Mckinsey diversity report pdf. Yet progress on diversi cation initiatives has been slow.
Mckinsey diversity report pdf. Since we first published Why Diversity Matters in 2015, the likelihood of diverse companies outperforming industry peers on profitability has increased significantly. Executive summary For almost a decade through our Diversity Matters series of reports, McKinsey has delivered a comprehensive global perspective on the relationship between leadership diversity and company performance. While social justice typically is the initial impetus behind these e orts, companies have increasingly begun to regard inclusion and diversity as a source of competitive advantage, and speci cally as a key enabler of growth. , which in a series of studies4 in 2015 (“Diversity Matters”), 2018 McKinsey’s own research found a number of additional and equally important barriers to the recruitment of all diversity groups: the lack of a clear and consistent mandate with visible support from leadership; inadequate collection and use of data on the advantages of more diverse organisations; and training that was limited and exclusive in Full Report (PDF 7MB) A wareness of the business case for inclusion and diversity is on the rise. The report demonstrates that the business case for gender and ethnic diversity in top teams is stronger than ever. Our latest research reinforces the link between diversity and company financial performance—and suggests how organizations can craft better inclusion strategies for a competitive edge. In the following pages, you’ll see our progress against that goal and read stories about how our colleagues and clients have helped bring these . Our collection of research-based insights confirms the countless tests that companies have endured this year—and suggests a way forward in a still-evolving and ambiguous business landscape. Our goal at McKinsey & Company is to help accelerate sustainable and inclusive growth globally, and it’s a key metric by which we measure ourselves. This year, the business case is the strongest it has been since we’ve been tracking and, for the first time in some areas, equitable repre-sentation is in sight. Further, a Delivering through Diversity both tackles the business case and provides a perspective on how to take action on I&D to impact growth and business performance. A systematic approach and bold action can help. These are the stories we share in this report (and why this is my favorite letter to write). 2 in the UK for research power (Research Excellence Framework 2021). And companies UCL is consistently ranked as one of the top ten universities in the world (QS World University Rankings 2010-2022) and is No. Executive summary For almost a decade through our Diversity Matters series of reports, McKinsey has delivered a comprehensive global perspective on the relationship between leadership diversity and company performance. On top of this, managers’ and employees’ relatively low—and relatively stagnant—commitment to diversity points to the importance of company-wide education and engagement on these issues. Yet progress on diversi cation initiatives has been slow. 3 A highly influential piece of evidence in support of this view comes from McKinsey & Co. Given the level of work and resolve it will take to do this effectively, companies’ declining commitments to gender and racial diversity are problematic. Executive summary Our “Diversity Matters” research looked at the relationship between the level of diversity (defined as a greater share of women and a more mixed ethnic/racial composition in the leadership of large companies) and company financial performance (measured as average EBIT 2010–2013). The research is based on financial data and leadership demographics compiled for this May 19, 2020 ยท Although the business case for diversity, equity, and inclusion (DE&I) is stronger than ever, many companies’ progress has stalled. This latest research reaffirms the global relevance of the correlation between diversity (defined here as a greater proportion of women and ethnically/culturally diverse individuals) in the leadership of large companies and financial LINK TO ABSTRACT Consultants, business leaders, and activists often promote the view that a strongandsettledbusiness caseexistsbehindthenormative viewthatfirmsshould increase the racial/ethnic diversity of their employees. wfpp52m3 kd8 vihh8 t8 s1fp 9wc 2tgok uben ihf l8syf