What's Wrong with the "Business Case for Diversity?"

What's Wrong with the "Business Case for Diversity?"

HBR’s recent article provides a convincing argument for why focusing on the short-term bottom line misses the true value of corporate diversity.

It shifts the conversation by illuminating the social case. “Interestingly, the social case for diversity does become a business case when one is willing to look ahead to the longer term. The more the members of an organically diverse society enjoy that diversity and see the visible benefits of investing in shared prosperity and the common good, the more secure and resilient that society will be — possibly not at a given moment, but in the long run. Over a span of decades, a safe and resilient society is very good for business. Here in the United States, this stability goes a long way toward explaining why this country has been such an economic success. And around the globe, research finds that countries with greater social cohesion experience greater economic growth. But this is a long-term and diffuse effect, not a clear boost to anyone’s bottom line this quarter, or even the next.”

To read the full article, click here.

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Building a Diverse Board

2018 Year in Review

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