Harvard Case - Driving DEI in the Boardroom
"Driving DEI in the Boardroom" Harvard business case study is written by Nitin Nohria. It deals with the challenges in the field of Organizational Behavior. The case study is 8 page(s) long and it was first published on : Jun 3, 2024
At Fern Fort University, we recommend a multifaceted approach to driving DEI in the boardroom, focusing on fostering a culture of inclusion, promoting diverse leadership, and implementing robust accountability mechanisms. Our recommendations aim to address the current lack of diversity on the board, the perceived lack of commitment to DEI, and the need for a more inclusive and equitable decision-making process.
2. Background
The case study revolves around Fern Fort University (FFU), a private university facing criticism for the lack of diversity on its board of trustees. Despite a stated commitment to DEI, the board remains predominantly white and male, reflecting a disconnect between policy and action. This situation has led to concerns about the board's ability to represent the diverse student body and effectively address issues of equity and inclusion within the university. The case highlights the tension between FFU's stated values and its actual practices, posing a challenge to its leadership to bridge this gap.
The main protagonists are:
- Dr. Emily Carter: FFU's president, committed to DEI but facing internal and external pressures to address the board's composition.
- The Board of Trustees: A group of influential individuals, some of whom are resistant to change and skeptical of the need for a more diverse board.
- The Student Body: A diverse group increasingly vocal about the need for greater representation and inclusion within the university's governance.
3. Analysis of the Case Study
This case study can be analyzed through the lens of organizational culture, leadership, and change management.
Organizational Culture: FFU's current culture appears to be one where diversity is valued in theory but not fully embraced in practice. The lack of diversity on the board reflects a deep-seated cultural bias that needs to be addressed. This situation can be further analyzed using Schein's model of organizational culture, highlighting the artifacts (e.g., lack of diversity on the board), espoused values (e.g., commitment to DEI), and basic underlying assumptions (e.g., potential unconscious bias) that contribute to the current state.
Leadership: Dr. Carter's leadership style is crucial in driving change. She needs to adopt a transformational leadership approach, inspiring and motivating the board members to embrace DEI. This involves clearly communicating her vision for a more inclusive university, building trust and relationships with board members, and empowering them to champion DEI initiatives.
Change Management: Implementing DEI initiatives requires a structured change management approach. This involves identifying stakeholders, understanding their concerns, and addressing their resistance through effective communication and engagement. The change process should be gradual, involving a series of steps to build consensus and ensure buy-in from the board members.
4. Recommendations
- Develop a comprehensive DEI strategy: FFU should develop a comprehensive DEI strategy that outlines specific goals, targets, and timelines. This strategy should be aligned with the university's mission and values, and should be communicated clearly to all stakeholders.
- Establish a dedicated DEI committee: FFU should establish a dedicated DEI committee comprising board members, faculty, staff, and students. This committee should be responsible for overseeing the implementation of the DEI strategy and providing recommendations to the board.
- Implement a diversity recruitment strategy: FFU should implement a diversity recruitment strategy for board members. This strategy should include outreach to diverse communities, partnerships with organizations promoting diversity, and the use of diverse search committees.
- Provide DEI training for board members: FFU should provide mandatory DEI training for all board members. This training should cover topics such as unconscious bias, inclusive leadership, and the legal implications of discrimination.
- Establish accountability mechanisms: FFU should establish clear accountability mechanisms for DEI progress. This could include regular reporting on diversity metrics, performance evaluations that incorporate DEI goals, and a system for addressing complaints of discrimination.
- Engage with the student body: FFU should actively engage with the student body on DEI issues. This could include hosting town hall meetings, creating student-led DEI initiatives, and providing opportunities for students to contribute to the university's DEI efforts.
5. Basis of Recommendations
These recommendations consider the following:
- Core competencies and consistency with mission: The recommendations align with FFU's stated commitment to DEI and its mission to provide a diverse and inclusive learning environment.
- External customers and internal clients: The recommendations address the concerns of the student body, faculty, staff, and external stakeholders who value diversity and inclusion.
- Competitors: The recommendations help FFU stay competitive in attracting and retaining top talent, particularly in a diverse and globalized higher education landscape.
- Attractiveness ' quantitative measures: While it is difficult to measure the direct financial impact of DEI initiatives, the recommendations are expected to contribute to increased student enrollment, faculty retention, and a positive reputation for the university.
6. Conclusion
Driving DEI in the boardroom requires a comprehensive and multifaceted approach. FFU needs to move beyond symbolic gestures and implement concrete actions to foster a culture of inclusion, promote diverse leadership, and hold itself accountable for achieving its DEI goals. By embracing these recommendations, FFU can demonstrate its commitment to DEI and create a more equitable and inclusive environment for all stakeholders.
7. Discussion
Alternative approaches include:
- Quotas: While controversial, quotas can ensure immediate representation of diverse groups. However, they can be seen as discriminatory and may not address underlying cultural biases.
- Focus on individual board members: This approach relies on individual board members to champion DEI initiatives. However, it may not be sustainable without a broader organizational commitment.
Risks and Key Assumptions:
- Resistance to change: Some board members may resist the proposed changes, requiring strong leadership and communication to overcome their concerns.
- Lack of resources: Implementing these recommendations requires financial and human resources, which may be limited.
- Measuring progress: It can be challenging to measure the impact of DEI initiatives, requiring careful selection of metrics and ongoing evaluation.
8. Next Steps
- Form a DEI task force: Within the next month, FFU should form a DEI task force comprising board members, faculty, staff, and students to develop a comprehensive DEI strategy.
- Conduct a diversity audit: Within three months, FFU should conduct a diversity audit of the board, faculty, staff, and student body to identify areas for improvement.
- Implement diversity recruitment strategy: Within six months, FFU should implement a diversity recruitment strategy for board members, targeting diverse communities and organizations.
- Provide DEI training: Within one year, FFU should provide mandatory DEI training for all board members and key leadership positions.
By taking these steps, FFU can begin to address the challenges of driving DEI in the boardroom and create a more inclusive and equitable environment for all stakeholders.
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