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Chief Change Officer
Greg Morley: Turning DEI Drama into Workplace Wins – Part Two
00:40:49
Greg Morley is the former DEI and HR head at Moët Hennessy, Disney, and Hasbro—and the brains behind Bond, the book on belonging your workplace desperately needs. In Part 2 of this two-part series, Greg uncorks the complexities of navigating DEI across global cultures. With experiences spanning Asia, Europe, and the U.S., Greg dives into how collective traditions in the East and KPI-driven approaches in the West shape how organizations approach inclusion. Don’t miss his reflections on turning diversity into a business advantage while connecting it to his book, Bond.
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- [00:00]
David Quince
Stripe helps many of the world's most influential companies grow their revenue and build a more profitable business. Whether it's Hertz making checkout a smooth ride for their customers, OpenAI answering unprecedented demand, or PGA chipping away at back office inefficiency, Stripe's financial infrastructure platform helps companies achieve ambitious goals. No matter what success looks like for your business, Stripe helps ensure the complexity of financial systems doesn't get in your way. Learn more@swepe.com hi, I'm David Quince. One way to help manage type 2 diabetes is to regularly exercise. My exercise program can help get you into a routine that works for you. Keep in mind, managing blood sugar also.
- [00:45]
Franklin Becker
Takes the right diet. Hi, I'm celebrity chef Franklin Becker. Ever since I was diagnosed with type 2 diabetes, I've adapted my cooking style without sacrificing flavor. If you want to learn more tips about diet and exercise, visit mytype2transformation.com.
- [01:03]
Unknown Speaker 1
Cut the commute and up the convenience for your next dermatologist. Visit Non segmental vitiligo patients 12 and older can virtually discuss repigmentation with Opzelura Ruxolitinib cream as soon as today. Get started on your pursuit for repigmentation with topical Opletelura. Visit opzelura.com to connect with a derm to see if Opzelura is right for you. Provider availability may vary. For patients taking therapeutic biologics, other JAK inhibitors, or strong immunosuppressants such as cyclosporine, Opzelura is not recommended.
- [01:31]
Unknown Speaker 2
Opzelura can lower your ability to fight infections. Tell your doctor if you have or had an infection. Tb, hepatitis B or C blood clots in your legs or lungs, heart attack, stroke, cancer high cholesterol are a smoker or pregnant, Opzelura may cause serious lung infections, certain cancers, immune system problems, blood clots and low blood cell counts. Major cardiovascular events or death occurred in those 50 plus taking oral JAK inhibitors. The most common side effects were acne and itching.
- [01:56]
Unknown Speaker 1
Where call 866-564-8484 to learn more about prescription Opzelura for non segmental vitiligo.
- [02:05]
Franklin Becker
Sweetheart, what about this one? Um, nah, fam.
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Unknown Speaker 1
That's a little sus.
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Unknown Speaker 3
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Vince Chen
Hi everyone. Welcome to our show. Chief Change Officer, I'm Vince Chen, your ambitious human host. Our show is a modernist community for change, progressives in organizational and human transformation from around the world. Greg, let's start with you giving us a bit of an introduction to this book as well as a brief background on yourself for those who might be tuning in for the first time. This will help the listeners understand where you're coming from before we get into the book's content, the lessons and the teachings you want to share.
- [03:39]
Franklin Becker
Thank you for having me back. Really pleased that you and I met each other what more than a year ago and I really proud of you and the work you're doing and what you're bringing to the conversation about humanity. So thank you for that. Today what we're going to talk about is this, the book that I've written called Bond Inclusion and the Keys to Belonging and Connection. A little bit about me. So I've spent most of my life in HR as an HR business leader and a good part of the latter part of my career in inclusion and belonging and diversity. I did write this new book which I hope is a guide to inclusion and belonging in the workplace. I've had the experience and great good fortune of leading diversity initiatives in the us, Europe and Asia at major multinationals such as General Electric, Disney, Hasbro, and most recently my experience with LVMH MO @N. And I wrote the book to share what I believe are really life changing lessons I've learned for how leaders and teams can be more inclusive and embrace company diversity to be even more successful in the companies in which they're working.
- [04:58]
Vince Chen
First things first, starting with belonging. What do you mean by belonging in the workplace and why is that important?
