Matheus Carvalho
Director of Global Inclusion & Diversity Services, Inclusive Employers
While 67% of global leaders report that culture is more important than strategy or operations,1 how many truly address this crucial dimension when addressing inclusion and diversity needs?
Developing effective inclusion and diversity (I&D) strategies is no small feat. Challenges abound, from prioritising needs to overcoming resistance to change. Now, imagine multiplying this complexity tenfold in a global context — one where diverse cultural norms, geographical variations and legal frameworks intersect.
Cultural intelligence: a global imperative
Thriving in a diverse world demands cultural intelligence. Understanding nuances, appreciating differences and adapting strategies are essential. This year’s Global Inclusion Week (10–14 June) underscores the importance of cultural intelligence in fostering inclusion across cultures.
Multinational organisations often stumble by adopting a one-size-fits-all approach to I&D. This overlooks a fundamental truth: culture matters. Beyond surface-level markers like religion and nationality, culture comprises intricate layers. Picture culture as an iceberg: the visible tip represents only 10% of the whole. Beneath the surface lie intangible elements — values, beliefs and mindsets — that outsiders often struggle to grasp.
Beyond surface-level markers like religion and
nationality, culture comprises intricate layers.
The hidden depths of culture
Blanket approaches prevail in English-speaking Western cultures. Organisations based in the UK and US may assume their methods universally apply. Yet, this stems from misconceptions that their approaches are inherently superior or more progressive.
The term ‘glocal’ resonates globally. It fuses global and local strategies, enabling organisations to adapt while preserving core identity. Yet, it can inadvertently reinforce power imbalances. For instance, a ‘glocal’ campaign promoting foreign products should genuinely collaborate with local talent. Leaders must honour diverse voices and cultural authenticity.
Strategically navigating global I&D requires finesse. Start by assessing local experiences — through interviews, surveys or focus groups. Overlooking these can lead to reactions ranging from disinterest to outright resentment.
Cultural humility and best practices
In today’s socially conscious landscape, leaders grapple with historical power dynamics. To foster equity, practice cultural humility. Leaders should ask themselves: Would decisions change elsewhere? Whose voices have we overlooked? Are our leaders representative of the societies we serve?
Being culturally intelligent is vital for inclusion and diversity success. Understand regional nuance; it’s an investment that pays dividends. Don’t ignore what lies beneath the iceberg; consider it an opportunity to get it right.
[1] Global Culture Survey 2021: PwC