What if the road to inclusion were really an intersection?

While traditional diversity and inclusion frameworks have helped bring more diverse talent into organizations, what got organizations here will not get them where they want to be. An intersectional approach that reaches all facets of corporate life is often more fruitful.

Shifting the conversation

HOW much longer will corporations have the same conversation on diversity and inclusion (D&I)?1

Organizations have been spinning their wheels for the last three decades talking about the “business case” for D&I and implementing programs and initiatives, but they have made little progress. While the world is more diverse than ever, the number of minorities and women moving up the corporate ladder remains dismal in corporate America.

The data tell the story:

  • In 2014, Fortune 500 CEOs were 95 percent white, 4.8 percent female, 2 percent Hispanic, 1.2 percent black, and 1.8 percent Asian.2
  • In 2013, fewer than 15 percent of the Fortune 500 executive officer positions were held by women.3
  • Women hold fewer than 17 percent, and Hispanics only 3 percent, of the board seats among Fortune500 companies.4
  • Approximately 3 percent of senior executive positions are held by blacks at the nation’s largest companies.5
  • There is just one openly gay CEO among the Fortune 1000 companies.6
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