How Staff Networks Create Value Through Inclusive Collaboration [Interview with Ajay Mistry]

Ajay Mistry is the CoFounder of ICAN and former Chair of the Multicultural Network at AON UK. 

Find out about a key figure in the launch of ICAN, the Insurance Cultural Awareness Network in Part 1 of a 3 part series. 

Here are some key messages from this episode: 

  • Why a single multicultural resource group is necessary
  • How collaboration can lead to intersectional benefits
  • How resource groups can be used to develop the talent pipeline 

Play the episode for more.

Here are some key takeaways from this episode: 

Clarity of Purpose 

“Know your value proposition and know why you’re doing it, you always get asked why is this important, if you can’t answer it, you switch that person off immediately” 

Treat Employee Resource Groups Like a Business 

“There needs to be measurable impacts, you need to have outcomes, you need to prove why you’re doing what you’re doing”

Recognition Matters 

“I would encourage anyone who is listening, at all, go for these awards, do these things, because it only helps the end goal and I think it’s every easy, especially with BAME people, not to put themselves forwards ”

Here are some resources so you can go deeper:  

Ajay’s Linkedin

Ajay’s Twitter

AON Multicultural Network UK


The Network of Networks

Check out these related episodes of the show.

The Australian Model For Managing Cultural Diversity

An Indian Answer to Diversity and Inclusion

Whenever you’re ready, there are a few ways I can support your Inclusion Journey:

The Elements of Inclusion #4

Leaders must collaborate innovatively to leverage cultural expertise and drive business performance.

  • Why inclusive outcomes are driven by innovation
  • How developing a business case for diversity and inclusion specific to your organisation is a competitive advantage
  • Why novelty is at the heart of your inclusion journey

The Elements of Inclusion #3

Leaders must establish systems to ensure that everyone shares the same advantages and benefits. These processes will create incentives for inclusive behaviours.

  • How to augment your team with the tools and insights they need to prevent structural disadvantage
  • Why reinforcing generative norms ensures everyone belongs in the organisation
  • How inclusive representations can be embedded to promote an inclusive culture

The Elements of Inclusion #2

Leaders must redefine career development relationships to support inclusive performance.
  • Why traditional mentor relationships must be revised for an inclusive workplace
  • How leaders must embrace networks of developmental relationships for individual growth
  • Why established workplace norms must evolve for inclusion in the modern workplace

The Elements of Inclusion #1

Leaders must properly socialise people and socialise inclusive ideas by providing an environment for the cultural learning needed for an active role in an inclusive organisation

  • How your socialisation processes must evolve to encourage the sustainable cultivation of inclusive competencies
  • Why Leaders must consistently negotiate the line between organisational commitment and personal authenticity to promote performance
  • How developing intersectional self awareness can help leaders to leverage individual employee experiences