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Harvard Case - AllIn: Inclusion and Diversity at Dow in Asia Pacific

"AllIn: Inclusion and Diversity at Dow in Asia Pacific" Harvard business case study is written by Hwee Hoon Tan, Thomas Lim. It deals with the challenges in the field of Strategy. The case study is 13 page(s) long and it was first published on : Aug 17, 2021

At Fern Fort University, we recommend Dow implement a comprehensive strategy for fostering inclusion and diversity across its Asia Pacific operations. This strategy should focus on building a strong foundation of organizational culture, promoting leadership development, and leveraging technology and analytics for data-driven decision making. By embracing these principles, Dow can unlock the full potential of its diverse workforce, gain a competitive advantage in the region, and achieve its ambitious growth targets.

2. Background

The case study focuses on Dow's efforts to promote inclusion and diversity (I&D) within its Asia Pacific operations. The company faces challenges in attracting and retaining diverse talent, particularly women and underrepresented minorities. This is further complicated by the region's diverse cultural landscape and the need to adapt to local contexts. The case highlights Dow's 'AllIn' initiative, which aims to create a more inclusive and diverse workplace.

The main protagonists of the case study are:

  • Jim Fitterling: Dow's CEO, who emphasizes the importance of I&D for business success.
  • Karen S. Carter: Dow's Chief Inclusion and Diversity Officer, who leads the 'AllIn' initiative.
  • Regional leaders: Responsible for implementing I&D initiatives in their respective countries.
  • Employees: The diverse workforce that Dow aims to engage and empower.

3. Analysis of the Case Study

To analyze Dow's situation, we can utilize a framework that combines Porter's Five Forces, SWOT analysis, and Value Chain analysis.

Porter's Five Forces:

  • Threat of New Entrants: High. The chemical industry in Asia Pacific is characterized by strong competition and a growing number of emerging players.
  • Bargaining Power of Buyers: Moderate. Dow's customers are large multinational companies with significant bargaining power.
  • Bargaining Power of Suppliers: Moderate. Dow relies on a diverse range of suppliers, some of whom have significant market share.
  • Threat of Substitute Products: Moderate. Dow faces competition from alternative materials and technologies.
  • Competitive Rivalry: High. The industry is highly competitive, with several large players vying for market share.

SWOT Analysis:

Strengths:

  • Strong brand reputation and global reach.
  • Expertise in technology and innovation.
  • Commitment to sustainability and corporate social responsibility.
  • Experienced leadership team.

Weaknesses:

  • Challenges in attracting and retaining diverse talent.
  • Lack of consistent I&D practices across the region.
  • Difficulty in adapting to different cultural contexts.

Opportunities:

  • Growing demand for chemicals in emerging markets.
  • Increasing focus on sustainability and environmental responsibility.
  • Technological advancements in the chemical industry.

Threats:

  • Economic volatility and political instability in the region.
  • Competition from emerging players.
  • Regulatory changes and environmental concerns.

Value Chain Analysis:

Dow's value chain involves various activities, including research and development, manufacturing, marketing, sales, and customer service. I&D initiatives can enhance each stage of the value chain by fostering innovation, improving employee engagement, and strengthening customer relationships.

4. Recommendations

Dow should implement the following recommendations to achieve its I&D goals:

1. Build a Strong Foundation of Organizational Culture:

  • Define Clear Values and Principles: Develop a comprehensive I&D strategy that aligns with Dow's core values and mission.
  • Foster Inclusive Leadership: Train leaders at all levels on I&D principles and provide them with the tools and resources to create inclusive work environments.
  • Promote Open Communication: Encourage open dialogue and feedback on I&D issues.
  • Celebrate Diversity: Recognize and celebrate the unique contributions of all employees.

2. Promote Leadership Development:

  • Invest in Diversity Training: Provide targeted training programs to develop leaders who are committed to fostering inclusion and diversity.
  • Create Mentorship Programs: Establish mentorship programs that connect diverse employees with experienced leaders.
  • Promote Women and Underrepresented Minorities: Create opportunities for women and underrepresented minorities to advance in their careers.

3. Leverage Technology and Analytics:

  • Implement Data-Driven Decision Making: Use data and analytics to identify and address I&D challenges.
  • Develop Diversity and Inclusion Metrics: Track key metrics to measure progress and identify areas for improvement.
  • Utilize Technology to Enhance Communication and Collaboration: Leverage technology to facilitate communication and collaboration across diverse teams.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core Competencies and Consistency with Mission: The recommendations align with Dow's commitment to innovation, sustainability, and corporate social responsibility.
  • External Customers and Internal Clients: The recommendations aim to create a more inclusive and diverse workforce that can better serve Dow's customers and internal clients.
  • Competitors: The recommendations are designed to help Dow gain a competitive advantage in the region by attracting and retaining top talent.
  • Attractiveness: The recommendations are expected to lead to improved employee engagement, higher retention rates, and increased innovation.

Assumptions:

  • Dow is committed to investing in I&D initiatives.
  • Leaders are willing to embrace change and champion I&D.
  • Employees are receptive to diversity and inclusion programs.

6. Conclusion

By implementing a comprehensive strategy that focuses on building a strong foundation of organizational culture, promoting leadership development, and leveraging technology and analytics, Dow can create a more inclusive and diverse workplace in Asia Pacific. This will enable the company to unlock the full potential of its diverse workforce, gain a competitive advantage in the region, and achieve its ambitious growth targets.

7. Discussion

Alternatives:

  • Ignoring I&D: This would be a short-sighted approach that could lead to talent shortages, decreased employee engagement, and reputational damage.
  • Implementing a piecemeal approach: This could lead to inconsistent I&D practices and a lack of progress.

Risks:

  • Resistance to change: Some employees and leaders may resist change.
  • Lack of commitment from leadership: If leadership is not fully committed, the initiative may not succeed.
  • Cultural differences: Different cultural contexts may require different approaches to I&D.

Key Assumptions:

  • Dow is committed to investing in I&D initiatives.
  • Leaders are willing to embrace change and champion I&D.
  • Employees are receptive to diversity and inclusion programs.

8. Next Steps

  • Develop a detailed I&D strategy: Define specific goals, objectives, and action plans.
  • Implement pilot programs: Test different approaches and gather feedback.
  • Track progress and measure results: Use data and analytics to monitor progress and identify areas for improvement.
  • Communicate progress and celebrate successes: Share progress with employees and stakeholders.
  • Continuously evaluate and adapt: Review the strategy and make adjustments as needed.

By taking these steps, Dow can create a more inclusive and diverse workplace in Asia Pacific, unlocking the full potential of its diverse workforce and achieving its ambitious growth targets.

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Case Description

After US materials science company Dow decided to renew its focus on inclusion and diversity (I&D), it opted to use its Employee Resource Groups (ERGs) to enable its staff to embrace this cause and effect a cultural change across its locations worldwide. As this case focuses on Dow's efforts in Asia Pacific, it delves specifically into how Dow's ERGs in Greater China, Japan, Indonesia, Singapore, and Thailand have helped raised staff awareness about I&D issues in these locations. In particular, Dow staff were educated on areas such as disability, gender equality, mental health, inter-generational workforce, and the marginalised in society through the various activities organised by the ERGs.

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