Diversity: The New Expectation
83% want a diverse culture

83% of all millennials are more likely to be actively engaged if they believe their company values a diverse and inclusive culture.

*Diversity and Inclusion 2015

Inclusion Impacts Revenue
15% more revenue growth

Companies with high racial diversity see 15% more revenue and sales. Gender inclusivity strengthens this number even further.

*Diversity Matters 2015

Five key drivers of sustainable change

The LEADERSCAPE® software application goes beyond creating and maintaining a Diversity & Inclusion initiative. The data generated by LEADERSCAPE® will inform the development of and sustain an integrated, holistic D&I value system.

Better Clarity
Better understand and navigate organizational volatility, uncertainty, complexity, and ambiguity.
Unbiased Feedback
An unfiltered view of the landscape of your organization.
Team Unity
Bridging cultural divides.
Team Support
Deeper engagement and productivity within and across your teams.
Strategic Insight
Uncover opportunities for innovation and growth.

Awareness: the First Step Toward Change

LEADERSCAPE® elicits and compiles hidden and unknown data, including obstacles to inclusion and areas of unconscious bias and inequality. Once revealed, an enterprise can begin work to understand and overcome the fear that drives prejudice and intolerance.

Emotional Intelligence is the Key

Relying strictly on cognitive intelligence to understand and execute D&I strategies will lead to high failure rates. Emotional Intelligence (EQ) is built into LEADERSCAPE®, revealing sources of discrimination and unconscious bias, both internally – employees, leaders, investors and externally – customers, vendors, distributors.  Bringing these behaviors and beliefs to light is vital to implementing sustainable, effective D&I initiatives.


Map overall enterprise culture and departmental sub-cultures
Pinpoint D&I blockage and high-probability-of-success opportunities
Reveal significant difference between Traditional and Performance cultures or subcultures
Bring to light major stakeholder agenda differences and biases and the resulting alignment gaps
Reveal specific points of financial value creation and risk
Generate preliminary action road maps for successfully implementing or upgrading the D&I value system
Systemic Change Takes Time

Sustainable progress can only be achieved after:

  • awareness is raised
  • issues are acknowledged
  • more inclusive actions are taken
  • results are tracked
  • and everyone is held accountable for embracing diversity in all its forms.

Diversity & Inclusion: An opportunity for immeasurable growth

At a macro level, D&I has an unseen, ripple effect on the global Economy. Racial, ethnic, and gender inequalities limit the purchasing power of millions around the world.

Multi-national companies, working to expand their footprints, may make the mistake of disregarding local culture and societal norms. This often results in slow revenue growth and operating losses.

Embracing the diversity of the world – and the customers within it – is an economic opportunity.

Leadership is a must
Leadership must demonstrate and drive actions

Leaders can create a sustainable D&I Enterprise value system when they:

  • Understand that an enterprise is a living organism and a network of relationship between all stakeholders
  • Include D&I as an imperative in both their vision and strategy
  • Hire and recruit based on diversity in thinking and skills to grow and innovate
  • Realize that non-white and female purchasing power is increasing rapidly and substantially across the world
  • Recognize the diversity of global customers
  • Transition the company culture from traditional to performance
  • Train and retrain middle managers and first line supervisors in D&I
  • Implement changes based on a holistic view of the organization
  • Commit to withstanding the discomfort of truth and growth and
  • And lead by example