For fuel additives in O&G we voraciously digest information about them as performance enhancers, capability improvers, and efficiency maximizers.
With the adoption of additive manufacturing in O&G’s complex machinery evolution, we bemoan its slow uptake.
So, how do these two examples reference diversity? Easily! Diversity benefits are often illustrated with the same descriptors as fuel additives, and the diversity road has been as agonizingly slow-going as that of additive manufacturing. Let’s be clear.
Diversity is the much-needed additive to the people component of the complex performance and productivity machine that is an organization. Diversity,like a fuel additive is an acknowledged performance enhancer, capability improver, and efficiency maximizer,
and like additive manufacturing it creates innovation and disruption, with the ability to drive organizational value.
The question remains (and many of us have repeatedly asked) with the enhancing, improving and maximizing contributors of diversity, why is the uptake of the “technology of diversity” so slow? See the relevance of the comparisons?
One study published over 15 years ago, has relevance today for organizations when influencing for efficacy, strategy setting, decision-making, and establishing measures. The study examined the effects of seven typical diversity programs (including the often-unpopular affirmative action plans which assign responsibility for compliance). My summary of this: