women-guiding-teamates

Nice? No.
NECESSARY.
Putting DEI in the DNA

For SAP, diversity, equity, and inclusion (DEI) isn’t just ‘important.’
It’s much more than that.

“DEI ISN’T A MORAL CHALLENGE. IT’S A BUSINESS CHALLENGE.”

the situation background image

The Situation

With more than 100,000 employees representing 150 nationalities, as well as cultures, ethnicities, sexual orientations, and physical abilities throughout the entire spectrum, SAP is inherently diverse and no stranger to the benefits of that diversity. Indeed, the company was proud of the progress it had made, but progress doesn’t have a finish line. Margot Goodson, VP and head of Diversity and Inclusion, North America, knew the company could do more.

Goodson herself puts it best:

“The myriad of reasons for inclusivity and the benefits it brings to the workplace culture and business outcomes are so exponential, just understanding them is part of it, because sometimes people see DEI as a moral challenge—and it’s not, it’s a business challenge. People see it as a ‘nice thing to do’—and it’s not, it’s a necessity.”

Goodson’s passion on the topic is infectious. As she elaborates, “By embedding diversity and inclusion into their DNA, companies can experience benefits including increased employee engagement, higher productivity and innovation, better customer satisfaction, and stronger financial results.”

The challenge was clear: strong DEI practices could not be optional. Nor could DEI just be a training play; the company knew it had to inculcate DEI as a core component of its cultural DNA.

THE SOLVE

DEI = ‘BETTER’
BETTER ENGAGEMENT, PRODUCTIVITY, INNOVATION, FINANCIAL RESULTS

The IMPACT

Workshops are one thing. Meaningful behavioral change is another.

To measure the project’s impact, Deloitte custom-built a baseline 36-question survey in advance of the workshops. The result was a treasure trove of data on each participant’s inclusive mindset.

The team believes this project is the largest of its kind in North America. It has delivered 86 sessions to 43 cohorts of more than 25 participants over a 13-week schedule, enabling more than 900 SAP and SAP Concur leaders.

The project generated hundreds of DEI commitments from SAP leaders to inspire sustained action and activation, including some from the most senior people in the business. SAP managers are now leveraging related action plans and content learned in team meetings and D&I workshops to ensure appropriate application of strategies and tactical steps to continue to drive progress forward.

WHEN DEI IS IN
THE DNA, GOOD
THINGS HAPPEN

LET'S CONNECT.

Do these challenges sound familiar?

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