-
Globalizing
Diversity &
Inclusion
Can you rely on YOUR global partner?
Partnering for
global success

--
--

Globalizing Diversity: The Two
Dilemmas Facing Global Corporations
-
Discussion of the ethical & practical challenges of applying Made-in-the-USA diversity policies & practices abroad; 13 pages including three appendices.  To read now, click here.
-
-
-
-Now in our 25th year!
-
-
-
-
-
-
-
Cost effectiveness isn't only about cost.  It's also about effectiveness.
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Learn more here about
Global-Mindset Development
-
Leadership Coaching
Leadership Training
Strategic Consulting
Globalizing Mindsets
Effective Expatriates
Contact Us
-
-

The GROVEWELL-CFGU Partnership

 

Global Diversity and Inclusion

This website is about the beneficial transfer abroad of the policies and practices of U.S. diversity and inclusion initiatives.  It's about enduring success in the globalization of U.S. diversity & inclusion. 
-
As used by GROVEWELL LLC and the CONSORTIUM FOR GLOBAL UNDERSTANDING, globalization of diversity & inclusion refers to a U.S. firm’s transfer to its subsidiaries and partner firms abroad of its diversity and inclusion policies and practices.
-
This website is dedicated to the proposition that, when any U.S.-based firm thinks about an initiative to globalize diversity & inclusion, it needs to be especially mindful.  Why?
-
The reason is because U.S. diversity and inclusion reflect a unique combination of Made-in-the-USA core values, a value-set found nowhere else in the world
-

A Philosophy of Domestic and Global Diversity

This chart illustrates the two consultancies’ shared philosophy about the differences between U.S.-domestic and global diversity initiatives in terms of approaches (means) and outcomes (ends):
- DOMESTIC DIVERSITY GLOBAL DIVERSITY
Means Focus on demographic inclusiveness

Change people-related behaviors

Transform hiring & promotion practices

Focus on competency-based heterogeneity

Change business-related behaviors

Transform infrastructure and systems

Ends Demographic inclusion in the workplace

Fairness, equal opportunity in promotions

All types of employees accepted, valued

Broader appeal to customers at home

Adaptability across borders and cultures

High performance with international partners

Employees at all levels are globally-minded

Broader appeal to customers worldwide

-

Leveraging Diversity Globally to Enhance Revenue and Respect

Decades of diversity & inclusion research have shown that, in business organizations...
  • Human differences can contribute to enhanced unit performance because heterogeneity of perspectives and ideas leads to greater creativity and much broader applicability of solutions.

  • --
  • Human differences also can create barriers and thus need to be skillfully leveraged; building performance synergy in a culturally diverse, far-flung unit is as complex as it is urgent.
Anyone who examines the websites or annual reports of globe-spanning corporations will find that diversity is mentioned prominently.  But how?  In most cases, it’s about demographic representation, i.e., about the firm’s inclusiveness in hiring and promotions, so that its workforce comprises a wide range of human differences.
-
Our experience reveals, however, that opportunities for global growth in revenue and respect are lying unseized when the firm doesn’t also and proactively view diversity in terms of useful, applicable differences in the human values and behaviors of employees, partners, consumers, and other stakeholders worldwide.
-
Value and behavior differences need to be leveraged.  Until this is done, a firm's global growth arsenal remains incomplete.  Beyond demographic representation lies an informed, systemic approach to globalization that…
  • embraces new patterns of thinking and behaving grounded in business-oriented intercultural research; and

  • --
  • generates infrastructures, systems, and processes that support the leveraging of human value differences in ways that increase the firm’s revenue, and the esteem in which it is held, in its global markets.

  • -

Contributions of the Two Partner Consultancies

   »-Contributions of GROVEWELL LLC - click here
--

   »-Contributions of the CONSORTIUM FOR GLOBAL UNDERSTANDING - click here
-
-
Or talk with us: Phone GROVEWELL partner Cornelius Grove at +1-718-492-1896.
-
-
Why doesn't this website look like all the others? Because we aren't like all the others.
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
The Contributions of GROVEWELL LLC
GLOBALIZATION OF DIVERSITY RESEARCH:GROVEWELL’s two partners have carried out original research on the globalization of diversity for a Fortune 50 corporation.  Their Diversity International And Domestic project asked this:
Assuming that a U.S. firm wishes to gain in stature and market share in a specific country, to what extent can that firm’s diversity initiatives be transferred to its offices and operations there?
Their findings, explained in a 76-page report (executive summary available by post on request), are summarized thus:
-
Achievement, individualism, and egalitarianism are core U.S. values that play a prominent role in the American mindset.  They guide the way we think about and react to non-mainstream people in our midst.  They give “diversity” strong moral support and account for its acceptance here at home.

Americans tend to rely on norms and rules that they assume are valid for everyone.  This helps explain why U.S. businesspeople are enthusiastic about exporting good ideas such as diversity.

People abroad apply value constellations unlike ours to the question of how to think about and react to the non-mainstream people in their midst.  In some cases, people abroad...

