Part 1: WHY?
Why Care? Do we care about balance? Why or why not? How much? How urgently? Can we sell our ‘why?’ to both the believers and the sceptics?
Most Executive Teams consider nationality and gender balance a priority.They haven’t yet thought much about age. Get longevity onto the strategic agenda. Compellingly.
Want to better engage today’s 5-generation workforces and integrate the needs of fast-ageing customers and societies?Adapt your culture – and your systems to the new reality of 4-Quarter Lives.
One of the greatest shifts of our time. Demographic shifts we’ve never seen before. Plummeting fertility rates. Ageing and shrinking countries. Explore the latest trends on longevity, ageing societies and multi-generational workforces. And the consequences for your customers and employees. Avoid the pitfalls of unconscious ageism by positively and proactively engaging with a $22 trillion longevity opportunity.
Why Care? Do we care about balance? Why or why not? How much? How urgently? Can we sell our ‘why?’ to both the believers and the sceptics?
What is Going On? Where does the organisation stand on balance? What balance are we talking about? Prioritising? Measuring? How did we get here? What does success look like? What differences do we need to learn about?
How To Balance (and How Not To). What works, what doesn’t. How to make it sustainable, strategic and engaging – inclusive of everyone, including your dominant majority.
“Don’t let anyone else (e.g. HR, Diversity, or your women’s network head) present the ‘business case’ for balance to a gently acquiescing but unaccountable leadership team. It is impossible to convince from the outside in. Years of out-groups arguing to in-groups why there should be more of them should have proven this. If you want buy-in, this team needs to debate the issues amongst themselves.”
Innovate! Run a Strategic Debate in FORBES
“I’m absolutely convinced that the evolving balance of the top management team is a key factor in our success and our ability to change” Feike Sijbesma, CEO DSM
““You are not a global company because you do business in 120 countries. You are a global company if you understand countries and customers so well that you are able to do business optimally everywhere.” Marijn Dekkers, Former CEO, BAYER
“Too often I have seen in other companies that women have to become tougher than men in order to succeed. I don’t want to see that happen at Nestle.” Paul Bulcke, former CEO Nestlé.
“Where government fails, global companies can fill the void by building concepts that become platforms for change and progress.” Ehsan Malik, former Country Manager Unilever Pakistan