Different angles on great leadership
How does one become a great leader?
In our experience, organisations are much more adept at developing great business strategies than Diversity and Inclusion strategies. Often we see people taking a ‘frozen dinner approach’ to D&I, with little thought about the specific context for their organisation and business objectives. Why is that? Recent academic research from the UK suggests that HR practitioners rely more on their intuition about what makes an effective D&I strategy than evidence. It might also be because D&I practitioners are more familiar with running programs than strategy development, so we interviewed one of our resident Strategy experts to get their advice on how great strategies are developed. To make it real, we highlight a case study from Walgreens about their strategic approach to focussing on disability, and the impact it had on key business objectives (increasing customer and employee loyalty).
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