Diversity and Inclusion GameChangers FINAL

Diversity and Inclusion
#GameChangers

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The time for talk is over
Diversity and inclusion (D&I) are top-of-mind for leaders across every industry and geography today. Customer needs and
demographics are fast-changing, and competition is at the ready. There is increasing scrutiny around practices, policies
and the composition of leadership at corporations. Competition for top talent is high, and up-and-coming leaders place
a premium on corporate culture and institutional values that match their own. Evidence is accumulating to show that
companies with diverse talent and an inclusive culture serve their clients better1
, innovate more2
, and have stronger
employer brands3
– all vehicles for achieving resilience and staying relevant in the long term. A journey towards a more
diverse workforce and inclusive culture today is therefore critical to companies in their quest for a more resilient tomorrow.
To gather first-hand insights and perspectives, Russell Reynolds Associates spoke with a number of leaders at companies
known for their leading-edge approach to D&I. Our conversations with CEOs, chief diversity officers and other influential
members of the leadership teams at these game-changing companies – the #GameChangers – revealed a number of
insights. While there are no simple solutions, several patterns emerged.
In the long run, companies “win” because
they have great talent – the differentiator
is people.
Steve White, President, West Division,
Comcast Cable
We pride ourselves on our culture
at Accenture, which is powered by a
commitment to diversity. We are known
for our inclusive culture, and it absolutely
helps us attract premier talent.
Aimée Meher-Homji, Global Diversity
Recruitment Lead, Accenture
A focus on an inclusive culture will
sustain and drive the transformation that
we are embarking on.
Melissa Harper, Vice President, Global
Talent Acquisition, Inclusion & Diversity
and HR Compliance, Monsanto
If MetricStream wants to be a leader in
technology, it needs to develop women
leaders.
Shellye Archambeau, Chief Executive
Officer, MetricStream
We want to make the best products –
with the fewest blind spots and the best
features. This needs not only diversity
of thought, but also a culture that
encourages collaboration.
Judith Williams, Global Head of Diversity,
DropBox
LESSONS FROM CONVERSATIONS WITH #GAMECHANGERS
1. How Diversity Can Drive Innovation, Harvard Business Review, 2013.
2. Fostering Innovation Through a Diverse Workforce, Forbes Insights, 2011.
3. “Two-thirds of people consider diversity important when deciding where to work,” Glassdoor, 2014.
A conversation about diversity alone is not enough: Inclusion
is essential. Companies that are making real progress in D&I
are focusing not only on creating a diverse workforce, but
on fostering an inclusive culture as well. Further, many strive
for a sense of belonging among employees – a critical end
goal, without which diversity metrics and inclusive corporate
initiatives are superficial at best.
#GameChangers see diversity and inclusion as inextricably
linked to business goals. #GameChangers align their D&I
objectives with their broader business strategy and desired
evolution in order to achieve resilience.
Diversity and inclusion are about the long game.
#GameChangers think about diversity and inclusion as
long-term efforts, rather than a series of discrete short-term
initiatives. Additionally, D&I are treated as company-wide
issues affecting everyone, rather than separate efforts for a
few diverse individuals.
#GameChangers move beyond talk and symbolic hires.
These companies hold themselves accountable to a set of
established diversity goals reinforced through measurement
and reporting. More essential, they actively work to
change behaviors and mentalities across every facet of the
organization.
Engaged and inclusive leadership is critical to success. Our
conversations repeatedly showed that diversity and inclusion
must start at the top. For a company’s D&I work to have lasting
impact, leaders need to be committed to, and engaged in, the
company’s D&I agenda.
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2
3
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5

