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(gentle music)

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- Over the past decade,

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we've seen increasing implementation

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of formal diversity, equity,
and inclusion programs,

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yet our goals remain far away

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as efforts are largely
too narrow in focus.

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Programs typically focus
on the talent aspect

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rather than the broader view
of business and society.

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With the rise in social movements,

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COVID 19, and the Great Resignation,

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it is even more urgent now

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for businesses to act as agents of change,

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and the expectations for
corporate advancement

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have become more expansive in scope

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to deliver across a company's
talent, business, and society.

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- For talent, stronger
outcomes are expected.

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Current challenges are rooted

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in focusing only on leadership talent

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and on broad demographic categories

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that fail to recognize
individuals' intersectional,

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multidimensional needs.

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- For business, there's
an increasing recognition

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that bringing a diversity,
equity, and inclusion

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lens to business practices

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can unlock significant
value via innovation,

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better fit products,
stronger value chains,

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and addressing underserved
communities' needs.

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- For society, there's a
growing pressure on companies

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from all stakeholders, investors,

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community, consumers

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to advocate for social good, via advocacy,

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philanthropy, convening, and
mobilization of partners.

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- Questions remain on how
to deliver DE&I effectively

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across talent, business, and society.

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To make real progress,

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companies need to shift the
mindset from DEI as "do good"

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signaling to move

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and deliver a long-term
sustainable advantage.

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- Leaders need to amplify
the talent impact,

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expand beyond traditional DEI segments,

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and recognize the complexity of identities

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and changes in needs over time.

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Individuals do not neatly fit

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into discrete, broad, and
static boxes of gender and race

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that are the foundation
of many programs today.

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Instead, take an employee
just entering the workforce,

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as she advances in her
career and her personal life,

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she experiences planned
and unplanned life changes

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like starting a family
or becoming a caretaker.

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Leaders should address
these evolving needs,

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co-related with happiness and motivation

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to create nuanced end-to-end
solutions for their employees.

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- Leaders also have an opportunity
to unlock business value

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with diversity, equity, and inclusion.

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First, remove bias from operations,

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for instance, by reviewing your
sales and marketing strategy

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for potential bias and
customer targeting algorithms.

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Second, innovate propositions
to serve broader segments

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like adapting products
for physical disabilities

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or offering solutions
and care in a wider range

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of languages.

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Third, spearhead DEI in your supply chain.

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Benchmark supplier diversity

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set in the average targets
for your supplier base.

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Cultivate the next generation
of diverse suppliers.

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- Use society's ESG
expectations to drive change

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both within your organization's walls

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and out to the broader community.

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You can do this by revisiting DEI KPIs,

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measure long-term inclusion indicators,

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and expand metrics across
the full employee life cycle.

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Connect these KPIs to
broader societal impact

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and establish transparency
to ensure accountability.

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Make visible commitment to bold action,

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ensure that all leaders are champions

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and allocate sufficient
resources to these goals.

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Advanced advocacy,

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educate employees on social issues,

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and provide resources to
enable supporting the community

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like donation matching,

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but more broadly, be a voice
for social change publicly

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and inspire, invest, and work with peers

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to amplify your impact.