The Business Case for Gender Diversity: Update 2017

by | May 3, 2017 | benefits of diversity, better decisions, bottom line value of gender diversity, Business Case, business case for gender diversity, business value diversity, business value of gender diversity, Diversity and engagement, diversity and inclusion, Gender Balance, gender diversity bottom line, gender diversity in leadership, gender inclusive | 0 comments

The business case for gender diversity in leadership is compelling. I’ve updated it to include (more) recent studies linking diversity and financial performance.

Deaf, Blind, Biased – or Stumped? Why Leaders Don’t Respond to the Business Case for Gender Diversity

by | May 3, 2016 | benefits of diversity, bottom line value of gender diversity, Business Results, diversity and inclusion, double bind, gender bias, gender bias, gender diversity in leadership, gender stereotypes, images of leadership, images of women, obstacles to gender diversity, unconscious bias, unconscious images, upside of gender diversity, women in business | 0 comments

Why might the message about the value of diversity not be heard? Why might leaders hear it but not buy it? Why do men who do buy it not take effective action? These are not rhetorical questions. I have some ideas but I want your thoughts.

The Business Case for Gender Diversity

by | Aug 12, 2015 | benefits of diversity, better decisions, bottom line value of gender diversity, Business Case, business value of gender diversity, Engagement, gender diversity bottom line, Talent pipeline, upside of gender diversity | 0 comments

I periodically update the research that forms the business case for gender balance at the leadership level. Here is my latest update. I review studies showing the business benefit of diversity and inclusion generally. Gender diversity brings all these benefits and more.

WHY You Should Want to Solve the Pyramid Problem: The Business Case

by | Jan 31, 2012 | Business Case, Business Results, Diversity, Inclusive culture, Inclusivity, Men and women at work, Organizational culture, Retention of women | 2 comments

Fixing the “pyramid problem” (that women aren’t proportionally represented at the upper levels of business) would enable businesses to avoid significant costs and capture significant upsides. But changing organizational culture and unconscious preferences can only occur if there is a solid business case. There is. The business case for building an inclusive cultures includes facts showing that inclusive cultures: (1) have higher customer satisfaction and profits; (2) have lower turnover; (3) have an easier time recruiting; (4) get better decisions, and (5) have the ability to tap the multicultural marketplace. The business case for gender diversity in leadership adds to this: (1) companies with gender diversity at the top get higher returns, (2) the hiring pool is half women and the educated pool is more than half women; (3) it opens the huge women’s market, and (4) it has the biggest “bang for the buck.”

The Business Case for Retaining Women Part 5: Avoiding Cost and Seizing Opportunity

by | May 27, 2011 | Engagement, Inclusivity, Retention, Retention of women, Talent pipeline | 0 comments

                                                    The last building block of the case for engaging and retaining women is one I’ve talked about before. It is that there is a huge bang for your buck in taking steps to engage women. First, women constitute a larger...