Businesses consider the most successful dealing with the basic lever for performance, not a secondary initiative.
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By Lauren Paul, Sap Insights
The efforts of diversity, equity and inclusion (DEI) have been faced with an in -depth examination and an intense political backlash in recent years. However, some companies do not retreat. For what? Because when it is well done, Dei is much more than a social justice initiative; It is a commercial imperative.
Karen Brown has been at the forefront of corporate dei’s efforts for more than two decades, and she has seen what works and what does not work. In his new book, The leaders you needShe explains why many organizations have failed to generate a lasting impact of their Dei initiatives and what it takes to overthrow the steam.
We talked with Brown to explore how managers can reframe as a commercial performance and innovation engine.
Among the take -out dishes of our conversation:
Dei is not a program – it’s a strategy
It is a current faux pas: treating diversity, equity and inclusion as a single campaign or a compliance control list. But the programs, by nature, are finished; They get started, they run, they end. A strategic approach, on the other hand, integrates in the company’s fabric, as well as technology, finance or operations. Brown maintains that companies consider the most success to treat Dei as a basic lever for performance, not as a secondary initiative. This means aligning it with long -term commercial objectives, dedicating it to significant resources and the holding of leaders responsible for progress. Without this strategic state of mind, Dei risks becoming performative and, although well -intentioned, is ultimately disconnected from a real impact.
The right leadership is critical
One of the most detrimental errors to companies is to appoint Dei leaders who are passionate but unreservedly. Passion matters, but business sense too. Brown says that the ideal Dei leader includes operations, strategy and performance measures, because their work consists in connecting inclusion to the lower value. They should be able to sit at the executive table, speak the language of business and influence the departments. When Dei is led by someone who does not know how to generate results, the work is marginalized and the credibility suffers. Leadership must not only reflect inclusion values, but the ability to transform these values into action.
Inclusion leads to performance
When Dei is integrated into the functioning of the teams, not only how they communicate, it becomes a competitive advantage. Brown underlines the data that shows that companies whose inclusive crops surpass employees’ retention, innovation and customer loyalty. For what? Because when people feel valued and heard, they work better. And when the teams are built with different perspectives, they make better decisions. The organizations thrive in today’s environment are those that go beyond slogans. They invest in inclusive leadership training, build feedback loops in team dynamics and reward behaviors that promote collaboration through difference.
Ask the difficult question: who is missing?
It seems simple, but it is a powerful change of mind. Whether you conceive a product, develop a policy or assemble a management team, asking “who is not in the room?” can discover the dead angles and missed opportunities. Brown challenges the leaders to build this question in each decision -making process. It obliges a reassessment of the hypotheses and opens the door to the prospects which could otherwise be neglected. And on a global and multicultural market, this level of intentionality is not only pleasant to have; It is essential for relevance, resilience and growth.
Curious how to transform Dei into a strategic advantage? Read The full interview with Karen Brown.