FIXING THE DIVERSITY PROBLEM

Barbara Whye, Intel’s vice president of human resources and chief diversity and inclusion officer, describes how the company is achieving its workforce goals. OUR FUTURE SUCCESS DEPENDS ON A DIVERSE ARRAY of perspectives and backgrounds—and inclusion is key. At Intel, we believe that if you do not intentionally include, then you will unintentionally exclude. We are no longer debating the business case for diversity: We are questioning the business case for homogeneity. But you can’t just hire your way to success. To drive progress, you need an integrated approach of hiring, progression, and retention.

Here are five steps we’ve taken to ensure solid representation at all levels of the company.

REWARD: All of our full-time employees have a portion of their annual performance bonus tied to the achievement of our diverse hiring and retention goals.

INVEST: We’ve trained 13,000 managers worldwide through a program called “Managing at Intel,” and

focused on intentionally covering inclusion content since it’s critical to our success and future innovation.

EMPOWER: We provide resources, like customized diversity playbooks, to our business unit leaders so they can see where they’ve had gaps in the organization and can create solutions to close those gaps.

EDUCATE: Through education initiatives, financial assistance, and internship opportunities that offer experience and technical skills, we actively encourage more women and underrepresented minorities to enter tech careers such as engineering and computer science.

SUPPORT: Since its launch in 2016, Intel’s confidential hotline, called the Warmline, has provided employees with the support they need to work through personal and professional roadblocks.

SIGGI HILMARSSON Founder and chairman, Siggi’s Dairy “We don’t take ourselves very seriously, but we take our business very seriously. There is a difference.”

The fragrance industry has been hidden behind trade secrets.

I think it’s important to move the needle toward transparency within the industry.”

AMANDA HESSER Cofounder and CEO, Food52 “You’ve got to see through negative language and get to what people are really saying.”

Epic Change If you look into the fossil record, 95% of all phyla were founded within 5% of the evolutionary history. One day the dinosaurs are here, and the next day they’re gone. That’s punctuated equilibrium. You’re in stasis, and there’s a moment where mutation occurs, and then all hell breaks loose until you find a new stasis. The taxi industry is what it is for decades, and then Uber and Lyft show up. The music business is based on records and radio until it becomes concerts and Spotify. And that type of change—rapid, deep, and industry shattering—engenders investment opportunities that are really quite unprecedented. —James Coulter, founding partner and CO-CEO, TPG Capital

MICHELLE PFEIFFER Founder, Henry Rose