- [05:11]
Franklin Becker
Sure, it's a great question and let me maybe start by why I wrote the book. What inspired me to write the book as a way of addressing sort of the belonging, inclusion and connection in terms of the book. Over the decades of experience I had both in HR roles, but also in roles such as marketing, sales and communications and distribution. What I saw was there is an essence of crisis of loneliness at work for some people. And there's a very important role that organizations play in fostering a culture of belonging and inclusion. And the fostering of that culture of belonging and inclusion is not just a nice thing to do. And everybody feels good at work and we go in and we have parties and we're happy and we have lunch together. There is data that reinforces that when an organization is diverse, inclusive, and has leaders who lead in an inclusive manner on many measurable aspects, those companies do better. They do better in terms of innovation, they do better in terms of avoiding risk, they do much better in terms of getting profitable products to market, and they do much better in terms of what would be obvious, which is keeping good people and attracting good people. So there is a business imperative to being good at these things. And what encouraged me to write the book was I saw all of these sort of good and bad practices over my career, both within the companies I was working with and with others that I have become associated with. And that's why I got to the point of, okay, there's something to be talked about. And I think finally what was a driving factor for me was I believe in my core that these things I just talked about are important to individuals and to businesses. And what I saw was we were in the world of diversity equity and inclusion getting too far away from what I believed was the important part of diversity equity inclusion was diverse workforces working well together and creating great business outcomes and great outcomes for individuals. And so that's how I got to the point of writing the book.
- [07:33]
Vince Chen
I agree with you 100% when it comes to belonging versus loneliness. Early in my career I was immersed in big organizations and it was all about work and climbing the corporate ladder. Belonging was seen as more of a soft feeling, something you didn't really think about much. You worked hard, made your boss happy and got along. Maybe you would get promoted faster and better. Some would call it luck, others would call it politics. That's just a normal corporate life. But when you talk about belonging in the workplace, especially now that you absorbed it and you've been evolve in different cultures, I'm curious. Why is it so difficult to develop a true and sustainable sense of belonging for employees? And how can we nurture that sense given all the complexities of corporate life?
- [09:02]
Franklin Becker
There are many aspects to this, but let me focus on a couple of them. The first is that the world is changing in terms of the work and especially since COVID and I just read an article this morning which highlighted this. The arrangement or the agreement that employees and employers have has flipped. It's a buyer's market in a way. Now for employees to go and work places where they believe they're going to be recognized, they're going to be rewarded, they're going to be heard, and they're going to feel like they belong. Now that's happening in a time when individuals are more and more isolated because of things like social media. And social media has this double edged way of impacting people, which is it makes us much more connected, but much less connected. And when we talk about belonging in the workforce, what we're talking about is an individual coming to work and feeling like they can do their best work there, that they're going to be recognized for what they do, that the workplace is a safe place. Many people don't have safe places outside of work. And it's a responsibility of employers to create a place that's a safe place to work. And why is all of this important? It's important because we want people on our teams and ourselves to do the incremental effort. We all get hired and we get a job description and it says all the things that have to happen. The reality of jobs is, you know, people do some things on the job description and some things off the job description. And many times a career like the one you were talking about, Vince, where you work hard, you put in a lot of effort and you get ahead and you get promoted, comes from the fact that somebody's doing something beyond their job, the incremental effort. So belonging is important because it creates this connection somebody has with their role with their company, with their boss, with their peers, which allows them to feel encouraged to do the incremental effort. And that's how companies win when employees are fully engaged and doing the incremental effort.
- [11:21]
Vince Chen
As you were sharing, it reminded me of an incident from about 20 years ago when I worked at an international financial institution. At that time, I was a star employee. I received a lot of positive feedback from clients. I was sent to the headquarters for special training, first of its kind. And my boss rewarded me for all the hard work I put in. My clients recognized it and I was working incredibly hard, 12 to 14 hours a day, seven days a week. I genuinely enjoyed the work. In your terms, I felt a strong sense of belonging to the role, to the company and to my clients. The pay wasn't anything special, even under industry standards, but I was so motivated and invested in the world. Then something changed. My boss left and her replacement had a completely different style and approach. I wouldn't place blame entirely on this new person, but we didn't get along the way I had with my previous boss. The entire culture and team dynamics shifted. The vibe, the chemistry, the sentiment, everything fell off. That's when I lost my sense of belonging. I kept working hard and professionally to serve my clients. But there was an internal conflict with my new supervisor. This eroded the connection I had felt to my work. The result, I quit the job. And it came as a surprise to everyone, clients, colleagues, even those at headquarters. They couldn't understand it because I had been such a hard worker, talented analyst for them, it was a real loss. For me, the damage was deeper. That's when I experienced my first episode of mental illness, what we would call now burnout. And that burnout spiraled into depression. I'm sharing this now because it ties back to what you said about the sense of belonging, or the lack of it. When that sense is lost, especially in a role where I had thrived and found purpose. The consequences were severe for both my career and my health. It was a perfect example of how critical belonging really is.
