Diversity Management

The growing complexity of organizational field makes companies to become agile. One important issue for this is to value the heterogeneity of the employees. With a view on this, companies can profit from having a diversity management. Especially fitting to this seems to be an elective affinity between agile companies and an inclusive & transformative diversity strategy: inside companies, innovation potentials can be identified and design thinking could be improved. Outside, agile companies could respond to their environment in a proactive way.

No longer does the shortage of qualified employees represent a regional or sector specific problem. It has become an issue impacting the whole economy - in particular in times of an economic recovery. In today’s knowledge society, people are the most important asset as they determine corporate performance as well as the capability of an organization to innovate and change. Thus, the anticipation and proactive response to future qualification needs is crucial and defines the capability to outpace the competition in a time-based environment. The capability to learn and to unlearn faster than others defines the ability to change - this, however, is not an issue of technology but culture - a culture that nurtures the role of leaders as teachers.