Research & Reports

In Diverse Company is constantly on the look out for new innovations, new insights, and new inspiration to drive growth via diversity and inclusion.

Our own research

Members of our executive team are embarking on academic research and plan to sponsor a PhD at Birbeck University focused in the area of Diversity and Inclusion. Our own research will be published over the coming months.

Reports that have inspired us

2018 Deloitte Millennial Survey (Deloitte, 2018)

In the annual Deloitte Millennial Survey for 2018, it’s highlighted that ‘Diversity and flexibility are key to loyalty. Good pay and positive cultures are most likely to attract both millennials and Gen Z, but diversity/inclusion and flexibility are important keys to keeping them happy.’  We probably all know this, but why is it so important? The report goes on to explain ‘companies and senior management teams that are most aligned with millennials in terms of purpose, culture and professional development are likely to attract and retain the best millennial talent and, in turn, potentially achieve better financial performance.’  This evidences to us a clear line of sight between a company’s commitment to D&I and commercial success.

Within this report Deloitte revisit what diversity means to millennials.  The responses were both interesting and encouraging.  ‘Only 17 percent of millennials and 24 percent of Gen Z respondents mentioned an aspect of demographics, lifestyle or faith. Instead for millennials diversity is instead more likely to focus on tolerance, inclusiveness and openness.  Respect and an acknowledgment of the individual. Different ideas or ways of thinking’.  These factors are more aligned to inclusivity rather than traditional ideas of diversity and therefore demonstrates a progression in mindsets and expectations that millennials expect companies need to keep pace with.

External link to report

Magnet for talent: Managing diversity as a reputational risk and business opportunity (PWC, 2017)

The PWC report ‘Magnet for talent’ 2017, goes a step further than the Deloitte report above by stating ‘Your record on diversity and inclusion is under scrutiny, not only among the talent you need to attract and retain, but consumers and investors as well.’  They expand on this by listing the risks of not addressing D&I as deterring talent, putting off customers, difficult questions from investors and the benefits as being attracting talent, being closer to customers and enhancing trust.  The report explores the level of organisational maturity across the areas of strategy, leadership, HR processes, and a range of other diversity and inclusion initiatives.  It found ‘larger businesses within our research have more developed diversity and inclusion strategies and associated disclosures. Yet none ranked as ‘leading’ across all four dimensions, which highlights the continuing room for improvement.’  This is an indicator that most businesses from SME’s to multi-national organisations need to do more to not only mitigate the risks associated with lack of focus on D&I, but to capitalise on the commercial opportunities it presents.

The report advises companies to prioritise ‘recognising diversity and inclusion as a reputational risk, which should be built into business planning and managed with the same strategic focus, systematic monitoring and, where necessary, active intervention as other risks and business issues.’ At IDC we recognise the importance of this.  Not just because of the increasing legislation in the field, such as Gender Pay Gap reporting in the UK and quotas requiring a third of non-executive board roles to be held by women in Germany, but also because of the competitive advantage that an effective D&I strategy can provide a company.

External link to report

Women in business: Turning promise into practice (Grant Thornton, An instinct for growth)

This report sets out how despite improvements in the last 5 years, 33% of companies globally still have no women on their senior management teams.  The report contains interesting data about which countries lead the way (Russia and the Philippines) and which fall furthest behind (Japan and Germany) in terms of women in leadership roles and offers some interesting insights into why this might be the case.

The report reminds us that the business case for gender diversity at senior levels is clear; ‘It reduces the risk of ‘groupthink’ and opens new opportunities for growth. Diversity improves the bottom  line: research Grant Thornton conducted shows that listed companies with male-only boards in the UK, US and India alone are foregoing potential profits of $655bn.’  So why, after so many years of having a well established case is the problem so persistent?

The report explores some of the geographically cultural factors, factors that attract people to leadership roles and what is commonly accepted as what makes a good leader.  Collectively this gives some insights into why we might be where we are today, but also makes 3 recommendations;

  • Demonstrate demand for the leadership skills women value
  • Understand what drives the desire to lead
  • Create an environment that supports women wanting to lead

At IDC we agree with these recommendations and we have the experience and expertise to improve business performance by addressing gender imbalance at all levels.  What we don’t accept is a situation where ‘globally the  level of women in senior roles has risen just 3% in the past five years. At this rate  it will be 2060 before we achieve gender parity.’ At IDC we believe that this is too little, too late.

External link to report

Growing pains: Companies in rapid-growth markets face talent challenges as they expand (Ernst & Young, 2012)

Mike Cullen, one of the report authors, states ‘Top managers need to demonstrate that they can get the best out of their teams through sensitivity to local markets, making everyone feel valued, and being adept at harnessing diverse opinions to produce better results for customers and for clients.’  We think this captures what inclusive leadership is all about.

The findings in the report state ‘Without the ability to develop a core of experienced managers and leaders for a newly global workforce, firms based in rapid-growth markets face rocky terrain ahead as they look beyond their national borders. The majority of our respondents lack confidence that their organization has or can build an effective international management team. Less than a third of the respondents polled are strongly confident about their top management teams’ international outlook on decision-making. And C-suite executives are even less sure than their line managers, with only about one in four (24%) expressing confidence, compared with one in three (34%) of the managers’.  At IDC we all have vast international experience.  We have seen first-hand how crucial it is for successful organisations to develop leadership teams that have the knowledge and confidence to  operate in an inclusive way, respecting and capitalising on the advantages global working brings.  

External link to report

Cracking the code (KPMG, YSC, 30% Club)

We have selected this as one of our inspiring reports as it clearly lays out the myths, realities and implications around women in the workplace.  It asserts that ‘Enlightened organisations are dismantling structural barriers, addressing bias and providing professional development opportunities to help more women progress.’  In our collective experience in a range of different international, sectorial and size of organisations we agree with these assertions, from both a professional research perspective as well as our own experiences.  We want to address the current truth that ‘a man is 4.5 times more likely to make it into an ExCo role than a woman starting out at the same time’.

External link to report

What we’re talking about

We’re supporting women around the world through our free mentoring programme to build confidence, knowledge, their understanding of technology and explore future career options.

In Diverse Company hosts events globally on topics such as; “What makes a leader inclusive?”; “How can data help shape your D&I agenda?”. For more information or to register interest please…

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