Rajesh Aggarwal, MD PhD FRCS FACS. Professor of Surgery and Senior Vice President of Strategic Business
Development, Thomas Jefferson University and Jefferson Health
Stephen Spinelli Jr., MBA PhD, Chancellor Thomas Jefferson University
Lisa Wang, US Hall of Fame Gymnast, CEO, SheWorx
Kelley Black, Founder, KelleyBlackGlobal
Diversity in organizations maintains a
traditional perspective with general regard to traits that one is born with,
i.e. inherent diversity, such as race, sex, and sexual orientation. Metrics of
success comprise workforce numbers, proportion of those in leadership
positions, and strategies for recruitment of new hires.
Most leaders and managers
agree and accept that organizations benefit from a diverse workforce. How this
notion impacts upon innovation can be challenging to measure, evolve and
embrace, at all levels of the organization.
Acquired diversity involves
traits which one gains from experience – such as working in a different region
or country to appreciate cultural differences, selling to a new customer pool to
gain additional knowledge or prospects, enrolling in education and training
opportunities which are novel and wide-ranging, and surrounding oneself with
individuals and groups from different industry sectors and verticals.
and organizations that exhibit inherent and acquired diversity, i.e.
two-dimensional diversity, tend to out-innovate and out-perform others. In such
environments, innovation is unlocked and actively pursued through ensuring
that everyone is heard, making it safe to propose novel ideas, giving team
members decision-making authority, sharing credit for success, giving
actionable feedback, and implementing feedback from the team.