Constant, continuing, and cataclysmic change is causing a major crisis within business organizations today. Faced with constantly advancing technology, unpredictable market shifts, intense global competition, and an increasingly independent "free agent" workforce, the only way for an organization to adapt and succeed is to build a "culture of inclusion" that nurtures and draws on the talents of a diverse workforce.
Easy to say but hard to do; most organizations are mired in industrial revolution, static-world business models administered by monocultural, bordering-on-oppressive, "command and control" hierarchies. Organizations at risk include Fortune 500 giants, entrepreneurial start-ups, manufacturing and retail operations, government agencies, not-for-profits, educational institutions, and others.
Most organizational change efforts-whether labeled as diversity efforts, re-engineering, right-sizing, or total-quality-management-are a waste of time, money, and human effort. Most produce more cynicism than results, and they can poison the waters for future change efforts. The Inclusion Breakthrough cuts a path through this potential minefield, offering a proven methodology for strategic organizational change, including models for diagnosing, planning, and implementing inclusion-focused, culture-change strategies tailored to each organization's individual needs. It also describes the key competencies for leading and sustaining a culture of inclusion.
Offering real-world results of "before and after" surveys, including anecdotal and statistical reports of organizational change achieved using the methodologies described, The Inclusion Breakthrough presents an overview of current workplace conditions, attitudes, and policies based on interviews, surveys, and focus groups encompassing thousands of people in major organizations. The Inclusion Breakthrough demonstrates why the bottom line must be the central focus of any change strategy-and more importantly, how to carry that strategy out successfully.
The Inclusion Breakthrough explains how to make diversity a central and profitable part of an organizations strategy for long-term success rather than merely a peripheral program. The authors, principals of a leading diversity consulting firm, present proven strategies for stimulating the creativity and productivity of any businesss greatest resource its people. Benefits to companies that have implemented these inclusion strategies are also described.
“The Inclusion Breakthrough provides a practical framework for how organizations can truly leverage diversity as part of the business strategy, rather than as an add-on program. Fred and Judith’s proven methodology and real world examples definitely serve as a roadmap to achieving breakthroughs in organizational performance.”
—Richard Chang, CEO, Richard Chang Associates, Inc. and author of The Passion Plan and The Passion Plan at Work
“Breakthrough is not too strong a word for what Fred and Judith have achieved here. They actually explain how to create a culture of inclusive- ness for today’s and tomorrow’s competitive world. As always from these two authors, a state-of-the-art book.”
—Peter B. Vaill, Professor University of St. Thomas
“In this stupendous book, Fred and Judith have unlocked the secret to success in this fast changing global economy. Their combined 50+ years of experience working with the best companies in the world gives them a unique perspective on how to create lasting change. Their methodology works! Every senior executive, manager, and change leader would benefit from reading this book and using the methodology presented.”
—Ava Albert Schnidman, Partner Deltech Consulting Group, Ltd
“At a time when events have caused some people to see differences as a threat, it is critical that we stop looking at diversity as an issue separate from how we run our businesses. The Inclusion Breakthrough goes beyond the typical call to change attitudes and gives business leaders practical examples of practices, policies, and procedures that have been used successfully to make positive change.”
—John W. Coné, former VP of Learning Dell Computer Corporation