  • do not put nearly as much effort into categorizing one another as Americans do.
  • assume that ascribed human differences are a proper basis for assigning certain types of people to economic or social roles.
  • feel comfortable organizing their lives around the notion that some types of people have more intrinsic worth than others.
  • view “discrimination,” in the sense of sorting human beings into different categories, as a desirable skill and socially useful activity. 
Any attempt to directly transfer from the U.S. to other cultures our value-laden set of diversity policies, initiatives, and programs is likely to run afoul of local cultural traditions and sensibilities.

Local cultural traditions and sensibilities can be understood and navigated successfully, however, by applying the existing insights and discovery processes of the intercultural and anthropological fields.

-
GLOBAL LEADERSHIP SOLUTIONS:  Founded in 1990, GROVEWELL LLC provides a wide range of services focused on global leadership to major corporations, including dozens of business units worldwide of Johnson & Johnson.  GROVEWELL’s signature service is Coaching for Global Advantage, the only available executive coaching that is genuinely global in content and delivery as well as in distribution.
-
KATHLEEN MOLLOY will be the project leader for GROVEWELL.  Kathy has consulted for over 30 years, helping major firms achieve high performance by aligning people, performance, and strategy in the context of culture.  Following an early career as a practicing anthropologist, Kathy led the talent development and succession planning efforts in various organizations and businesses, primarily Aetna Life & Casualty. Her approach combines diversity, talent management, leadership development, and organizational design – including structure, process, and strategy – to fully leverage talent and maximize organizational performance.  She has created global leadership competency models and development programs. At Aetna International, she helped build global leadership and organizational strength in Hong Kong and Malaysia.  She then led organization design and high performance initiatives at Aetna’s corporate level.
-
An independent consultant since 1995, Kathy is past president of the Organization Design Forum and serves as a designer and facilitator for the Organization Design Forum’s 7-Step Workshop on Organization Design.  She works with the virtual teams of major corporations, often demonstrating her gift for facilitating leadership teams spread across two or more continents.  A sought-after executive coach, Kathy co-developed GROVEWELL’s signature brand of executive coaching, Coaching for Global Advantage.  For Kathy's full professional biography, click here; use BACK to return. 
-
Top of page
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
The Contributions of the
Consortium for Global Understanding
DIVERSITY AND INTERCULTURAL EXPERTISE COMBINED: The Consortium for Global Understanding comprises many of the foremost experts in global diversity and inclusion around the world.  Its consultants bring not only diversity and inclusion expertise, but also – and significantly – intercultural knowledge and on-the-ground experience.  Thus, CFGU contributes an indispensable element to adapt diversity and inclusion to the regional and local cultural context, and thereby to ensure that efforts to globalize diversity are successful.  (Due to the separation of the diversity and intercultural fields, particularly within the U.S., this combination of experience and expertise is rare.  Yet it is vital to the success of a firm’s global diversity initiative.)
-
CFGU has developed a strategic framework to develop and implement global diversity and inclusion effectively and for long-term sustainability.  CFGU is able to mobilize over 100 highly skilled consultants worldwide, 60% of whom reside outside the U.S.  Many speak internationally on global diversity and inclusion.  Each has a passion for global diversity and an experience-honed understanding of cross-cultural factors.
-
DELIVERY OF LARGE-SCALE DIVERSITY SERVICES:  CFGU has long experience in the development and implementation of large-scale, complex, global diversity and inclusion initiatives.  CFGU clients have included:
  • Deloitte & Touche: Involved 26,000 employees.  Included global scoping and design, creation of strategy and business case, needs assessment, collaboration with diversity councils, and training implementation.
  • Deluxe Corporation:  Involved 18,000 employees.  Included needs assessment, collaboration with diversity councils, strategy development, implementation of company-wide training, and managerial skill-building.
  • GlaxoSmithKline:  Involved cultural integration following a merger. Deliverable was a global intercultural training program for implementation in the U.S. and Europe.
  • Philips Consumer Electronics:  Involved development of a diversity and inclusion strategy as well as a three-year plan, needs assessments, formation & education of diversity councils, and senior leadership engagement.
SHANNONMURPHY ROBINSON will be the project leader for the Consortium.  Shannon is one of very few diversity authorities who also is an expert in the intercultural field.  Following an early career as a diversity & intercultural consultant, Shannon joined ProGroup, a provider of diversity consulting, training, tools, and products.  First as a senior consultant, then as vice president, Shannon designed multi-year strategic global diversity initiatives, consulted with corporate executives to promote inclusion strategies across business units, developed qualitative and quantitative data gathering and analysis tools, led client delivery teams of up to forty consultants, and launched and managed a global affiliates program on three continents. As VP, she had P&L responsibility for over 45% of ProGroup’s annual revenues.
-
Founder of the Consortium for Global Understanding in 2004, Shannon now consults internationally and speaks regularly at international conferences.  For example, in 2005 she delivered “Global Diversity & Inclusion – A Strategic Approach” at the Conference Board’s annual workshop in Chicago; and “Creating Value By Valuing Differences” at the Women’s International Network (WIN) conference in Geneva.  For Shannon's full professional biography, click here; use BACK to return. 
-
Top of page
--

-