and not just what they are good at.

Can You Push Diversity Without Creating Resentment?

Harvard Business Review

I was speaking at The Economist's Diversity Summit last month in London where most of the talk was about gender, ethnicity, sexual orientation and scorecards. A typical syllabus among Heads of Diversity. English is the official language of most big companies today, at least on paper.

Three Cognitive Traps that Stifle Global Innovation

Harvard Business Review

The company, unwilling to let go of their assumptions, maintained that the products were appropriate for the market, but that the local salespeople simply did not have the skill to sell the range. The company’s managers felt vindicated (if briefly) when a global product executive visited India. It took years of losses, and two new country CEOs, before the company realized the folly of its assumptions. billion Chinese are less diverse than the 300+ million Americans?

A Global Survey on the Ambiguous State of Employee Trust

Harvard Business Review

Our most striking finding was that fewer than half of all surveyed professionals have a high amount of trust in their companies: Only 46% place “a great deal of trust” in their employers, and 15% report “very little” or “no trust at all.”

No Company Can Solve a Massive Global Problem on Its Own

Harvard Business Review

Business leaders know how to go about transforming their companies to seize opportunities or meet major challenges — even if that’s easier said than done. Companies committed specific investments and developed new business models to extend value chains to poor farmers.

An Agenda for the Future of Global Business

Harvard Business Review

The promise of global progress has become a reality for many — but not for all. Our global narrative of progress, the implicit case for embracing change in exchange for its fruits, is being increasingly called into question by economically marginalized groups and populist politicians across the globe. While globalization has increased aggregate prosperity and reduced inequality across nations, it has also created winners and losers within nations.

The Attributes of an Effective Global Leader

Harvard Business Review

Since early 2015, when he began working with Sodexo’s executive committee as the global services firm’s chief transformation officer, Sunil Nayak has undergone his own leadership transformation. Nayak is describing a set of competencies that employees must master if they are to become leaders on the global stage. Based on Center for Talent Innovation (CTI) research, we’ve identified four competencies that rising talent needs to master to become global leaders.

The Big Picture of Business – Diversity is Important for Business

Strategy Driven

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. Quotes About Diversity.

7 Traits of Companies on the Fast Track to International Growth

Harvard Business Review

Why is it that some companies experience tremendous success abroad, while others struggle to go global? In my work as a global business advisor to Fortune 500 companies and high-tech start-ups, I’ve observed seven traits that distinguish companies with accelerated global growth.

How Bayer Increased Diversity on Its Senior Team

Harvard Business Review

For the last five years, Bayer has been quietly transitioning from being an international company to a truly global one. “You are not a global company because you do business in 120 countries. That’s what being global means.”

Building Leadership Bridges

Coaching Tip

We tend to forget that despite the diversity of race, religion, ideology and so forth, people are equal in their basic wish for peace and happiness." Today, we need global change agents. A global change agent does not necessarily mean someone crisscrossing the globe solving world problems but rather is anyone, at the local or international level, who has a broad mindset and is committed to making changes for the better. Companies Need Global Change Agents.

Managing Vacations When Your Team Is Global

Harvard Business Review

While there are many benefits to this, one of the challenges for leaders of these global teams is navigating everyone’s vacation schedules. What is a global leader to do? Most global managers cognitively grasp that each country has its own time-off practices.