Let’s go from the macro to the micro:
Globalization implied, among other things, the erosion of national borders and, with this, a profound change in States’ sovereignty. Drug trafficking, climate change, terrorism and, as a product of all of them, the migratory phenomenon (which ranges from Central and South America to the remotest corners of the Middle East) show that, since these problems are not restricted to a mere national border, only coordinated action (carried out by the different agents of today’s world) is needed to solve them. Nothing like the latest pandemic to exemplify this.
This reasoning can also be taken to a smaller scale; we can say the same thing about the inner dynamics of a company. Who would dare, in today’s turbulent world, to venture out alone and without the help and experience of others? An interesting point here has to do with the apparent correlation between “multinational SMEs” —something that seems almost an oxymoron (small but with international scope)— and the respect for diversity. This international scope is attributed, at least partly, to the attitude of curiosity and shared learning, as well as to the multifaceted environment in which these exchanges take place and these enterprises emerge.
Cultural diversity, in addition to being a key piece to know more than one single story and to build a “tolerably fair” society, is something essential to improve professional performance. It is not accidental that a diverse team (with management that defends and supports it) reaches better solutions, is more versatile, and has a better capacity to adapt. Quoting Boston Consulting Group:
”"The positive relationship between management diversity and innovation is statistically significant, meaning that companies with higher levels of diversity get more revenue from new products and services"(BCG, The Mix That Matters, 2017).
We usually use the expression “you’re like a Swiss army knife” to refer to an instrument famous for its multiplicity of functions and where all of its parts have the possibility of contributing. We can draw an analogy between this and those companies that bet on diversity. As Harvard University’s Business Review argues: “Diversity unlocks innovation by creating an environment where ‘outside the box’ ideas are heard” (HBR, How Diversity Can Drive Innovation, 2013).
Diversity, whether concerning gender, ethnicity, sexual orientation, professional experiences and personal backgrounds, allows a company and working group to take on new perspectives, advocate for equity among human beings and, enriched by these differences, develop a holistic view and a better approach to the objectives set out to achieve.
For us it is very important to cultivate and defend the culture of diversity. Let’s be part of this commitment and build not only a better future, but a more comfortable one, with a higher standard of living and more promising results.
Find out more about how Epidata lives this challenge!