The more diverse a company is, the better they will do in the long run. The Wall Street Journal’s team of research analysts conducted a study that found that the financial industry was among a list of the most 20 diverse companies in the study.
They write, “Turns out the 20 most diverse companies in the research not only have better-operating results on average than the lowest-scoring firms, but their shares generally outperform those of the least-diverse firms, the research shows.”
When there is a group of people who look alike, talk alike and think alike – there’s a cap to the growth that could be made.
While there have been strides made to make companies more diverse, there are still a couple of setbacks that make diversification difficult. Here is what corporations are lacking.
Lack of Allies at Various Levels, Lack of Real Power and Lack of Checks and Balances
The first is a lack of allies at various levels. Diversity needs a top-down approach. Making executive offices reflect their employees helps move forward the process of heterogeneity. This works hand-in-hand with the lack of real power and the lack of checks and balances. According to Adweek, when the role of chief diversity officer began popping up in corporations, “the role primarily focused on getting talent from various backgrounds through the door.”
Lack of Technical Tools and Approaches
But companies began to realize that it was so much more than just getting through the door. The lack of technical tools and approaches is another part of the problem. Chron.com offers a suggestion that “Employee handbooks need to clearly explain the company diversity and anti-discriminatory policies.” To further explain, they write “They should also give employees protocol to follow when they feel there is an infraction of the policy.”
Lack of Short Term and Long Term Solutions
To help battle the lack of short term and long term solutions to battling violations, “Investigations should be thorough and unbiased with documentation and actions are taken when necessary.”
Lack of Data and Making Sure the Companies are Measuring the Changes
To get a better understanding of how the employees are truly feeling, companies can try to create surveys to see where they can improve. This helps battle the lack of data and make sure the companies are measuring the changes being made and making sure they are working properly.
We know this isn’t the end-all, be-all, but this is just a starting point. Reflection into systems in place now can help diagnose a problem (or problems) and change.
Sade Disu is known and sought after for her ability to leverage storytelling, data, and business operations with her innate understanding of the cultural consumers’ lifestyle attitudes.
She attributes this aforementioned attention (press and awards) to her grit for creating cross-cultural content, platform solutions, and activations that engage (what she coins) the ” multi-hyphenated millennial women.”
Her content strategies and live event platforms were deemed unmatched for its convening power of global content, culture, and empowerment according to Forbes, LA Times, Essence, and Black Enterprise. And even more, was given a proclamation, by former Mayor of New York (now Presidential candidate) Michael Bloomberg in 2010.
All in all, Sade has delivered award-winning and has been press ordained (had a 4-page press feature in Black Enterprise and 2-page press feature in Forbes French Edition for her global experiential marketing and digital work across various clients.
Brands like Kimora Lee Simons, Iman Cosmetics, Pikolinos, Zara, Roommate Hotels and USAID, immediately tapped into her three-tier prong approach “community, content, to commerce” when looking to connect with the cultural consumers.
Under her auspice, she managed a team of 25 and built a 10-year-old marketing and digital communication firm, responsible for offline and online platforms that connected brands to consumers organically and authentically.
The results increased brand awareness 8.5 million views; $300+ K in revenue generated per event (total of 3) for project sponsors, and performance beyond the expected for key performance indicators such as newsletter subscribers. Media giants such as Hearst Magazines caught wind of her competencies — the ability to connect to cultural consumers through content and experiential solutions– and immediately hired her agency to build and produce its international spin-off of COSMO (which Disu also helped cultivate and manage editorial teams for).