Client stories 2
Changing mindsets and behaviors for more diversity
A global corporation had different levels of commitment and understanding of the value of diversity across its organization. While the CEO was very involved, his direct reports saw little interest in allocating significant resources to diversity management.
We performed a fact-based diagnostic of the corporation’s ability to reach its strategic goals. We analyzed the company’s current pools of resources, skills, conscious and unconscious attitudes across China, India, some European countries, and the United States. Challenging growth targets required improving the corporation’s ability to identify and capture growth opportunities in diverse markets, hiring and promoting significantly more women and international managers.
Leveraging our unconscious bias seminars and change management approach, we instigated willingness to change and built a global change management roadmap with the executive committee.
Reducing the impact of unconscious bias to make better decisions and effectively adapt behaviors
Even the best managers can make wrong decisions, outside of their own awareness. Such mistakes in decision making in strategy, merger and acquisitions, talent management or other areas often have a significant impact on business performance.
Our mind operates as a computer with two processors: a rational and thoughtful processor, level 1, which we control and a second, impulsive processor, level 2, over which we have no control. The latest research in mind sciences evidence that our decisions are highly influenced by level 2.
Diverseo has developed a highly effective approach to improve the quality of our decisions and adapt our behaviors on a daily basis, integrating mind sciences with business management. Since 2006, this approach has allowed our clients to register progress in areas where they had not previously registered any impact.
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Client stories 1
Aligning human resources pools with global footprint
A Fortune 500 was falling behind its growth targets in emerging markets. Local competitors were in a better position to grab local consumers and resources. They had a better understanding of local market needs despite our client superior technologies. In many countries, the best and brightest local talents –especially women- left our client to local companies: they did not see positive career opportunities and did not feel adequately rewarded.
As a result of this project, the share of local talents in key countries increased from 22 to 29% in 36 months and the number of women among expatriate general managers from 15 to 23%. Read More →