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A conversation about diversity alone is not enough:
Inclusion is essential
Committed companies create and foster inclusive cultures. A Deloitte study
revealed that over 60 percent of employees cover up some part of their
identities at work to try to fit in, with underrepresented groups feeling the
most pressure to do so – and experiencing a strong negative impact on their
sense of inclusion and opportunity as a result.4
Therefore, rather than simply
accommodating employees of diverse backgrounds, an inclusive culture must
go further, encouraging them to bring their “whole selves” – their passions,
strengths, beliefs, backgrounds, priorities and relationships – to work.
Many leading companies use a simple but effective litmus test to gauge the
success of their diversity and inclusion practices:
Will this make employees feel like they belong?
Belonging is the extent to which employees feel they can be their authentic
selves at work. If diversity and inclusion efforts are perceived as superficial,
the company has not succeeded in creating an environment that embraces
and leverages the voices and capabilities of its entire workforce. Ultimately, if
employees do not feel like they belong, efforts around inclusion and diversity
will fall short, limiting the opportunities available to a truly evolved enterprise.
To me, the basic premise is each employee
asking the question, “Can people like me
be successful here?” The key is to make
them feel included.
Latasha Gillespie, Human Resources
Director, Caterpillar
An inclusive culture is one where
everyone feels a part of the conversation.
However, being inclusive is different
from being included. Employees
feeling included – or having a sense of
“belonging” to the company and seeing
it as a place where they can be their
authentic selves – is the ultimate end goal
for any organization.
Judith Williams, Global Head of Diversity,
DropBox
We want the best talent, so we provide a
culture in which diverse talent, regardless
of level and background, can bring their
authentic selves to work. We believe,
when people are themselves, they bring
their best to work.
Nellie Borrero, Managing Director Global
Inclusion and Diversity, Accenture
Diversity is one element of cultural
competence, and checking the boxes
doesn't make you culturally competent.
David Levin, President and Chief
Executive Officer , McGraw-Hill
Education
Diversity is representation – pure
numbers. Inclusion leverages the value
diversity brings. We focus on creating a
culture where everyone is engaged and
feels like they have a voice.
One driver of exceptional business results
is an environment that allows diversity
of thoughts and ideas. You can have
great diversity representation, but awful
results.
Comcast Cable
4. Uncovering talent: A new model of inclusion, Deloitte University Leadership Center for Inclusion, 2013.
is gender, race, ethnicity, religion,
national origin, generation, sexual
orientation, gender identity and
expression, disability, veteran
status, political affiliation,
education, experience, age, work
style, communication style,
socio-economic background,
cross-cultural competency and
perspective
is the establishment of an
environment that encourages
every person to bring his or her
whole self to work and creates
opportunities for all employees to
realize their potential
is the extent to which employees
feel comfortable being
their authentic selves in the
organization
Belonging:
The Ultimate Goal
Diversity:
The
Hardware
Inclusion:
The
Software

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Our conversations revealed that #GameChangers leverage diverse talent
to develop enterprise-level strategies and meet business goals. These D&I
leaders exhibit:
#GameChangers see diversity and inclusion
as inextricably linked to business goals
Inclusion is essential for evolution. As
Alnylam evolved, we needed to attract
and appeal to talent from all places
– bigger companies, entrepreneurs,
academia, etc. Diverse thinking was
essential to make this happen.
Karen Anderson, SVP, Chief Human
Resources Officer, Alnylam
Our ability to partner with a diverse set
of clients across a broad set of industries
at all levels of the organization will be
enhanced if we ourselves have a diverse
population to serve those clients. Our
ability to collaborate depends on our
inclusiveness.
Julie Coffman, Partner, Bain & Company
In 2015, first-quarter parts sales in one
of our business units was trending
about $25m behind business plan.
Simultaneously, we were trying
to creatively find exposure and
development opportunities for our
high-potential talent. We decided to
take a risk by creating teams (including
people with no experience in parts sales),
articulating the challenge, clearing their
schedules, empowering them and getting
out of their way. We called it the “100
million dollar challenge” and organized
teams based on gender, geographic
background, generations, language
and functional diversity. The ideas and
execution of those ideas generated $57m
in incremental sales. This was above and
beyond the recoveries that the business
produced using traditional methods.
Culture is a differentiator. Numbers will
follow. Game attracts game. If people are
talented, they want to be around other
talented people.
Comcast Cable
Innovation, whether related to products, channels or
business models, is a well-known path to long-term
success. Steve White of Comcast shared that, in
addition to supporting the company’s more obvious
goal of creating an inclusive culture through employee
engagement, the company’s ERGs help drive new business
ideas and inform market strategies. Marta Tellado of
Consumer Reports added that reflecting one’s consumer
base through employee diversity helps inform the
outreach to key diverse audiences, such as the Latino
community.
Melissa Harper of Monsanto cited an inclusive culture
as a leading catalyst of commercial success in the face
of an increasingly complex and global customer base
– a sentiment echoed in many of our conversations.
Latasha Gillespie of Caterpillar shared that employee
resource groups (ERGs) dedicated to specific employee
communities typically go beyond a focus on diversity
to serve concrete business needs; for instance, the
company’s mobility team has tapped the experienced-hire
ERG for its insights, while the corporate medical team has
tapped the women’s ERG.
Leading companies recognize that the ability to hire the
best talent is essential to long-term market relevance.
Judith Williams of DropBox told us that an inclusive
culture is so central to DropBox’s employer brand that
potential employees inquire about it prior to joining.
Further, given that employee referrals are a key source of
talent, existing employees need to feel like they belong;
otherwise, they will not refer the best talent to DropBox.
A better
ability
to serve
customers
A higher
level of
innovation
A stronger
employer
brand
Resilience
Better ability to
serve customers
Higher level
of innovation
Stronger
employer brand
Diverse
workforce
Employees who feel
like they belong+ =Inclusive
culture

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#GameChangers understand that to unleash the benefits diverse talent promises, D&I Strategy must be a long-term,
company-wide journey towards business goals, rather than a series of tactical initiatives catering to specific groups. As a
result, they:
Diversity and inclusion are about the long game
When creating a diversity and inclusion
strategy, we aim to have a global lens and
consistent, easy language that everyone
can identify with. If not everyone can
relate to our agenda, then it becomes
about “the other person.” The true
definition of inclusion is one where
everyone sees themselves in it.
Firstly, convince people in a way that
is relatable for everyone. For example,
Caterpillar is engineering-oriented, so
we use a lot of scientific data and facts
to raise the topic (of diversity). Secondly,
find a “hook” that unites all employees
regardless of diversity and background.
At Caterpillar, that hook is safety, as it has
always been the most important focus of
our business. All employees understand
the importance of safety and understand
their accountability (regardless of level or
position) for safety. To make it stick, we
defined inclusion as “emotional safety.”
Companies need to avoid a leader who is
single-track and has a narrow opinion of
how an organization can succeed.
Joseph R. Swedish, Chairman, President
and Chief Executive Officer, Anthem
Engage a broad spectrum of employees in diversity
efforts, not just diverse individuals. Leading D&I
companies make diversity and inclusion part of a broad
corporate and talent strategy, rather than a separate,
isolated function. They ultimately engage all employees,
including the non-diverse majority, in their diversity and
inclusion strategies. Melissa Artabane of Bain highlighted
the importance of engaging a broad set of leaders – for
instance, inviting male leaders to women’s forums, or
activating straight allies for LGBT initiatives. These efforts
are highly worthwhile: through Caterpillar’s inclusion
survey, for example, Latasha Gillespie has found a positive
correlation between high inclusion scores, high safety
scores and better inventory turns, proving that inclusion
is better for the business.
Adapt their cultures to the changing workforce, rather
than hiring individuals who perpetuate the current
culture. Judith Williams of DropBox pointed out that when
an organization hires people of diverse backgrounds, the
culture changes too. Leadership needs to not only accept
this change, but use it to the company’s advantage.
Tackle D&I issues within their own companies, rather
than replicating initiatives from other companies.
Companies that focus on diversity appropriately know
where they lose their talent and why, and they focus on
those areas over the long term. They know that quick-
fixes and “ticking the boxes” will not deliver impact, nor
will simply copying the efforts of others. Melissa Harper
of Monsanto warned against “boiling the ocean,” or trying
to do everything, recommending instead that companies
focus on the areas that matter most to their own
organizations.
Appreciate that hiring and developing diverse talent
require an inclusive definition of “the right fit,” along
with a flexible corporate culture. A company cannot
hire and develop for diversity while retaining a narrow
definition of what “great talent” is. Judith Williams of
DropBox, for example, talked about “going beyond the
usual suspects” when it comes to hiring.

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Most companies acknowledge the importance of establishing objectives around diversity and inclusion, yet their
broader talent strategies often do not support these goals. Companies that truly “move the needle” align processes
and behaviors with talent objectives and hold leaders accountable.
#GAMECHANGERS HIGHLIGHTED THE NEED TO:
ɳɳ Address unconscious bias. Training to combat unconscious bias came up in every conversation with our
#GameChangers. For example, Judith Williams of DropBox stated that to be truly inclusive, fundamental
assumptions must be addressed.
ɳɳ Ensure the talent strategy encourages diverse thinking and inclusive behaviors. Julie Coffman of Bain told us
that global transfers are part of the company’s talent strategy; in fact, a meaningful percentage of employees
are on transfer at any given time. Similarly, Karen Anderson noted that meetings at Alnylam are structured
across functions and levels, allowing people to critique each other’s work, identify loopholes and leverage diverse
perspectives.
#GameChangers move beyond talk and symbolic hires
We are very focused on reducing “process bias” and
ensuring that our HR processes work well for everyone.
In our performance management process, we began
eliminating the self-
assessed year-end
rating after we saw a
clear pattern of
junior women rating
themselves lower
than their male
counterparts.
Marc Grainger, Global Head of
Diversity and Inclusion, Global Head
of Talent for Corporate Functions,
Credit Suisse

