The first thing is to make it intentional, by treating it in the same way as you would any other business priority. Some of the things I need to do on a regular basis is to report to the board on the progress across our diversity and inclusion agenda. Also, reporting in a transparent way about how you are making progress. That means starting with a set of tangible actions, KPIs, transparency, and measurable accountability as well, across the executive committee. The first thing I would say is any culture of inclusivity must start at the top. But there is still a long way for us to go at Avanade.
Pretty unusual for a tech company and something I’m very proud to be part of. It’s great to see now after 20 years, we have a board of five members, of which three are female. Our priority really started with gender, that’s where we started the journey. It’s absolutely critical at times like this that we do have that focus on creating a diverse, and above all, inclusive environment for our people. Mike, Avanade has been on this journey for many years. Can you talk about what Avanade is doing to ensure underrepresented groups have a greater opportunity to accelerate their careers? Mike: Pam, a great deal has happened since the turn of the year, bringing a much-needed spotlight on social injustices and the continuing importance of diversity and inclusion. Mike Drew, Partner and Global Head of Odgers Berndtson Executive Search’s Global Technology Practice continues this episode of the “At home interviews” with the CEO of global IT solutions provider Avanade.
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