localizing i&d global strategy in china · example 1- tech (swiss) ... i&d culture to...

© Inner Circles Limited, 2018, All rights reserved.

Localizing I&D

Global Strategy in China

Em Roblin

Managing Director Circles2

Founder Inner Circles


Inclusion is a Hot Topic

Recent Speech by President Xi at the China International Import Expo in Shanghai on November 5, 2018:

共建创新包容的开放型世界经济Work Together for an Open Global Economy that is

Innovative and Inclusive

© Inner Circles Limited, 2018, All rights reserved.© Inner Circles Limited, 2018, All rights reserved.

What’s the difference between these two concepts?

It’s critical to create space for discovery and dialogue around this in organizations.


In such cases, there can be a disconnect,

a failure for I&D concepts and initiatives

to be fully adopted by even their own

local teams.

We find that, even in organizations leading

the way in I&D, many Chinese executives

find their motivation to embrace relevant

initiatives as a way to better understand and

navigate the organization globally.



Diversity

We must move beyond the top global definitions of diversity and use

what will resonate at the local level.


Gender

Identity性别认定

Language & Accent 语言&口音

Style 风格

Behaviors行为

Expertise/Role/Level擅长 Race & Ethnicity

人种 & 种族

Appearance 外表

Values价值观

Age 年龄

Physical Abilities体能

Life Experiences人生经验

Culture 文化

Education 学历

Socioeconomic Class 社会经济阶级

Sexual Orientation性取向

Religion宗教

Thoughts/Perspectives

想法／观念

Neurodiversity多元性的神经系统

Family

Status家庭状况

Geographic

Location地理位置

Marital Status感情状况

Personality

个性


Red: Top Western Dimensions*

Green: Top Chinese dimensions* * This is a general finding. There is a great degree of variation based on the industry, company values, global headquarters, and more.

© Inner Circles Limited, 2018, All rights reserved. © Inner Circles Limited, 2018, All rights reserved.© Inner Circles Limited, 2018, All rights reserved.

• What does Inclusion and Diversity mean to us?

• What information do we have/not have?

• What are the areas we are doing well in locally?

• What areas are there for improvement?

• Who are the “insiders” and “outsiders”?

• Who are we missing and what’s the cost of this?

• Who is best to drive I&D locally?

• Who’s support do we need regionally and globally?

• Why should we embrace an I&D strategy?

• Research: What is the business case for us (globally)?

• Best Practices: What relevant success cases are there

from other organizations?

• What success cases do we have here locally?

• How to diversify our teams?

• How to build out local BRGs and councils?

• How to be an inclusive leader?

• Best Practices: What can we learn from other

organizations?

Starting with Key Questions

© Inner Circles Limited, 2018, All rights reserved. © Inner Circles Limited, 2018, All rights reserved.

Example 1- TECH (Swiss)

• Localization of a global inclusive leadership program for Chinese top leadership to

leadership level -2

• ACTION-ORIENTED: What does an inclusive leader look like/sound like? How do I

know if I’m being an inclusive leader?

• Feedback revealed that the most practical inclusive leadership tools were the most

useful. These included:

• How to set and abide by inclusive meeting ground rules

• How to observe your direct reports

• How to create a space where people will be more likely to open up

• How to listen without immediately problem-solving

• How to give and receive honest, constructive feedback

© Inner Circles Limited, 2018, All rights reserved. © Inner Circles Limited, 2018, All rights reserved.

Example 2 – RETAIL (US)

• Linked I&D strategy to M&A schedule. How can we be inclusive as we welcome new managers from another brand under our roof?

• Provided a tactical training program for diversity council members so that they could be a resource for all employees

• Contributed to the momentum of the organic growth of the diversity councils’ initiatives to date

• Emphasized cross-functional collaboration as a key driver for an I&D culture to thrive

• Resulted in regular cross-brand, cross-function interactive dialogues which has led to increased collaboration across the firm


Making D&I work in China:

• Share Experiences

• Answer Questions

• Discuss Tactics

• Map a Next Step


Stay in touch!

Em Roblin

Linked in: Em Roblin

+86 13466536485

[email protected]

Inner Circles

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