Research states that companies aim for diversity for three reasons: regulatory compliance, ethical standard and or financial expectations. These reasons are of course intertwined and hard to separate one from the other but independent of which has the heaviest weight, gains from diverse workforces are not a numbers game but a behavioral one.  

Diversity and inclusion are often used together and represent two sides of a story. Diversity speaks about numbers, inclusion about behaviors. The positive correlation between diversity and financial outcome that independent studies point at, entices companies to launch diversity and inclusion programs. It is not diversity that drives positive financial results but the inclusion of the diversity. Inclusion is difficult to measure, so for the sake of convenience reference is often made to the countable side of the story - diversity. This common practice obscures however the path to successful and sustainable change. Inclusions starts with representation (diversity) but it is defined in relations (behaviors). 


Team work

This means that representative targets will lead companies to the achievement of regulatory compliance, higher ethical standard or their financial expectations once members of the organization relate to each other in an inclusive manner. This key piece of insight is often left out in correlation analysis between financial success and diversity. And therefore overlooked in action plans and implementation programs. It is not enough to set targets and cable them out. Organization members need time, support and encouragement to establish new relational practices between themselves. Knowing about diversity targets and how they make business sense takes an hour. Acting inclusively takes longer because it implies rethinking what is taken for granted, unearthing silent knowledge and mapping out social power structures in the workplace. And this is where the good intentions risk staying intentions because not everyone is not ready to critically reflect about one own’s privileges or question what has been taken for granted for a long time.  

We translate diversity targets to inclusive practices and processes.

However, since stakes are high – the need to be regulatory compliant and act ethically - companies want the change. And this is where Influence People comes in. We translate diversity targets to inclusive practices and processes. We sustain leaders in finding appropriate and necessary actions to transform culture so that individual practices harmonize with the structural processes and vice versa.  


In this interplay between individual members of the organization and the social structure of the organization, leaders are important to sustain the cultural transformation towards higher levels of inclusion. Not that leaders’ are the only one with responsibility to make the organization succeed with its diversity targets, just as little as designated DEI/D&I leads are. But leaders need to accommodate for members of the organization to climb the norm ladder from ‘uninterested to being able to actively integrating any colleague into meetings, information circles, decision processes and considerations for promotions and recruiting and not letting the organization miss out on awesome talents because of social stigma, or choose the traditional profiles just because of historical privileges. 

Camilla Rundberg

Please contact me if you would like to know more about our offering regarding Diversity and Inclusion.

Camilla Rundberg, PhD in Organization, leadership and gender, Senior Consultant Influence People

Related Insights 

15 May, 2024
Learning & Development

Hur rustar organisationer för framtiden genom kontinuerligt lärande?

Hanna Johnsson
För att organisationer ska vara hållbara, resilienta och nå sina mål är kontinuerlig kompetensutveckling och lärande en kritisk framgångsfaktor. Vår erfarenhet är att de flesta organisationer inte har tillräckligt snabb förändringstakt för att ha rätt k...
11 April, 2024
Organizational Culture
Sustainable Culture

Mycket att vinna på nytt sätt att se på chefs- och ledarutveckling

Hanna Johnsson
Förändringstakten i omvärlden är extrem och bredden och komplexiteten i frågor som ska hanteras är stor. Detta skapar enorma krav på utveckling av nya kompetenser och förmågan att använda ny teknik. Samtidigt förväntas chefer utveckla och kontinuerligt...
Organizational culture is the words and actions

There is always more to explore!


Our services

This website uses cookies

Cookies ("cookies") consist of small text files. The text files contain data which is stored on your device. To be able to place some type of cookies we need your consent. We at Influence People Sweden AB, corporate identity number 559227-9300 use these types of cookies. To read more about which cookies we use and storage duration, click here to get to our cookiepolicy.

Manage your cookie-settings

Necessary cookies

Necessary cookies are cookies that need to be placed for fundamental functions on the website to work. Fundamental functions are for instance cookies that are needed for you to use menus and navigate the website.

Statistical cookies

To know how you interact with the website we place cookies to collect statistics. These cookies anonymize personal data.

Ad measurement cookies

To be able to provide a better service and experience we place cookies to tailor marketing for you. Another purpose for this placement is to market products or services to you, give tailored offers or market and give recommendations on new concepts based on what you have bought from us previously.

Ad measurement user cookies

In order to show relevant ads we place cookies to tailor ads for you

Personalized ads cookies

To show relevant and personal ads we place cookies to provide unique offers that are tailored to your user data