Greg Morley

Great question. And the insight about culture is spot on. The evolution that I went on from Disney to Hasbro to Mullet Hennessy was important because Disney, it's basically an American multinational company. It has a way of doing things, which is fairly consistent around the world. Hasbro, similar.

Great question. And the insight about culture is spot on. The evolution that I went on from Disney to Hasbro to Mullet Hennessy was important because Disney, it's basically an American multinational company. It has a way of doing things, which is fairly consistent around the world. Hasbro, similar.

Moet Hennessy, very different because as you mentioned, Moet Hennessy is a conglomerate and it's a conglomerate within a conglomerate, which LVMH is a holding company and a conglomerate. So of the 26 different companies that exist within Moet Hennessy, and when I talk about companies, it's things like Dom Perignon or Belvedere Vodka or Hennessy Cognac or Vaux-Picot champagne, Cloudy Bay wine.

Moet Hennessy, very different because as you mentioned, Moet Hennessy is a conglomerate and it's a conglomerate within a conglomerate, which LVMH is a holding company and a conglomerate. So of the 26 different companies that exist within Moet Hennessy, and when I talk about companies, it's things like Dom Perignon or Belvedere Vodka or Hennessy Cognac or Vaux-Picot champagne, Cloudy Bay wine.

It's very different products that come from very different places and therefore have very different cultures. What's important about the practice of creating inclusive cultures is you have to understand the culture of the organization before you come up with a solution.

It's very different products that come from very different places and therefore have very different cultures. What's important about the practice of creating inclusive cultures is you have to understand the culture of the organization before you come up with a solution.

And I tell this example in the book where a guy I was working with, a friend of mine from Hong Kong, he did a lot of development work in East Africa. worked for an NGO, and one of their mantras was, don't just do something, or don't just stand there, do nothing. Now, most of the time you say, don't just stand there, do something, right?

And I tell this example in the book where a guy I was working with, a friend of mine from Hong Kong, he did a lot of development work in East Africa. worked for an NGO, and one of their mantras was, don't just do something, or don't just stand there, do nothing. Now, most of the time you say, don't just stand there, do something, right?

If there's a fire or there's refrigerators open, don't just stand there, do something, close the door. But in development work with their view is sometimes doing something right away is the worst thing. So we need to have positive intent about how we want to change organizations. But we also need to be observant. We need to understand the culture.

If there's a fire or there's refrigerators open, don't just stand there, do something, close the door. But in development work with their view is sometimes doing something right away is the worst thing. So we need to have positive intent about how we want to change organizations. But we also need to be observant. We need to understand the culture.

We need to understand what's important to the people in the organization. And again, back to your powerful story, we need to understand the stories that exist in the organization. So why is that relevant then when we talk about a kind of East-West approach to diversity and inclusion?

We need to understand what's important to the people in the organization. And again, back to your powerful story, we need to understand the stories that exist in the organization. So why is that relevant then when we talk about a kind of East-West approach to diversity and inclusion?

So what I found in Asia, because of the more collective environment and collective culture that exists, is that we really do need to start with the stories of people in the organization, rather than starting with the KPI that we want to achieve. So we know that in Asian Eastern culture, family, collective culture is much more important than it is maybe in many places in the West.

So what I found in Asia, because of the more collective environment and collective culture that exists, is that we really do need to start with the stories of people in the organization, rather than starting with the KPI that we want to achieve. So we know that in Asian Eastern culture, family, collective culture is much more important than it is maybe in many places in the West.

So it's important to understand what are the stories of people in the organization and how do those stories get told so that the people around those people can

So it's important to understand what are the stories of people in the organization and how do those stories get told so that the people around those people can

create inclusion or create inclusive environments not because we're doing it because somebody gave us a kpi we're doing it because it's part of the family and that i think is a important nuanced approach to way we develop diversity inclusion strategies in asia versus the way it would be done in the us or to some extent in europe

create inclusion or create inclusive environments not because we're doing it because somebody gave us a kpi we're doing it because it's part of the family and that i think is a important nuanced approach to way we develop diversity inclusion strategies in asia versus the way it would be done in the us or to some extent in europe

So you have to start with the culture of the organization and the culture, which is the dominant culture in which the organization works. So if it's Hong Kong culture, it's Japanese culture, or whether it's Taiwanese culture, and then build out from that versus saying we're going to have 50% target on gender.

So you have to start with the culture of the organization and the culture, which is the dominant culture in which the organization works. So if it's Hong Kong culture, it's Japanese culture, or whether it's Taiwanese culture, and then build out from that versus saying we're going to have 50% target on gender.