What’s the ROI on Inclusion?

Some notes I’m keeping for myself on the ROI of inclusion. —JM

2003

Our evidence suggests that the most important benefits arising from the
implementation of diversity policies arise from strengthening organisational
and human capital. Along with knowledge capital, these are the principal
intangible assets used by companies in a wide range of sectors to establish
competitive advantage and to create value.

The costs and benefits of diversity EU October 2003

2009

When it comes to diversity and inclusion, organizations often regard business fundamentals as optional. The reality is that most organizations are only beginning to apply rigorous discipline to their people programs, including their diversity and inclusion initiatives.

Research and Measurement Diversity Best Practices September 2009

2010

Having diversity, while inevitable, does not automatically bring harmony, success and profitability. In fact, it can cause more problems if the differences in values, cultures and behaviors are not effectively managed.

The Diversity Profit Equation Rutgers Fall 2010

2015

Our latest research finds that companies in the top quartile for gender or racial and ethnic diversity are more likely to have financial returns above their national industry medians. Companies in the bottom quartile in these dimensions are statistically less likely to achieve above-average returns.

Why diversity matters McKinsey January 2015

2017

It’s easy to measure diversity: It’s a simple matter of headcount. But quantifying feelings of inclusion can be dicey.

Diversity Doesn’t Stick Without Inclusion / HBR February 2017

2018

Companies report that materially improving the representation of diverse talent within their ranks, as well as effectively utilizing inclusion and diversity as an enabler of business impact, are particularly challenging goals. Despite this, multiple companies worldwide have succeeded in making sizable improvements to inclusion and diversity across their organizations, and they have been reaping tangible benefits for their efforts.

We found that these companies all developed inclusion and diversity (I&D) strategies that reflected their business ethos and priorities, ones that they were strongly committed to. Four imperatives emerged as being crucial:

  1. Articulate and cascade CEO commitment to galvanize the organization.
  2. Define inclusion and diversity priorities that are based on the drivers of the business-growth strategy.
  3. Craft a targeted portfolio of inclusion and diversity initiatives to transform the organization.
  4. Tailor the strategy to maximize local impact.

Delivering through diversity McKinsey January 2018

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