Case Studies

Evolving the Business case for Inclusivity Agenda

Sector: Global Financial Services

Size: More than 6000

Region: India

The Need

Though the organisation had diversity as one of its keys values, the principles of an inclusive culture were not practiced across the organisation.  Furthermore, there was a lot of resistance from the members of the executive committee to adopting a D&I agenda.

The CEO was of the opinion that because the executive committee members did not buy into the agenda, their line managers did not practice inclusivity on the shop floor.

Our Approach

Step 1: Data Collection

We carried out a comprehensive survey across all levels of the organisation that covered topics around cultural, generational and gender diversity. The survey reflected the success stories, challenges and recommendations from the diverse workforce. The collected data was then sliced and studied to chart out patterns in the organisational culture

Once clear trends emerged in the space of diversity, both successes and challenges, we were ready for the next step

Step 2: Strategic Debates on the WHY? WHAT & HOW of Inclusivity

Using the trend report, we facilitated an 8 hour (divided into four 2-hour sessions) conversation with the Executive committee around three topics: WHY? WHAT? HOW?

  • WHY: Involves debating whether the company should aim for gender balance. It was a peer group discussion that senior management will begin to align to common understanding of the issue, and the goal
  • WHAT: Surfacing issues and challenges senior management has over the subject
  • HOW: Collective agreement on action plans to reframe diversity as a strategic priority for all managers and how to pace and sequence programs over a realistic timeline

In the process of these conversations, Senior Management was exposed to the impact of Unconscious Biases on our everyday behaviour & decision making.


Step 3: Facilitating the creation of the business case

Using the available trend report and the main highlights of the strategic debate, we facilitated the formulation of a business case that clearly linked the value of an inclusion agenda to the business needs of the organisation.

The Success

  • Co-creation of a powerful business case that clearly linked the need for an inclusion agenda to the business needs of the organisation
  • A structured road map to implement the first phase of the “Awareness and Sensitisation Process”

The Success factors:

  • Support from the CEO, the HR  Director and a woman business leader
  • Support from 25 business managers who were open to the idea of the debating the need
  • Data that clearly spoke of the need for a more inclusive culture
  • The data collection was carried out by an external organisational allowing the data to be impartial and unbiased

The Challenges:

  • Resistance to the need for diversity management
  • Questions raised by men on whether the diversity agenda claimed that their accomplishments were because they were men and not because they were competent professionals
  • Resistance by women to women only activities


Similar projects:

Similar projects have been completed with the following industries:

  • FMCG: The objective was to re-ignite the diversity the journey by clinching the buy-in of the stakeholders
  • Banking & Insurance