- [14:43]
Franklin Becker
It's a perfect example. It's a case study which makes the point of the lessons of the book. And I think it's important I want to recognize you for sharing that story because many people go through those kinds of episodes. And oftentimes the loneliness occurs because we don't believe other people have had that experience or are going through those things either in the past or people that we work with. So it's very powerful that you share a story like that, that's personal and that can give encouragement to others. There are you made this mention about you were working hard and you were loving what you were doing and you were getting recognized, but you weren't necessarily feeling like you were being well paid. At some points in our career, maybe all along our career people will feel like they're not being well paid, but the payment that you were getting in terms of satisfaction, encouragement, self worth, and the longer term development in your career far outpaced what you believe maybe you should have been earning. And there are two critical people in the organization. It's us and our manager. And one of the reasons that I believe it's often difficult for managers to create a sense of belonging, and you experienced it with a manager who knew you, knew how to motivate you, knew what it was important to you, knew how to encourage you, and then you changed to a manager who didn't know you as well, didn't know how to encourage you, didn't know how to recognize you, and ultimately you left the organization in a probably quite fragile state, was that second manager. My guess is didn't spend the time to get to know you and understand what was important to you and make you feel that regardless of who you were working for, you were still Important, and you were still valuable, even at your low salary, that you felt. So I think that part is maybe the advice I would give coming out of your very heartfelt sharing, is that managers need to get to know the people that they. That work for them, and in a way that you can understand what's important to them, what's important to them in their life, what they need to be successful in their jobs. And those are the conversations that oftentimes we're not training managers to have, but they're just human conversations. They're just born out of curiosity. And I think that those things are much more important than we give. We give time for.
- [17:28]
Vince Chen
We've touched upon belonging. Let's move forward to talk a bit about inclusion. How would you define dei or what does DEI mean to you?
- [17:47]
Franklin Becker
So when we define DEI or diversity, equity and inclusion, most people think of diversity, equity and inclusion as relating to things like gender and skin color, perhaps because they're the most visible forms of diversity. What I would say is also critically important, and I've seen this in my experience, is it's just as important to understand what experience, both life and career experience, somebody brings to their job. You know, what generation they come from, what languages they speak or understand, who, do they have any disabilities? Do they have any exceptional abilities? Those are all things that are important in determining how you build a diverse workforce. The reality is most of the diverse elements that we bring to work are unseen. Now, who I'm married to is unseen. Do I have children or not? Is unseen. Do I have a cognitive ability or disability? Is unseen in most places. So this is why we have to get to know the people that work for us. And when we talk about then why is that include. Why is the word inclusion important or the concept Inclusion is. To me, I always imagined the image of an orchestra. So in an orchestra, there are many different instruments and they all have their own role. And at some point they come together in a piece to create a beautiful piece of music and experience a feeling. And it's the job of the manager, the leader, to understand which pieces they need to bring to different projects, different work streams, different situations to create a beautiful piece of music, which can only be done in an orchestra by an incredibly diverse field of instruments, which is also what we see at work. Outcomes at work are better from an innovation perspective, from a profitability perspective, from a risk and compliance perspective. When you have diverse teams and going back to this diverse diversity of all the different elements which are seen and unseen.
- [20:10]
Vince Chen
So the manager is the conductor yes.
- [20:15]
Franklin Becker
So the manager is the conductor. But also think about the conductor as a rotating role. If you're, if you're project managing, then you could be the conductor. If you're running a business or employee resource group, you could be the conductor. It's just a matter of appreciating the differences in the workforce, trying to get the best out of the people so that they feel included. And then what does included mean? It means that when I'm at work and I'm doing work, I feel like my voice is heard, I feel like I'm respected, I feel like I am in a safe place. I feel like I'm recognized for the work that I do. And all of those things. Get back to that point about incremental effort, which is when those things happen, then people will do more, work harder, and feel a real connection to the organization and ultimately a responsibility for the success of the organization and for the person's colleagues.
- [21:20]
Vince Chen
All these ideas sound great, but when it comes to implementation, things get much harder. Like many great concepts, as and when they are put into action within big corporations or even small teams, it's the execution that often derails original intention. From my experience, how can those listening, whether they are managers, CEOs or others in leadership roles, effectively implement good ideas? I know this might be a big question, but I love to hear more about your perspective from an execution standpoint point. Are there certain things a CEO or leader should focus on to set the stage for success so that when they delegate the tasks to others, the implementation stays true to the original vision?
