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Transforming a corporation to better leverage all talents

Client case

Business case

Client issue

A global industrial company had most of its growth levers in emerging countries. However, its total number of general managers was too limited to allow the opening of all subsidiaries considered, and most of the current senior executives had limited appetite for the new bottom-of-the-pyramid local market segments.


Project approach

We performed a fact-based diagnostic of the corporation’s ability to reach its strategic goals. Three clear barriers hindered the growth of the company:

 New joiners in the most prestigious function were mainly women and very few women were promoted to the most senior ranks
 The lack of cultural dexterity could not facilitate the integration of external talents, especially from Asia, the most promising growth area
 Senior talents had a perception of a lack of consideration from the company, increasing turnover for the most qualified ones.
We set country clusters with countries of similar issues, and selected a project champion in each lead country. At the peak of the project, the joint team included 120 people of 55 nationalities.

The action plan focused on :

 Defining the business case for diversity and the corporate diversity statement,
 Identifying the core unconscious biases that represented the strongest barriers to diversity,
 Setting up a global training program, starting with an unconscious bias coaching program for the Executive Committee, cascading down to a total of about 10,000 managers in 4 years. Diverseo trained senior management, created some key training contents for the global roll out and trained internal trainers,
 Redesigning all talent and career management processes, starting by creating a culturally and gender neutral global competency grid, redesigning job descriptions, and talent management processes. A highly user friendly IT system that effectively contributed to the reduction of the impact unconscious was designed internally as most vendors’ systems generated cognitive overload.



The total number of women in local executive committees increased from 15% to 35% in 36 months, with a significant contribution to incremental growth of total number of general managers. The share of local talents in such committees increased by 29 pts.