Greg Morley

Also trying to diagnose over time why in the organizations I worked and in other organizations where we had really not made significant progress over such a long period of time on something that's so fundamental to the business. And I'd start with why is it fundamental to the business? In any business, it's fundamental that your organization understands the consumer, the end user, the client.

Also trying to diagnose over time why in the organizations I worked and in other organizations where we had really not made significant progress over such a long period of time on something that's so fundamental to the business. And I'd start with why is it fundamental to the business? In any business, it's fundamental that your organization understands the consumer, the end user, the client.

And that understanding, I think, comes mainly through the people who are on the front line of the organization working with those clients, consumers. It comes from the people who work in the research part of the organization. It comes from the leaders who are reflective of the markets in which we work. So representation is critical.

And that understanding, I think, comes mainly through the people who are on the front line of the organization working with those clients, consumers. It comes from the people who work in the research part of the organization. It comes from the leaders who are reflective of the markets in which we work. So representation is critical.

And then making sure that when we have a representative company, that people can be fully participating and heard and work in a safe space and really be adding value to the organization. So those things are part of how I sort of, when we started to kick off this effort four years ago in Moet Hennessy, thinking about, okay, how do we get started?

And then making sure that when we have a representative company, that people can be fully participating and heard and work in a safe space and really be adding value to the organization. So those things are part of how I sort of, when we started to kick off this effort four years ago in Moet Hennessy, thinking about, okay, how do we get started?

And one of the things that I recognized from my experience and again, some of my failures is you really have to start with the end in mind. So what was it as an organization we were trying to impact positively by becoming more diverse, more inclusive, and more equitable?

And one of the things that I recognized from my experience and again, some of my failures is you really have to start with the end in mind. So what was it as an organization we were trying to impact positively by becoming more diverse, more inclusive, and more equitable?

And for us, it was creating an organization that was more reflective of our consumers and customers so that we could make sure that as we were growing the business, that was able to scale up because we understand better the consumer and the customer and that we create more of a reason to be in the company. So one could take two different approaches.

And for us, it was creating an organization that was more reflective of our consumers and customers so that we could make sure that as we were growing the business, that was able to scale up because we understand better the consumer and the customer and that we create more of a reason to be in the company. So one could take two different approaches.

One could immediately go out and start saying, okay, I want every profile of every recruitment to have a diverse candidate slate. That's an approach, which we did some of that in some organizations. The other way to go is let's rewire the system. And so we took very much, I would say, a rewire the system.

One could immediately go out and start saying, okay, I want every profile of every recruitment to have a diverse candidate slate. That's an approach, which we did some of that in some organizations. The other way to go is let's rewire the system. And so we took very much, I would say, a rewire the system.

I mean, making sure that the processes, policies, structures in the organization were prepared to post a more diverse and inclusive workforce. So things like making sure we had domestic partner policies, making sure that we had a relatively clean hiring process that was as free as possible of bias.

I mean, making sure that the processes, policies, structures in the organization were prepared to post a more diverse and inclusive workforce. So things like making sure we had domestic partner policies, making sure that we had a relatively clean hiring process that was as free as possible of bias.

making sure that when we were selecting people for development opportunities, it was done in a equitable way, not in a way that maybe there was some bias or unconscious bias. And then making sure that our communication to the whole organization was consistent and thorough about what was happening. And over time, we started to see impact in certain metrics.

making sure that when we were selecting people for development opportunities, it was done in a equitable way, not in a way that maybe there was some bias or unconscious bias. And then making sure that our communication to the whole organization was consistent and thorough about what was happening. And over time, we started to see impact in certain metrics.

The other thing that was critically important in this success story, which is still being written, is to make sure that we had senior leadership, not just supporting, but advocating. There's nothing more powerful than the CEO saying something's important and saying it over and over and over for the rest of the organization to think that must be important if he keeps saying that.

The other thing that was critically important in this success story, which is still being written, is to make sure that we had senior leadership, not just supporting, but advocating. There's nothing more powerful than the CEO saying something's important and saying it over and over and over for the rest of the organization to think that must be important if he keeps saying that.

And that created, I would say, a bit of a sandwich. which was we had this top direction from the top, voice at the top, sort of passionate way of speaking of diversity and inclusion. And then we were firing up the organization, so you had a bit of a grassroots energy as well.

And that created, I would say, a bit of a sandwich. which was we had this top direction from the top, voice at the top, sort of passionate way of speaking of diversity and inclusion. And then we were firing up the organization, so you had a bit of a grassroots energy as well.