Foreword

Diversity and inclusion must be at the core of an organization’s culture. There is no such thing as a successful “get by” diversity strategy. But for those who are willing to make the cultural change required to support an effective diversity strategy, the gains in organizational performance will be remarkable. With nearly thirty years in corporate settings, I have seen the power of diversity and inclusion, as well as the weakness of narrow cultural settings. I believe that the leaders of all organizations should be asking, “When will we begin to execute our diversity and inclusion strategy?” There are no “ifs” about it.

If you share these views, you know that a special and powerful synergy can exist in teams of people with wide-ranging differences. If you seek to create this synergy in your own organization, this book will be a valuable tool. Fred Miller and Judith Katz have devoted their professional lives to the principles of cultural diversity and inclusion. This book is a rich compendium of their learning and experience. I was honored when they asked me to share my perspective in this foreword.

The greatest value I can lend in this space is to underscore the authors’ views on the commitments that must come from the top of any organization intent on creating a diverse and inclusive culture. The primary commitments needed from senior leaders are clear and often-repeated statements of purpose, a tight alignment of the culture change strategy with the business or organizational strategy, and demonstrated behaviors by the senior leadership team, consistent with their declarations of purpose. If any of these are missing, the result at best is what Fred and Judith call diversity in a box. At worst, weak senior commitment or a perceived lack of organizational relevance will only encourage the doubters and outright cynics.

Every organization must find its own statement of purpose in pursuing a culture of inclusion. One size does not fit all. At Toyota, our work towards creating a culture of inclusion is in harmony with and supports our vision “to become the most successful and respected car company in America.” The statement of purpose must be understood to embody the larger goals and aspirations of the organization and must be communicated, communicated, and then communicated some more. Just as you begin to think you are driving everyone to distraction with your repetition, many will be hearing your commitment for the first time.

Some organizations avoid the necessary commitment to a diversity strategy because they fear it will be divisive, pitting groups or cultures against one another and alienating the dominant group with no benefit to anyone. Certainly that is a risk with any halfhearted, diversity in a box approach. And even with a well-executed effort, senior leaders must expect and endure some resistance and push back in the early stages. Every culture change initiative has its commitment-testing phase, but with a sustained clarity of purpose and perseverance, there will be an Inclusion Breakthrough. The breakthrough occurs as a result of the process of discovering, acknowledging, and valuing the differences in people. Although the process is often tough, it cannot be skipped or cut short. It is the pathway to inclusion and, by that inclusion, the pathway to all of the talent and power in your organization.

Douglas M. West

Senior Vice President and Chief Administrative Officer

Toyota Motor Sales USA Torrance, California

February 2002