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ɳɳ Focus on measurement, reporting and accountability. Comcast
measures diversity by function and level, drilling down into problem
areas, while other #GameChangers tie bonuses to diversity goals.
Additionally, some companies use a data-driven approach and
business-intelligence dashboard to measure progress against
goals. Many have firm-wide diversity surveys, including Caterpillar,
Monsanto and Alnylam. Interestingly, Alnylam’s survey focuses on
corporate culture, measuring change through year-on-year data.
Monsanto’s survey recently found that its top performers also scored
the highest on diversity and inclusion questions.
ɳɳ Aim to get everyone on board, even if you do not always achieve
it. When there is enough discord between conduct and goals, no
amount of good intentions will help. Companies should therefore
strive for full participation across all functions and levels, even if they
do not always achieve it. Steve White stated that Comcast strives
to create an environment in which all employees “get it,” but at the
same time recognizes that in reality, some will get it and others
won’t.
ɳɳ Know what you don’t know. Inclusive leaders pay
attention, assume nothing and question everything.
Shellye Archambeau of MetricStream pointed out
that when backing a diversity agenda, it’s all about
the questions asked. Steve White of Comcast noted
he spends 40 to 50 percent of his time trying to better
understand his employees’ needs. And Marta Tellado
of Consumer Reports recently invited diversity and
inclusion officers from other companies to join a
collaborative knowledge-sharing session.
Our goals for diversity and inclusion
are woven into recruitment, business
practices and our strategic plan.
Marta Tellado, President and Chief
Executive Officer, Consumer Reports
Our philosophy on people who don’t get
it? Educate, communicate, repeat and
terminate.
Executive Officer, McGraw-Hill Education
Diversity doesn't translate globally – for
instance, the US focuses on race and
gender, while Europe tends to focus on
gender. Global firms need to appreciate
context and adapt accordingly.
Shellye Archambeau, Chief Executive
Officer, MetricStream
#GameChangers move beyond talk and symbolic hires
(cont'd)

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Inclusive cultures thrive on engaged and authentic leadership. We found
that #GameChangers hire and develop leaders who see the business sense
behind diversity and inclusion, hold themselves accountable and act as
authentic role models. Joseph R. Swedish, Chairman, President and Chief
Executive Officer of Anthem, asserted that he and other senior leaders of
the company are uniquely accountable for displaying authentic behaviors
and role-modeling the integrity of the corporate culture. Further, Swedish
observed that employees are often afraid to talk about culture and the effect
of inclusion and ethnicity. Leaders have a responsibility to address this fear.
Julie Hoffman and Melissa Artabane of Bain noted that as Bain employees
progress into leadership roles, role-modeling inclusion is an expectation;
for example, it is a key input into the overall process of selecting new office
leaders.
#GameChangers stand out because of leaders who see the value that
diversity brings, foster inclusive cultures and exemplify behaviors that instill
a sense of belonging among employees. Ultimately, they recognize that
the factors that brought companies where they are today may not be the
ones required to take them where they need to go. It will be essential to
bring in inclusive leaders with culture-challenging mindsets, who will be key
components of a long-lasting, resilient company.
Diversity is a fact, but inclusion is a choice
we make every day. As leaders, we have to
put out the message that we embrace, and
not just tolerate, diversity.
Nellie Borrero, Managing Director Global
Inclusion and Diversity, Accenture
This is a journey, and while we cannot
make people do this, we can put in leaders
who are passionate about it.
Julie Coffman, Partner, Bain & Company
Hope is not a
strategy. You need
accountability,
execution and
leadership to drive
results.
Joseph R. Swedish, Chairman,
President and Chief Executive
Officer, Anthem
Engaged and inclusive leadership is critical to success

