BUSINESSMANAGEMENTREVIEW.COMJULY - AUGUST 202519CXO INSIGHTSBy Elisa Lanciani, Head of Organization, People & Culture, BitronIMPLEMENTING DEIWe constantly talk about diversity, equity, and inclusion (DEI) policies and the need for companies to become more inclusive. However, we often overlook the origins of the stereotypes which cause the discrimination. This analysis is crucial for creating effective DEI strategies that address the underlying issues. So, let's take a step back and examine the historical roots that have contributed to the creation of these stereotypes and which continue to underlie the negative subculture we are striving to dismantle through various plans and strategies today.Stereotypes accumulate over time due to a combination of factors. We have to consider their causes, the cultural, psychological, and social factors which are causes of negative stereotypes about specific group: the lack of knowledge and information, the competition for limited resources (jobs, education, healthcare, etc.) and the unequal power dynamics where a privileged group strive to maintain their status. Additionally, we cannot overlook the impact of social influence, where individuals often conform to the expectations of the groups with which they identify. It's a lengthy list.Why is all this relevant? Well, if we fail to consider these factors and their profound impact on the organisation, the market and the people involved, we will be unable to effect meaningful change. But here's the catch: when it comes to DEI, we must remember that all companies and managers primarily focus on business goals and results. In simpler terms, they prioritise concrete, measurable outcomes over lofty theories of peace, harmony, and creativity. Let's be honest about this.Returning to a concrete and tangible dimension, we have historic European legislation; we are trying to develop the United Nations' sustainable principles and following the guidelines put in place by the European Institute for Gender Equality. However, the big question is: how do all of these align with the demands placed on companies? Especially the Italian companies appear to be lagging. They are not prepared to embrace the change that is no longer `coming in 15 years' but is now imminent. Many of them are not ready to meet the expectations of the younger generations.I firmly believe that if we do not help our managers understand how these factors are interconnected with the company's values and, consequently, with its business outcomes, we are essentially doomed from the outset. We may have good intentions, but without a clear set of specific objectives, actionable best practices, and the necessary tools to measure results, we are merely spinning our wheels.It would be wonderful to live in a world where it is enough to say, "It's the right thing to do", and wholeheartedly support it, regardless of the financial implications. However, let's discuss reality: can you imagine me going to our CFO and saying, "It's the right thing to do, no matter what the cost"?Sometimes, it seems like we are engaging in a lot of discussions but not presenting enough data.For example, if we all knew how much an inclusive environment could enhance company productivity, we might start thinking differently. This is a significant matter for many companies, not just mine.The key to initiating these discussions undoubtedly lies in the future. Imagining what lies ahead can be quite challenging, Elisa Lanciani
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