Diversity and diverse thinking bring other advantages, too. The evolution of Netflix illustrates this point: having started as a store-based DVD rental business, it then shifted to a subscription-based DVD-by-mail service in 1999, and a decade later morphed into a streaming service. Which meant that by the time COVID-19 swept the world they were ready, pulling in 16 million new accounts between February–March 2020.
It’s a brilliant example of not being tied to a set way of doing things, of being able to rethink how you approach your operations. “The most important thing we’ve learned,” says Vernā Myers, VP of Inclusion Strategy, “is that when we pair culture with diversity and inclusion, it unlocks our ability to innovate, to be creative, to solve problems. It breaks up groupthink. It brings different lived experiences and perspectives to a problem, so that we’re no longer solving them in old ways. And we can better entertain our current and future members.”
Organisations that are open to diverse views, and recruit people who think, look and feel differently, benefit from different voices at the table. A heterogeneous workforce keeps bosses on their toes, ensures businesses don’t get stuck in a rut, and prepares them for future challenges. No more so than how they can make their supply chains more agile, more sustainable, and ultimately more profitable.