This document is a final project from a team of 4 students - Toni Belhu, Jon Marti, Ricky Robinson, and Reggie Williams. The project aims to optimize organizational effectiveness through increasing diversity in talent. It identifies that current organizations do not reflect global society and will not in the future. Diversity promotes innovation which will be important for companies to survive in a global economy. The team's stakeholders are listed as well as how success will be measured by having a diversity plan adopted. Constraints and opportunities are discussed at the individual, group, organizational, industry, societal, and technological levels.

1. Optimizing Organizational Effectiveness
through Diverse Talent
Final Project
Toni Belhu, Jon Marti, Ricky Robinson, Reggie Williams
Leading Strategic Innovation in Organizations
Coursera.org
Dr. David A. Owens
Vanderbilt University

2. Our Team
Toni Belhu Jon Marti Ricky
Robinson
Reggie
Williams

3. The Problem
• Our current organizations do not reflect the make-up of
our global society.
• The organizations will not be reflective of the diversity of
the county and our customer base within the next 5 – 10
years
Present State Future State

4. Why this Problem is Important
Diversity leads to differences in thought and
promotes innovation. As we move to a more global
economy, it will be vital for our companies to be
diverse and reflective of society in order to survive.

5. This is Our Problem to Solve
 If we ignore the problem and are not part of the
solution, then we are supporting the status quo.
Present State Future State

6. Our Stakeholders
Board of Directors; Executive Board; Customers;
Current and Future Employees and Retirees; Diversity
Council; Affinity Groups; Communities in which we
operate and conduct business

7. How will we measure success
A plan is in place to attract diverse talent and
have it adopted

8. Individual Constraints
Selective perception and
stereotyping have the
potential to prevent our
organizations from
maximizing our overall
global effectiveness if we
are not able to embrace
the need for training and
developing in this
category.

9. Group Constraints
• In order to overcome the
cultural constraints, we
created opportunities for
education and
development at all levels
within the organization.
• In addition, we also
developed and nurtured
an environment that
celebrates innovative
problem-solving
methods.

10. Organizational
There was a need for us to build
our process strategy that
supported the value of
dedicating resources (time,
money, people) as a matter of
human capital investment. We
also showcased to our
organizations the innovative
values that a diverse work force
provides as a competitive global
advantage over our competitors
within our industries.

11. Industry
We focused on redefining our corporate
goals and strategic approach to establishing
ourselves as an innovative global leader for
developing and implementing inclusive
diversity and training practices throughout
the entire organization.

12. Society
• We pushed back against the
tradition of training only being
offered to certain levels within the
organization and ensured that
everyone in the organization will
develop and understand the
importance of diversity.
• We also created an infrastructure
that supports ongoing growth in this
area of development.

13. Technology
We will monitor the gaps in
training and development
that we created versus the
need for new tools and
functionality that will need to
be created. By monitoring
this process we will be able
to manage the momentum
and the adoption rate for
diversity training and
development.

14. Success