Inclusion as a Strategic Lever

Diversity, Equity, and Inclusion are not just buzzwords – they are fundamental strategic levers for building companies that can innovate, grow sustainably, and attract top talent in an increasingly competitive market. However, to turn these concepts into tangible results, it is essential to adopt a systemic vision in which people are not merely considered resources but fundamental elements of an interconnected system. A system built around a common goal, where each individual is recognized, valued for their unique characteristics, and actively engaged in contributing to collective success (see figure).

This inclusive vision requires a structural commitment on multiple levels – from defining governance and business strategies to transforming organizational culture and creating concrete, everyday experiences that foster a sense of belonging and empower every employee. This journey not only improves the workplace climate but also creates a lasting competitive advantage, making the organization more resilient and prepared to tackle future challenges.

At OpenKnowledge, we started discussing about inclusion several years ago, driven by the awareness that fostering an inclusive culture is not just an ethical or social responsibility but also a strategic lever for transforming organizations.

We have understood that raising awareness at all levels – from leadership to individual employees can profoundly impact both sustainability and business competitiveness. Inclusion becomes a powerful catalyst for rethinking organizational models, fostering the growth of workplaces that are more equitable, open, and capable of valuing diversity as a resource.

To translate this vision into concrete actions, we have identified three fundamental pillars that guide our thinking and initiatives:

• Inclusion and Sustainability: Promoting and designing an inclusive culture is one of the most responsible actions a company can take to support the global sustainability agenda. This issue directly relates to several Sustainable Development Goals, such as Good Health and Well-being, Gender Equality, and Reduced Inequalities.

• Inclusion and Attraction: Rethinking organizations to make them inclusive environments is no longer just a “nice to have” but an essential prerequisite for staying competitive. Companies that embrace DE&I not only attract top talent but also retain them by fostering a workplace where everyone feels valued. Moreover, these organizations are better equipped to connect with an increasingly diverse customer base, enhancing their market relevance.

• Inclusion and Context: Diversity is a dynamic, not static, concept. It is not limited to rigid categories but evolves over time and across different situations. For instance, an individual may experience diversity at specific moments in their life, such as a career transition, cultural relocation, or significant personal event.

We believe that addressing inclusion requires a systemic, multi-level strategy capable of engaging the entire organization in a gradual and structured journey.

This approach is based on a movement that starts internally and progressively extends outward. It begins with employees in a phase of passive awareness – before reaching external stakeholders. This initial step is essential for laying the foundation of a shared culture, which solidifies through active consciousness, becoming visible in both individual and collective behaviors.

We have structured this evolutionary process into three levels of depth, each designed to foster increasing awareness, engagement, and change within the organization:

• Open Doors: Acting at the communication level by raising awareness and conveying the value of inclusion through engaging campaigns and storytelling.

• Open Minds: Focusing on people and behaviors by introducing empowerment and training programs to enhance diversity and promote inclusive leadership.

• Open System: Transforming the entire organization by integrating DE&I into business strategies, making it a driver of sustainable growth.

The application of this model has allowed us to highlight the different starting points of companies and assess their level of “readiness” in undertaking DE&I initiatives.

Our reflection has been further enriched by an in-depth exploration of Purpose – the core reason for an organization’s existence. Through the development of the article “Purpose as the north star of organisations” , we have examined the connections between corporate DE&I policies and their level of integration within business strategy and values.

This analysis has revealed a crucial insight: now more than ever, companies must clearly define their purpose, identifying the links between Purpose and the dimensions of diversity, equity, and inclusion. A well-defined, shared, and recognized Purpose not only enhances the coherence of DE&I initiatives but also amplifies their impact, enabling real, meaningful change. When employees identify with the company’s Purpose and values, it becomes easier to implement DE&I initiatives that demonstrate genuine care and attention to people (Employee Caring).

Once this foundational step is solidified, the Open Minds-Open Doors-Open System model can be applied more effectively, enabling targeted and structured interventions like those we have recently developed:

We have structured internal groups within the company, composed of employees who take on the role of raising awareness among their colleagues, spreading inclusion principles, and driving concrete initiatives aligned with the brand’s strategic pillars. Additionally, we support the company in authentically communicating its commitment both internally and externally – leveraging existing corporate channels and touchpoints or, when necessary, designing new ones.

We have engaged organization and employees in defining key principles and guidelines (e.g., an Inclusive Language Manifesto) to promote the use of language that is appropriate, inclusive, welcoming, and respectful for everyone.

We foster employee engagement through workshops and participatory activities, experimenting with initiatives in a dedicated internal circle. This group continuously drives corporate DE&I projects while expanding a network of professionals and experts who enrich the ongoing conversation on the topic.

And it is precisely from this experimentation that our initial reflections on Generations and Inclusive Language emerged. These topics later became the focus of our research efforts, providing updated data and insights to support the frameworks and methodologies we apply in the field.