Greg Morley

If I think about when I've had conversations with leaders and they've struggled to build enough competence in their organization or enough experience. depth in their organization to have real success, that's a partnership that we could have together where I can help them. Again, the business is being driven there, not by HR.

If I think about when I've had conversations with leaders and they've struggled to build enough competence in their organization or enough experience. depth in their organization to have real success, that's a partnership that we could have together where I can help them. Again, the business is being driven there, not by HR.

HR does play certain roles in an organization, certain control roles, certain investment roles, development roles, hiring roles. All of those are part of creating a dynamic, resilient, evolving organization. And I think the best partnerships are those like I explained when a senior leader can say, on my right hand is one function, but on my other is HR.

HR does play certain roles in an organization, certain control roles, certain investment roles, development roles, hiring roles. All of those are part of creating a dynamic, resilient, evolving organization. And I think the best partnerships are those like I explained when a senior leader can say, on my right hand is one function, but on my other is HR.

Sure. If I think about my experience within diversity, equity, and inclusion, even that has changed since I was first involved with diversity at Disney, say 20 years ago, and then leading it for a while at Hasbro. And then of course leading it within my most recent experience in MOA, Tennessee. I would say that my experience was one of learning from my own failures in the past in this space.

Sure. If I think about my experience within diversity, equity, and inclusion, even that has changed since I was first involved with diversity at Disney, say 20 years ago, and then leading it for a while at Hasbro. And then of course leading it within my most recent experience in MOA, Tennessee. I would say that my experience was one of learning from my own failures in the past in this space.

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.