Jason Bloomfield

most diverse companies with least diverse companies and explained what they found when they compared business performance. And let me give you some quick bits of information there. So what they found was the most diverse companies tend to outperform their peers by 15%. They are 15% more likely to outperform their less diverse peers.

most diverse companies with least diverse companies and explained what they found when they compared business performance. And let me give you some quick bits of information there. So what they found was the most diverse companies tend to outperform their peers by 15%. They are 15% more likely to outperform their less diverse peers.

But that gap becomes quite stark when you compare top quartile companies in terms of diversity with bottom quartile companies. The gap then widens to 45%, four or five. Now talk with any business leader, technology leader, operational leader. Would you happily love a 45% increase in your likelihood of being successful and being performance and outperforming your peers in the marketplace?

But that gap becomes quite stark when you compare top quartile companies in terms of diversity with bottom quartile companies. The gap then widens to 45%, four or five. Now talk with any business leader, technology leader, operational leader. Would you happily love a 45% increase in your likelihood of being successful and being performance and outperforming your peers in the marketplace?

Absolutely. And what's so great about that study and the follow-on studies since in 2018, and again, I believe in 2021, is that it was found this was not a one-time slash in the pan. This wasn't a fluke. This was actually fact. And it helped to settle the debate. And so when we think about this global community of feedback loops that we have, we built diversity by design.

Absolutely. And what's so great about that study and the follow-on studies since in 2018, and again, I believe in 2021, is that it was found this was not a one-time slash in the pan. This wasn't a fluke. This was actually fact. And it helped to settle the debate. And so when we think about this global community of feedback loops that we have, we built diversity by design.

What that means is we looked across functions, we looked across regions and geographies, we looked across seniority levels, we looked across tenure, and we built by design a very diverse, representative, unbiased community. And that is what's been shaping The things that we work on. So now the voice of the community is what's informing the technology priorities.

What that means is we looked across functions, we looked across regions and geographies, we looked across seniority levels, we looked across tenure, and we built by design a very diverse, representative, unbiased community. And that is what's been shaping The things that we work on. So now the voice of the community is what's informing the technology priorities.

And so there's still more work to be done. I don't want to sound as though we're at the finish line, but we have made substantial strides in now doing things that people recognize and care about. and rewarding that with increased satisfaction scores. One quick example, there's a tool, I won't mention the name for obvious reasons.

And so there's still more work to be done. I don't want to sound as though we're at the finish line, but we have made substantial strides in now doing things that people recognize and care about. and rewarding that with increased satisfaction scores. One quick example, there's a tool, I won't mention the name for obvious reasons.

When I first joined, it was far and away the single greatest concern and complaint among employees. I said, okay, great. If we can't measure something, we can't manage it. So let's start measuring so we can manage. And that meant creating a global survey and some other things. And what we found was I wanted to use something that's globally recognized and not proprietary.

When I first joined, it was far and away the single greatest concern and complaint among employees. I said, okay, great. If we can't measure something, we can't manage it. So let's start measuring so we can manage. And that meant creating a global survey and some other things. And what we found was I wanted to use something that's globally recognized and not proprietary.

So we went with Net Promoter Score, NPS. And it basically says, how satisfied are you with a good product to the extent that you would or would not recommend it to friend or family? The range, for anyone unfamiliar with NPS, scores can go from a minus 100, being the worst, to a positive 100, being the best. I had never seen, ever, NPS scores this eye-wateringly negative. The first was a minus 83.

So we went with Net Promoter Score, NPS. And it basically says, how satisfied are you with a good product to the extent that you would or would not recommend it to friend or family? The range, for anyone unfamiliar with NPS, scores can go from a minus 100, being the worst, to a positive 100, being the best. I had never seen, ever, NPS scores this eye-wateringly negative. The first was a minus 83.

And we are almost a year and a half, two years on from that point. We are now at a minus four. We're still minus, but that is a significant gain. And before we, and one of the things that we do is we transparently and candidly communicate all information, all results back out to employees, whether it's good or bad, no spin, we just are direct and candid and transparent.

And we are almost a year and a half, two years on from that point. We are now at a minus four. We're still minus, but that is a significant gain. And before we, and one of the things that we do is we transparently and candidly communicate all information, all results back out to employees, whether it's good or bad, no spin, we just are direct and candid and transparent.

They've started to appreciate that. But what I do is before we publish those numbers, I'll get some of the other tool owners, because we do it across tools now, and I'll preview for them, hey, here are the latest results. And one thing that really sticks with me, one of my colleagues said something really generous and said, you know what? These numbers are living in such magnitude.

They've started to appreciate that. But what I do is before we publish those numbers, I'll get some of the other tool owners, because we do it across tools now, and I'll preview for them, hey, here are the latest results. And one thing that really sticks with me, one of my colleagues said something really generous and said, you know what? These numbers are living in such magnitude.

We haven't really done big changes in the systems. You know what I think this is? I think this is people feeling and knowing that they are heard. And I thought, wow, that's really powerful. And it would have been more, it would have been powerful if it was said to me one-on-one in a private conversation. But this person said this in front of their peers and then their peers chimed in as well.

We haven't really done big changes in the systems. You know what I think this is? I think this is people feeling and knowing that they are heard. And I thought, wow, that's really powerful. And it would have been more, it would have been powerful if it was said to me one-on-one in a private conversation. But this person said this in front of their peers and then their peers chimed in as well.