Diversity is the human and economic engine of organizations

In addition to the undeniable benefits in the work environment, diversity has a positive impact for the company: innovation and profitability. Diverse talent is the main value of a team in a cutting-edge business model.

“Teams with gender diversity make better business decisions 73% of the time, while teams with geographic and age diversity do so 87% of the time.” This is in the Bain & Company Report, which invites us to think about the concrete benefits of plurality in organizations.

Fernando Matzkin, Globant’s Chief Business Officer in North America, underlines that nowadays diversity is what gives value to a work group: “I think the concept of a team has changed over time. Years ago, the team concept was multidisciplinary and high-performance. Today, what differentiates a team is the power of the diversity it contains. In other words, this has to do with incorporating different cultures, ways of seeing the world and, consequently, various ways of solving a problem ”.

In diverse teams, a very healthy interaction is generated; an environment of good results and an ecosystem of innovation are created.

Advantages for companies working with diverse talents include a cutting-edge business model, above-average profitability, and a favorable work environment. Furthermore, from a diversity point of view of an organization, the most important factor that comes into play is the ability to generate innovative, disruptive ideas that make a difference. The latter is the number one goal at Globant, which was born with the purpose of generating non-traditional digital experiences. In addition, the speed of growth of the company – which hires 1,500 people per month – facilitates the formation of diverse, multi-localized teams. This is why, “Globant’s vision has innovation at the center of its culture to transform the way in which humans interact with technology. This is key, because the ability to innovate does not exist if a team is not diverse in every way: in terms of gender, nationality, culture and thinking, to name a few ”, emphasizes Matzkin.

The case of Smile Direct Club in the United States is a good example: it offers dental health services that include dental aligners made with 3D printers, which are a cheaper. For this client, a team of 200 people from Argentina, Colombia and Eastern Europe was assembled in three months. The speed with which the team was created is directly related to the magnitude of the impact, its power of transformation. Each stage of the process – such as product development and orientation – was affected by the cultural diversity of its participants. The key is that in all stages Globant aims to do something different and innovative without ever emulating the competition. It is a powerhouse of disruptive ideas.

Diversity has infinite nuances and the more you contemplate, the better. For example, Mercedes Mac Pherson, Chief People Officer EMEA of Globant, proposes resources to leave heteronormalcy behind in the way we communicate and accompany cultural change, being mindful of language in social and work ties. The organization offers training to reduce unconscious biases. The goal is to create work environments that provide psychological safety.

Globant also has a community framework, through which people can summon themselves according to interests or a common denominator. Those same people are the ones who could give talks on these issues that bring together communities within the company. “It is important that there is an ongoing conversation between the community and the company,” concludes Mac Pherson. Along the same lines, she emphasizes that diversity is constituted from institutions: family, school, work space. And she highlights the enormous transversality without segmentation that exists in the company’s programs, which is what makes it more diverse and, consequently, capable of generating diversity in business.

Diversity management is the ability to attract different perspectives, personalities and realities, male and female employees who will contribute to the competitive advantages of a company. For Trent Henry, Global Vice Chair of Talent at Ernst & Young, diversity is linked to a superior type of leadership. Henry proposes to build an organizational culture in which all members can feel welcome and, therefore, achieve high performance, since now people choose to join organizations that have a purpose: an organizational culture that celebrates differences and encourages each person to express themselves authentically at work which, in turn, will allow a greater economic return. Henry highlights this relationship between diversity in a company and better financial performance.

When a leader understands that each person has something distinctive to contribute, first and second line teams are nurtured by diversity of visions and result in an excellent platform for creativity and innovation in organizations. People from different contexts, crossed by varied realities, bring with them unique talents, experiences and abilities that are enhanced in interaction with the team. What makes everyone unique is what also opens up new dynamics in companies.

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