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Benchmarking for success.
Do leaders within the company ...
Commitment
and Alignment
Accountability and
Measurement
Structure
and Strategy
Talent Acquisition, Retention
and Development
Inclusion and
Culture
ɳɳ See diversity and inclusion as
important parts of company
strategy?
ɳɳ Agree on what diversity and
inclusion mean at the company?
ɳɳ Align on what progress, or success,
might look like?
ɳɳ Hold themselves accountable to
meeting realistic diversity goals?
ɳɳ Commit to creating an inclusive
culture?
ɳɳ Feel sponsored by the CEO
and board in their diversity and
inclusion agenda?
ɳɳ See diversity and inclusion
strategy as part of the
company’s natural evolution?
ɳɳ Communicate the diversity
and inclusion strategy
both inside and outside the
organization?
ɳɳ Tie the diversity and inclusion
strategy to business goals?
ɳɳ Undergo training for unconscious bias?
ɳɳ Have an inclusive definition of “best-in-
class” talent?
ɳɳ Insist on inclusive slates of talent?
ɳɳ Ensure a diverse hiring panel and neutral
job specifications?
ɳɳ Create assisted development or
apprenticeship programs for high-
potential diverse talent?
ɳɳ Hire and promote inclusive leaders?
ɳɳ Train managers to better support
diverse talent?
ɳɳ Understand where the company loses
diverse talent and why?
ɳɳ Grant equal opportunity and a
seat at the table to employees
of diverse backgrounds?
ɳɳ Celebrate diversity rather than
force assimilation?
ɳɳ Lead by example to encourage
employees to be their
authentic selves?
ɳɳ Feel a sense of belonging to
the company?

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AUTHORS
JAMIE HECHINGER founded and leads the firm’s Social
Justice and Advocacy Practice, along with high-profile chief
executive searches for the nonprofit sector ranging across
Foundations, Civil and Human Rights, Education Reform,
Conservation, and Global Development organizations. She
leads the firm’s Diversity and Inclusion Practice for the
Americas and is based in Washington D.C.
ART HOPKINS is a member of the firm’s Technology
Officers’ Practice and Diversity and Inclusion Practice. He
advises clients across sectors on their technology
leadership, as well as clients within the technology sector
on their executive leadership. He is based in Atlanta.
ANTONIO MACHADO is a member of the firm’s Technology
Practice and Diversity and Inclusion Practice. He conducts
leadership recruiting and succession assignments at CEO
and senior-executive level for public, private and private-
equity backed clients ranging from small to Fortune 50
companies. He is based in Atlanta.
HARSONAL SACHAR is the global knowledge lead for the
firm’s Diversity and Inclusion Practice and a member of the
firm’s Consumer Sector. She is based in Toronto.
NORA VISKIN is the global knowledge lead for the firm’s
Digital Transformation and Data & Analytics Practices and
a member of the firm’s Diversity and Inclusion Practice. She
is based in Boston.
Accenture
Nellie Borrero, Managing Director
Global Inclusion and Diversity
Aimée Meher-Homji, Global
Diversity Recruitment Lead
Alnylam
Karen Anderson, SVP, Chief Human
Resources Officer
Anthem
Joseph R. Swedish, Chairman,
President and Chief Executive
Officer
Bain
Julie Coffman, Partner
Melissa Artabane, Director, Global
Women's Leadership Council, Global
Diversity Programs
Caterpillar
Director
Consumer Reports
Marta Tellado, President and Chief
Executive Officer
Comcast
Steve White, President, West
Division, Comcast Cable
Credit Suisse
Marc Grainger, Global Head of
Diversity and Inclusion, Global Head
of Talent for Corporate Functions
DropBox
Judith Williams, Global Head of
Diversity
McGraw-Hill Education
Executive Officer
MetricStream
Shellye Archambeau, Chief
Executive Officer
Monsanto
Melissa Harper, Vice President,
Global Talent Acquisition, Inclusion
& Diversity and HR Compliance
WITH THANKS TO OUR CONTRIBUTORS

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Russell Reynolds Associates is a global leader in assessment, recruitment and succession planning for boards of directors,
chief executive officers and key roles within the C-suite. With more than 370 consultants in 46 offices around the world, we
work closely with public, private and nonprofit organizations across all industries and regions. We help our clients build teams
of transformational leaders who can meet today’s challenges and anticipate the digital, economic, environmental and political
trends that are reshaping the global business environment. Find out more at www.russellreynolds.com. Follow us on Twitter:
@RRAonLeadership.
About our Diversity and Inclusion practice
Our Diversity and Inclusion practice helps organizations realize their full potential by creating and enabling truly diverse teams
and fostering an intentionally inclusive culture.
We believe diversity, inclusion and belonging are drivers for innovation, agility, and a more engaged organization and workforce.
Through our experience in board effectiveness, CEO succession, team, leadership & cultural assessment, and executive search,
we are able to create, develop, measure, and drive change towards authentically inclusive culture and diverse leadership.
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