This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
This product (Diversity & Inclusion [D&I]: Leaders vs. Laggards) is a 26-slide PPT PowerPoint presentation slide deck (PPTX), which you can download immediately upon purchase.
Diversity and Inclusion (D&I) are 2 sides of the same coin—each with its unique effect, yet they are inseparable and have to be considered together.
D&I involves actions beyond policies, programs, or headcounts. Diversity pertains to representation of races, ethnicities, and other minority groups in an entity or in other words the make-up of an organization. Inclusion represents the degree of value given to inputs, existence, and viewpoints of various groups of people and the extent of their integration in a setting.
Inclusion of diverse opinions appears to have a positive impact on the bottom line, as shown by data coming out of a long-term study conducted by a global consulting firm. Of the organizations that were followed in the study, 1/3rd turned out to be leaders in Diversity. These businesses have attained genuine improvements in top-level Diversity.
The remaining 2/3rd in the pack—i.e. the laggards—have mostly made minute or no improvement at all. Some have even gone backwards in gender and ethnic representation. In this presentation, we compare the performances of these D&I leaders vs. D&I laggards.
This presentation framework on Diversity & Inclusion identifies the following 5 categories into which businesses can be divided in terms of Gender / Ethnic Diversity and Inclusion within their executive teams:
1. Diversity Leaders
2. Fast Movers
3. Laggards
4. Moderate Movers
5. Resting on Laurels
Studied companies have been sorted based on degree of progress made in Diversity and Ethnic representation. We dive into each of these categories in detail.
This PowerPoint presentation on the Leaders vs. Laggards of D&I also includes data on the composition of the various categories, their progress since the study started. It also includes several slide templates depicting the 5 categories of D&I companies.
The presentation also highlights the significant financial benefits of embracing D&I, with data showing a direct correlation between diverse executive teams and increased profitability. Companies that lag in D&I efforts risk falling behind their competitors, both in innovation and financial performance.
This PPT slide presents a comparative analysis of performance between organizations that prioritize gender and ethnic diversity versus those that do not. It highlights a clear correlation between diversity levels and financial outcomes, emphasizing that companies in the top quartile for both gender and ethnic diversity tend to outperform their counterparts significantly.
Key findings indicate that businesses in the top quartile are expected to exceed the average performance of other companies by an additional 12%. The data suggests that organizations lagging in diversity are likely to face penalties in financial performance. For instance, firms in the bottom quartile for gender diversity show a notable likelihood of underperformance, with a -9% variance compared to their top-quartile peers. This trend persists across both gender and ethnic diversity metrics.
The slide also references specific years of analysis, showcasing a progressive understanding of the importance of diversity over time. For example, the data from 2017 and 2019 illustrates a growing recognition of diversity's impact on profitability, with firms in the lowest quartile for executive-team gender diversity being 19% more likely to underperform financially.
The concluding remarks reinforce the notion that organizations leading in diversity not only enhance their financial prospects, but also cultivate a more inclusive environment that leverages diverse perspectives. This insight is crucial for decision-makers considering the strategic integration of diversity initiatives into their business models, as the evidence strongly supports the notion that neglecting diversity can lead to significant financial repercussions.
This PPT slide presents a comparative analysis of organizations based on their progress in diversity and inclusion (D&I) from 2014 to 2019. It categorizes 365 firms into 5 distinct groups based on their initial levels of executive team diversity and their improvement over the specified period. The categories are labeled as Fast Movers, Diversity Leaders, Moderate Movers, Laggards, and those Resting on Laurels.
On the left side, the focus is on gender diversity. Fast Movers, with 28 firms, have shown significant improvement, while Diversity Leaders, comprising only 5 firms, have consistently maintained a higher representation of women on executive teams. Moderate Movers, with 10 firms, have made modest gains, while Laggards, numbering 28, have not improved and are categorized as resting on their laurels.
The right side of the slide shifts to ethnicity, where Fast Movers again lead with 24 firms, demonstrating notable progress. Diversity Leaders in this category have 15 firms, indicating a steady improvement. Moderate Movers show a slight increase, while Laggards, similar to the gender category, have not advanced, with 28 firms remaining stagnant.
The slide emphasizes that the categorization is based on the firms' initial diversity levels and their respective rates of progress. It highlights the critical importance of sustained efforts in D&I initiatives. Organizations that actively engage in improving their diversity metrics are recognized as leaders, while those that fail to progress risk being labeled as laggards. This analysis serves as a valuable insight for potential customers looking to understand the dynamics of D&I within organizations and the varying levels of commitment and success.
This PPT slide categorizes firms as "Moderate Movers" in the context of Diversity and Inclusion (D&I) initiatives. It highlights that while there has been some improvement in female and ethnic minority representation, the progress is described as modest. Specifically, female representation in executive teams has increased from 12% to 19% over 5 years, while ethnic minority representation has risen from 3% to 10%.
The accompanying details indicate that these firms constitute about 10% of the data set for female and ethnic representation. Despite these gains, the overall momentum is characterized as sluggish. The slide emphasizes that vague public commitments to D&I have not translated into meaningful action or accountability at various organizational levels.
Several factors contribute to this stagnation. There is a noted absence of clear communication regarding the reasons for pursuing diversity, which undermines the initiative's effectiveness. Additionally, the lack of distinct accountability measures at all levels of the organization hampers progress. Talent policies are also cited as inadequate in addressing biases, and there is insufficient focus on fostering inclusive attitudes and behaviors among employees.
The findings suggest that while Moderate Movers have made some strides, there remains significant room for improvement. The slide concludes with a call to action, indicating that there is an opportunity for these firms to adopt bolder strategies to enhance their D&I efforts. This insight could be crucial for stakeholders considering how to evaluate or engage with companies in this category.
This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
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