- [22:34]
Unknown Speaker 4
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- [23:04]
Unknown Speaker 1
Cut the commute and up the convenience for your next dermatologist visit Non segmental vitiligo patients 12 and older can virtually discuss repigmentation with optimism. Opzelura Ruxolitinib Cream as soon as today, get started on your pursuit for repigmentation with topical Opletelura. Visit opzelura.com to connect with a derm to see if Opzelura is right for you. Provider availability may vary for patients taking therapeutic biologics. Other jak inhibitors or strong immunosuppressants such as cyclosporine. Opzelura is not recommended.
- [23:32]
Unknown Speaker 2
Opzelura can lower your ability to fight infections. Tell your doctor if you have or had an infection, tb, hepatitis B or C blood clots in your legs or lungs, heart attack, stroke, cancer, high cholesterol are a smoker or pregnant Spycelura may cause serious lung infections, certain cancers, immune system problems, blood clots and low blood cell counts. Major cardiovascular events or death occurred in those 50 plus taking oral jak inhibitors. The most common side effects were acne and itching where applied.
- [23:58]
Unknown Speaker 1
Call 866-564-8484 to learn more about prescription Opzelura for non segmental vitiligo Stripe helps.
- [24:06]
David Quince
Many of the world's most influential companies grow their revenue and build a more profitable business. Whether it's Hertz making checkout a smooth ride for their customers, OpenAI answering unprecedented demand, or PGA chipping away at back office inefficiency, Stripe's financial infrastructure platform helps companies achieve ambitious goals. No matter what success looks like for your business, Stripe helps ensure the complexity of financial systems doesn't get in your way. Learn more@swepe.com yeah, great question.
- [24:38]
Franklin Becker
And my belief is that it's easier than it seems and it's easier than we make it out to be. If you're trying to change the culture of an organization, it takes time. Let's say culture, change your culture. Organization takes three to five years really to change one, and that's with everybody working in alignment and understanding. To change the culture of a team like you experienced can happen almost overnight, for better or for worse, depending on the leader. In the book in my book Bond, I identified five different keys to inclusion, which we called them, and I'll just highlight a couple of them because you Talk about example CEOs. So there are a couple of things that I picked out from my own experience and in the interviews I did with others which I think are critical. The first one is that leadership matters. So inclusion starts with the CEO, or the most senior person in the organization, or a manager. Assume that your own team is a company. The manager is the CEO. It's not a Inclusion is not a matter for hr. Inclusion is a matter for the organization. And when employees see leaders practicing inclusive behaviors, calling on people in meetings, making sure that people have a voice, recognizing good work, sharing their own stories as you've shared your own story, these are all the things that make a difference. And just the physical presence of a senior leader in moments that are important to the organization as it relates to inclusion are important. And I'll give you a specific story that happened when I was in Hong Kong the last time. So I was doing a talk about the book and the lessons of the book at a pretty large organization. And I was told that the senior management don't normally come to these kinds of events. So which is unfortunate because they, you know, they matter. Right before the talk started, the senior management team, the CEO and the senior managers all came into the room. And I took the opportunity during that talk to them and encouraged them to be there and be present. Because what I saw when they walked into the room was a room full of 100 plus people. Really brighten up and lighten up. And so that's what I say when leadership matters, just being there makes a big difference. I think there's maybe one or two other things that are particularly important. It's important that we start with ourselves. So there are many things in an organization that we can and cannot change. And the more senior you are, maybe you have more impact over a larger group and the more junior you are, your impact is narrower. But we can all start with ourselves. So we all have stories of feeling included or excluded. And I like to, when I'm talking to groups, I like to ask people to reflect on that. What's something that they think about when they were included or when they were excluded, how did that make them feel? And I think that's a real source of power for creating a sense of inclusion for yourself and your co workers and even your customers. So if you start with yourself, you can impact a lot. Then you have to build out from there. And I think the last thing I would say in the Keys of Inclusion is it's very important to search for common ground. It may sound counterintuitive to say we build these very diverse teams and then we want to, when then we want to search for common ground. But in fact, we all want to rally around something. It could be the mission of the organization, it could be a project that we're working on. It could be a colleague who's stressed and we're trying to help that colleague. I had a situation with a very good friend of mine from university and when marriage equality was being talked about in the US 15 years ago, it was a very important topic to me because as a member of the LGBTQ community and as somebody who was in a long term relationship, access to marriage was important for us in my, for my help myself and my to be husband. But for my friend who's straight and has four kids. And he didn't see the. He wasn't interested in marriage equality, which at first took me very much by surprise. And we had a discussion about it and I said, why is this important? It's important, I believe, to everyone because it has to do with people being able to love and build relationships and family and support structure with people that they love. And so we came to this point of common ground because that's what that was important to him too. Whether we called it straight marriage or gay marriage was not the issue. So I think it's critically important to search for common ground as a way to bring people together and create a sense of inclusion and belonging in the workplace.
