Chris Mitchell
Chief Diversity Officer, Crowe
LLP (USA)
“Research has proven that diversity, equality and inclusion adds value for any organization. The benefits of inclusivity are diversity in complex problem- ...
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“Research has proven that diversity, equality and inclusion adds value for any organization. The benefits of inclusivity are diversity in complex problem-solving, decision-making, governance, risk management, attracting talent, employee engagement and more. Advancing diversity and fostering inclusion matters more than ever. Unfortunately, the emergence of COVID-19 has interrupted progress towards inclusivity within many organizations. People impacted include women, people from ethnic minority backgrounds, and others from socio-economically disadvantaged backgrounds. The movement of so many employees to a remote working environment poses a challenge to their inclusion in ideation and decision-making. Organizations need new and creative ideas as they adapt to the new normal and they should be looking to address inclusion as challenges in the new normal are revealed. Diversity in itself is not enough. It must be supported by an inclusive culture that optimizes the value that difference can bring. Inclusion can be a difficult concept to define. It is about creating a workplace that allows people to ‘bring their whole selves to work every day and be successful.”
“It is certainly clear that the pandemic and all of the fallout has the potential to erase some of the gains that women have made in the workplace over the last generation. Employers need to look very individually at each of their people and figure out what they need to do to support those people to be successful. Putting the tools and tactics in place is relatively easy. The thing that’s more challenging and more important [for business leaders] is flipping the mindset.”
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“It is certainly clear that the pandemic and all of the fallout has the potential to erase some of the gains that women have made in the workplace over the ...
Chief Operating Officer, Crowe Soberman (Canada)
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“The COVID-19 crisis has taken an unprecedented toll on our global economy and the impact on minority communities has been very ...
Strategic Client Solutions Leader, Crowe LLP (USA)
Herschel Frierson
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Susan Hodkinson
“The COVID-19 crisis has taken an unprecedented toll on our global economy and the impact on minority communities has been very concerning. In a time where minorities and women are being disproportionally impacted by the pandemic, the need for greater diversity, equity and inclusion initiatives and programs is business-critical. With the worldwide reaction to social injustice we see that employees are demanding more of their employers, as it relates to diversity, equity and inclusion. As we have seen, what happens in one part of the world has an impact on the other side of the world. We are truly in a time and place where we must embrace the differences that make us unique. Tolerance, acceptance and support of each other are key foundations of a successful global organization. To be a global leader you must promote and grow your diversity, equity and inclusion programs and initiatives.”
National Head of Private Clients, Crowe UK
Chris Mitchell
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Herschel Frierson
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Susan Hodkinson
Chief Diversity Officer, Crowe
LLP (USA)
Chris Mitchell
Chief Operating Officer, Crowe Soberman (Canada)
Susan Hodkinson
Strategic Client Solutions Leader, Crowe LLP (USA)
Herschel Frierson
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“The coronavirus pandemic has turned workplaces upside down and we are all having to get used to the new normal, which has typically meant adjusting to ...
National Head of Private Clients, Crowe UK
Rebecca Durrant
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“According to a 2019 Pearl Initiative study, 62 percent of respondents believed a work-life balance and work flexibility would help retain women in ...
Practice Manager, Crowe UAE
Reefat
Maniar
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“It's important for leaders to take diversity and inclusion seriously and to listen to employees. It falls squarely on the shoulders of our leaders to drive ...
CEO-Elect, Crowe LLP (USA)
Mark
Baer
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“Research has proven that diversity, equality and inclusion adds value for any organization. The benefits of inclusivity ...
Chief Diversity Officer,
Crowe LLP (USA)
Rebecca Durrant
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“It is certainly clear that the pandemic and all of the fallout has the potential to erase some of the gains that women have ...
Chief Operating Officer, Crowe Soberman (Canada)
Reefat Maniar
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While across Southeast Asia, India and Latin America, family businesses make up 70 percent of companies with ...
Strategic Client Solutions Leader, Crowe LLP (USA)
Mark Baer
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“Research has proven that diversity, equality and inclusion adds value for any organization. The benefits of inclusivity are diversity in complex problem-solving, decision-making, governance,
risk management, attracting talent, employee engagement and more. Advancing diversity and fostering inclusion matters more than ever. Unfortunately, the emergence of COVID-19 has interrupted progress towards inclusivity within many organizations. People impacted include women, people from ethnic minority backgrounds, and others from socio-economically disadvantaged backgrounds. The movement of so many employees to a remote working environment poses a challenge to their inclusion in ideation and decision-making. Organizations need new and creative ideas as they adapt to the new normal and they should be looking to address inclusion as challenges in the new normal are revealed. Diversity in itself is not enough. It must be supported by an inclusive culture that optimizes the value that difference can bring. Inclusion can be a difficult concept to define. It is about creating a workplace that allows people to ‘bring their whole selves to work every day and be successful.”
