Here’s Why Focusing On The Bottom Of The Pyramid Builds Diversity & Inclusion

Today, I want to talk about Diversity, Inclusion and people.

Here on this podcast, our strong belief is that people are the most important part of any organisation and the truth about Diversity & Inclusion is that when it’s done properly we should expect it to have a direct impact on the work-based experiences of people who aren’t able to reach their potential. Regardless of who they are, what they do or how they got there.

Like so many profound truths, you may think it’s not worth mentioning until you look around at some of the initiatives and programmes that organisations are engaged in and ask yourself about the long term benefits to individuals in the organisations.

This is important because if we’re serious about creating change within the workplace we need to ensure that all of our efforts are focused on creating a lasting impact on the individuals within the organisation.

In todays show I discuss several things including

  • How employee resource groups solve the biggest problem of organisations that are trying to become more inclusive.
  • Why direct engagement of employees is essential for long-term change.
  • Why focusing on the bottom of the pyramid can be a game changer and much much more.

Here’s some of what I share in the show:

The Biggest Problems Organisations Have

I describe one of the three biggest problems that organisations experience as they seek to become more inclusive

“In my thesis I found that one of the three biggest problems that organisations experienced when they tried to become more inclusive was that they failed to directly engage the individuals most in need of their support”

The Fortune at the Bottom of the Pyramid

I describe how employee resource groups can explore opportunities within organisations at the bottom of the pyramid:

“This is why I think employee resource groups are important because they have the potential to directly address the people at the bottom of the pyramid”

Versatile Employee Resource Groups

I outline why employee resource groups are so useful in organisations:

“Employee resource groups are useful because they can go where others can’t, talk about what others cant and see what others can’t and this could be the source of a competitive advantage”

Show notes

Here are some selected links to for the resources and reports I discuss in the episode.

The Pilot Episode of the Podcast 

FT Bottom of the Pyramid Lexicon

The Fortune at The Bottom of the Pyramid

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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