Two decades into the 21st century, and today the business benefits of diversity are well known, even if there’s still progress to be made in achieving it. Companies of all sizes and in all sectors around the world are embracing the idea — on paper at least, and in practice to a greater or lesser extent — that greater diversity throughout the workforce, and especially at the very top echelons of leadership, is desirable.
More than that, the most forward-thinking businesses are realizing that it is mission critical.
They recognize that a more inclusive culture will feed into (and draw from) a wider talent pool, providing an array of different viewpoints from which to create a fully rounded perspective on which to base well-founded strategic and operational decisions.
They know it pays for corporate composition (at all levels) to reflect the customers and communities they serve. They are well aware that this is far more than simply a PR exercise and they understand its place within a good corporate governance agenda.
Several studies1 have highlighted a link between diversity and commercial success. Though it would be impossible to attribute business performance to any single factor, our research also indicates a strong correlation between the two.
So what can less diverse companies learn from those that are more diverse? How does diversity create smarter working environments and allow for leaders to make smarter decisions? And what are the smart decisions that have led to greater diversity?
To answer those questions and find out how organizations successfully use diversity as a driver of performance, The Art of Smart interviews prominent business leaders, diversity and talent experts, and leading academics. Their insight, coupled with The Crowe 100 Decision-Making Index data, reveals some fascinating, fresh and pragmatic perspectives on an issue that remains important yet challenging for businesses of all types.