Introduction: How the Concept of "Innovating for Diversity" Was Born

The origins of this book date back to March 12, 2020, exactly one week prior to the first Stay at Home Order issued in the U.S. as a measure to prevent the spread of COVID-19. It was March 12th that then-Governor Cuomo proclaimed as "Women of Color in Tech Day" across New York State. To commemorate the day, staff from NPower, the sponsoring nonprofit for the proclamation, as well as numerous community and corporate partners gathered to ring the closing bell at NASDAQ in Times Square.

One of the guests invited to celebrate the day, Dawn Michelle Hardy, just happened to be the publicist of the author and technologist, Susanne Tedrick. During the event, Dawn introduced herself to NPower CEO Bertina Ceccarelli, and mentioned, "I know the woman who literally wrote the book, Women of Color in Tech!".

Susanne's first book had just been published by Wiley earlier that month. Bertina knew then she couldn't pass up the opportunity to meet Susanne and learn about her work and experiences, especially since NPower was seeking expertise on new ways to increase the number of minority women in the organization's IT skills training and job placement program. At the time, less than 4 percent of those working in U.S. tech jobs were Black, Brown, or Indigenous women.

Our first meeting led to numerous reflective and candid conversations about the state of diversity across U.S. businesses, large and small. While we come from two different perspectives, set of lived experiences, and career journeys, we both share common concerns as well as a similar sense of optimism as more inclusive talent management practices take hold in a wide range of industry sectors. Our concerns, like those of some of the leaders we interviewed for this book, stem from a belief that successful efforts to increase diversity, equity, inclusion (DEI), belonging, and accessibility require unwavering commitment and senior executive focus. As economic cycles and labor market supply and demand ebb and flow, history suggests that sustained efforts to improve diversity can slip down the priority list.

Our optimism, however, is fueled by numerous observations, interactions, and interviews with leaders who, frankly, give a damn. That statement may not be common corporate DEI-speak, but we have uncovered that some of the most powerful and effective DEI strategies are instigated by individuals who are fearless about tapping into their own experiences and tackling the root problems preventing inclusive practices in a division or entire company from thriving. They are leaders-sometimes middle managers and sometimes CEOs-who are willing to be creative, take risks, galvanize colleagues, engage human resource counterparts, and pilot new approaches to diversity and inclusion that often inform changes to underlying systems and processes. They are doing anything but simply "checking the box" to advance diversity principles. In short, they are leaders who are innovating for diversity.

Why We Wrote This Book

Throughout our own careers over the past three decades in technology and business, we have both witnessed the power of innovation to transform entire industries. We have read the research and seen first-hand how diverse teams catalyze new lines of inquiry and inspire invention. But in recent years, we have met remarkable leaders who are addressing business challenges through innovative solutions that build, develop, and retain diverse teams.

In other words, just as diverse teams drive innovation, innovation principles can be applied to advancing practices that build diverse teams.

We wrote this book to tell the stories of the leaders and companies that are succeeding by applying an innovation lens to diversity. Few of the leaders we interviewed would readily call themselves "DEI innovators." In fact, most would say they were simply doing what they do in their businesses every day: solving problems by addressing root causes. When we deconstructed their solutions-whether apprenticeships or reinventing mentorship-we found they used tools and principles characteristic of innovation. Each set of leaders we profile had the courage to question established practices and put their reputations on the line for what they believed would be dramatic improvements to the status quo.

Something else emerged from our interviews that struck us as worthy of exploration: personal, intrinsic motivation. The individuals at the center of our case studies often shared deeply personal experiences that shaped their own values and beliefs about the need for diverse, inclusive work environments. They exemplify leaders comfortable with vulnerability, humility, and the acknowledgment of others who believed in them and supported their own career objectives. Some define their personal motivation as "paying it forward," others by a sense of purpose or moral imperative. All unquestionably believe richly diverse teams and equitable cultures are, at the core, a business imperative, and produce superior outcomes. None expressed the sentiment that DEI was somehow "someone else's job," primarily an ESG or charitable endeavor, or that it was something that could be "solved" in the short term without persistent commitment. Each was unafraid of accountability.

We also take care to present interviews of those who emerged as full partners following the implementation of practices described in the case studies. In some instances, these are individuals who may not have been hired under prior practices, or who may not have been considered candidates for promotional opportunities. Their voices and stories are essential to the notion of a virtuous cycle between innovation and diversity, and for continual improvement.

We think the focus on individual stories, case studies, and the achievements of dedicated leaders across an organization is especially important in the context of the myriad corporate CEO proclamations in support of diversity announced after the May 2020 murder of George Floyd. As we discuss in Chapter 9, C-suite commitment is necessary, but not sufficient, for DEI principles to become integral to both culture and business operations. What cannot be overlooked is the importance of mid-level managers, in human resources and in business units, to the successful operationalization of specific actions and processes that make DEI a part of everyday practice. And, as we will see in the case studies, the innovations that lead to broadscale adoption are often fueled by the leadership of those mid-level managers.

This is not to say the leaders and companies we profile are perfect. Arguably, it is the willingness to confront imperfections and, as you will learn in Chapter 1, the readiness to challenge Fixed Practices and Fixed Attitudes that fuels breakthroughs in measurably improving recruitment, talent development, and options for career mobility that in turn yields better DEI outcomes. Possessing enough humility to acknowledge the imperfections of any system, product, or business practice is, in fact, a prerequisite for real innovation to flourish.

What we learned from our research and the dozens of interviews with leaders across industries and functions is that the cultural conditions required for innovation to thrive are not unlike those that support diversity, equity, inclusion, and belonging. Values such as courage, risk-taking, collaboration, and trust create an environment where employees are motivated to invent and drive continual improvement. When supported by the right culture and leadership this motivation extends to innovating for diversity. What that culture and leadership looks like is at the heart of the case studies we share.

How to Use This Book

Our objective is to provide inspiration and direction for business leaders reviewing their own DEI practices, perhaps feeling stuck, or just looking for a way to begin. The case studies are structured to present issues and problems that are frequently confronted by companies across industries and organizations of all sizes. While the solutions are specific to each company profiled, we believe they serve as approaches that can be tailored and applied more broadly. Importantly, how each team landed at their respective solution through inquiry, testing, iteration, and expansion is especially worth considering.

You will find we intentionally do not offer up an easy checklist of recommended activities. Rather, we lay out an innovation framework that will challenge readers to take a fresh look at their current DEI efforts and help guide the development of new initiatives that can be embedded across an enterprise. At the conclusion of each case study, we assess how both the process and solution were advanced by tapping into components of the innovation framework. We believe the framework and generalizable case studies will be far more useful tools, rather than a checklist with limited utility, for truly tackling DEI as a business imperative.

Because our own experiences and networks are closely connected to the technology sector, many of the examples we share highlight tech companies or divisions, or technology job functions. However, especially given that representation is historically weak in the tech sector, we believe leaders in other industries can readily borrow from the lessons presented.

Similarly, the scope of our case studies focuses primarily on diversity along the dimensions of race, gender, veteran status, and socio-economic and educational background. We...