Chief Diversity Officer, Crowe LLP (USA)
Rebecca Durrant
“It is certainly clear that the pandemic and all of the fallout has the potential to erase some of the gains that women have made in the workplace over the last generation. Employers need to look very individually at each of their people and figure out what they need to do to support those people to be successful. Putting the tools and tactics in place is relatively easy. The thing that’s more challenging and more important [for business leaders] is flipping the mindset.”
Chief Operating Officer, Crowe Soberman (Canada)
Reefat Maniar
While across Southeast Asia, India and Latin America, family businesses make up 70 percent of companies with revenues greater than US$1 billion, in the Middle East, this figure is far higher. With an outlook of a diversified tax-based economy, family businesses continue to benefit from government initiatives to both safeguard and support them. For example, in August 2020, Dubai issued a new law regulating family businesses to help protect wealth. This spurred Foreign Direct Investment by families and boosted contribution to the country's economic and social development. Despite these robust foundations, according to Martin Roll "only about 13 percent of family businesses are passed down successfully to a third generation." The firm where I am a partner today was founded in 1981 by my father, who was a sole practitioner. It’s all about playing the long game. There isn’t a business in the world that is not concerned about long-term survival. And if they aren’t concerned, they should be. Most large organisations close or fail, because they were not able to keep up. With changes in, but not limited to consumer preferences, go-to-market approaches and digital transformation. Why then should family businesses be any different. I agree with Sunil K. Dalal’s approach to tackle that disruption head-on. In conclusion, for family businesses to evolve “they need to hold onto their core values but let go of the past.” At Crowe, our experienced advisers understand family business and are here to bring you lasting value – for generations to come.
Strategic Client Solutions Leader, Crowe LLP (USA)
Mark Baer
“The coronavirus pandemic has turned workplaces upside down and we are all having to get used to the new normal, which has typically meant adjusting to remote working. While this agility is something that women have always aspired to, the current reality of dealing with this is very different. Work boundaries are blurred, and for women this is exacerbated as they are often doing their day job on top of caregiving for children and other relatives. The lack of role models at senior level is already an issue and this will only make matters worse, which will be a disaster for business. This, along with the fact that proportionately more women have been furloughed or lost their jobs due to the COVID-19 crisis, has pushed back gender equality by a generation. The gap is further widened for women of color. Organizations need to recognize that this situation is not sustainable, they need to support their women by redefining boundaries between work and home, moving performance measures away from presenteeism, and encouraging flexibility so women, and men, are better able to work around their other responsibilities. If organizations can create a more balanced and empathetic working environment they will reap the benefits, as they will retain their people to better work towards future business success.”
National Head
of Private Clients, Crowe UK
Rebecca Durrant
“According to a 2019 Pearl Initiative study, 62 percent of respondents believed a work-life balance and work flexibility would help retain women in the workforce. World leaders Kamala Harris, Jacinda Ardern, Raja Al Gurg are all driving the change in corporate economies, and enabling opportunities to be offered to women as the right and relevant candidates. As mentioned recently in Forbes Middle East, women-led brands continue gaining momentum. We need to fuel our curiosity and step up. Internal audits in the Gulf Region have shown an increasing number of environmental, social and corporate governance (ESG) committees. I regard this as the first step towards prioritizing non-financial matters, and it won’t be long before we can add a ‘D’ (diversity) to this, and foster better diversity and justice in the workplace. To achieve the right balance, we need to keep evolving our mindsets. In the United Arab Emirates, 2019 was announced as the year of tolerance; the construction of a multi-faith complex saw efforts for instilling the values of acceptance and cohesion in society. I know I say this on behalf of many women, we need to champion each other if we want to move the needle.”
Practice Manager, Crowe UAE
Reefat Maniar
“It's important for leaders to take diversity and inclusion seriously and to listen to employees. It falls squarely on the shoulders of our leaders to drive meaningful change.”
CEO-Elect, Crowe LLP (USA)
Mark Baer
Resource Center: https://www.pearlinitiative.org
https://www.forbesmiddleeast.com/list/women-behind-middle-eastern-brands