Private Equity’s Chance to Stand Up for Diversity and Inclusion
Championing inclusiveness at the highest levels of portfolio companies is the right moral choice—and it has practical benefits, too.
Бизнес-аргументы пользу многообразия кадрового состава сильны, но многие руководители не до конца понимают, как лучше выстроить организационную структуру, которая включала бы точки зрения и опыт разных людей. Ознакомьтесь с последними наработками BCG по вопросам многообразия и инклюзивности, чтобы понять преимущества многообразия, узнать, как его добиться и раскрыть его потенциал.
Championing inclusiveness at the highest levels of portfolio companies is the right moral choice—and it has practical benefits, too.
Corporate boards include more women and people of color than ever before, but companies won’t capture the full benefits of diversity until they replicate that progress in the executive suite.
Want to generate inventive new ideas that can win in the market? Build management teams comprising people with the widest possible range of backgrounds and perspectives.
Изменения в работе и жизни в целом будут происходить по пяти направлениям, вынуждая нас менять модели поведения.
The new global reality has no room for usual daily routines. This difficult time calls for great leadership, building trust, and creating better teams for the future.
To retain their best performers, companies will need to rethink hiring, change how work gets done, encourage sponsorship of women, and publicize the actions they’re taking to improve equity.
BCG’s Apprenticeship-in-Action program has shown how the day-to-day apprenticeship experience is fundamental to improving the satisfaction, retention, and advancement of the firm’s diverse workforce.
BCG research shows that, contrary to popular belief, the majority of women are willing to travel abroad for work. By making international posts more appealing to women as well as to men, companies can build more balanced leadership teams.
Today’s agile, collaborative, and people-oriented companies will fare better with leadership that shares those same attributes.
Providing employees with the latest digital skills will be critical to company success throughout this decade. It could also be a secret weapon in the struggle for gender diversity.
AI will disrupt current employment patterns. But if applied wisely and proactively, it could boost gender diversity and enhance opportunities for women in the workplace.
To build the digital workforce that the future demands, companies must recruit—and retain—women.
Companies can’t capture the real value of a diverse workforce until they create an organizational culture that welcomes everyone—truly everyone—to participate.
Senior executives set the strategic agenda, but it’s up to line managers to implement change on the ground. No inclusion effort can succeed without their buy-in.
Giving employees the freedom to determine where, when, and how much they work is rapidly becoming a business imperative.
The task of orchestrating and managing the household and family still falls disproportionately on women. Companies and individuals—both women and men—can help shift the balance.
As employees share more family responsibilities, employers can help retain talent by supporting dual-career couples. Four company initiatives provide a roadmap for doing so.
Subverting current gender norms in the workplace creates a unique learning environment.
Companies trying to create a more equitable workplace have a valuable resource on their own staff: young men, whose attitudes toward gender diversity are closely aligned with those of women.
Rather than walling off gender diversity as a women-only issue, companies need to get men at all levels actively involved. Several strategies can help.
Lilly’s Dave Ricks is passionate about diversity and inclusion at a crucial time.
Партнер-эксперт BCG Габи Барриос объясняет, почему для повышения эффективности брендам стоит отказаться от гендерного подхода в маркетинге.
An image problem in this fast-growing field has turned into a potentially dangerous diversity problem. Companies must do more to dispel the myths and combat the negative perceptions.
Although companies launched by women receive far less early-stage funding than those launched by men, women-owned companies generate more revenue.
GDP growth and LGBT+ inclusion go hand-in-hand. The evidence is gradually building that countries, companies and individuals are more productive when LGBT+ people feel included.
Only about half the companies in the region have a formal diversity program in place—far lower than the global average. But those initiatives are generating results.
Women remain underrepresented on most boards and leadership teams. Here are the interventions delivering the most progress—and those that are falling short.
Compared with global peers, Denmark is falling behind on gender diversity. Company leaders must focus on the female talent pipeline.