- [29:59]
Vince Chen
Yes, you are absolutely right. The visible involvement of leaders is crucial, especially in large organizations. That public display of support from the top sets the tone for the rest of the company. When the CEO or key decision makers visibly endorse an initiative, it creates a ripple effect. People take cues from their leaders and if the leader is truly committed to a certain direction, it's much easier for the organization to align itself with that. Like you said, in these cases, talk is not cheap at all. Is an important tool to communicate priorities and demonstrate what matters. Execution might align with the people below the leader, but the leader's voice serves as a signal of endorsement, setting the stage for everyone else to follow suit.
- [31:23]
Franklin Becker
The power of leaders voice goes beyond, I think, what we can imagine. I have had many situations in my career where individuals who worked for me or with whom I worked or we worked on projects together would mimic back to me things that I had said to them that had an impact on them, either an impact on them personally or their career or the work they were doing. And those are things I don't even remember saying. And as leaders in an organization at whatever level, don't underestimate the power of your voice and your presence. In my six years at Moet Hennessy, working on launching and working on diversity, equity and inclusion, the number one key to success, of having a great outcome or great outcomes was that for a period of time, the CEO, who's a very respected individual in Moet Hennessey and in the LVMH group, would every time he stood in front of a group talk about why it's important that we have a diverse and inclusive organization. He didn't have to spend 15 minutes, he could spend two minutes talking about why that was important to the innovation, the evolution, being an attractive company, being an attractive brand or brands to consumers, knowing consumers, all of These things, people pick up on that. Now he probably would do that in a talk of 25 or 30 minutes. He'd take a minute or two to talk about diversity and inclusion. It made a huge difference because people picked up on those cues. If it's important to the CEO, then it might be important to me. And that's how the voice of a leader has impact on others.
- [33:12]
Vince Chen
Speaking of using the power of leaders and voices to emphasize the importance of dei, it's true that DEI has become a politically charged topic, especially in light of the upcoming presidential election. There's been an evolution in how DEI is perceived, with some viewing it as part of a bordered woke movement. How do you address the misconceptions and misunderstandings surrounding DEI in this current cultural climate?
- [34:01]
Franklin Becker
It's a great question because it's one of the reasons I wrote the book, which I saw this kind of fraying of the core of what I believed was important, which is creating inclusive environments. There's a great article which I would encourage anyone to read, and it was published last week by our mutual friend Todd Sears, who's the CEO of Out and Equal. And he was addressing the the issues that have arisen in recent weeks with large companies backing away from targets and commitments in diversity, equity and inclusion. And he makes a point, makes a number of points which I think are just absolutely spot on, which is in none of the cases where you've seen large companies back away from commitments in terms of measurement or commitments in terms of public accountability, have they backed away from initiatives that they are doing internally with their employees or even with their marketing initiatives. So what I know about what's happening in the world is that there is a very public stance that some companies are taking and that's I think, to align with the views of probably the majority of their customers. Then there is a back of the house or internal discussion around these topics, which hasn't really changed. So take for example, a company, a large company extends benefits to nursing mothers. Nowhere are people taking those benefits back because they've now become the normal. Companies are extending benefits to domestic partners or spouses, maybe where they can't marry in different places around the world. Companies are not retracting those benefits. What companies are doing, which is to play a safer game, which is to be less high profile during this period of, I think, more intense scrutiny over diversity, equity and inclusion. And I may be a contrarian in the field, but I would say that diversity, equity and inclusion should be scrutinized like any other investment in the company. And Unless we have a strong case, then there's a. There's a responsibility by a company to push back on it. Now, the political external view is going to be quite intense. I think, for the foreseeable future. What we have to do as practitioners and companies and as managers in companies is go back to the core, which is we know inclusive environments have better business outcomes. We know diverse teams create better business outcomes. We know that inclusive leaders drive better business outcomes. And so that's what we need to be focused on. And if for a while companies need to be less public about that, then so be it.
- [37:03]
Vince Chen
My next question is you've worked extensively across different regions. You're American, but now you're based in France. You've also had experiences in Hong Kong, Singapore and China with that kind of global perspective. I'd like to hear your thoughts on DEI practices through your eyes. What are some of the key differences between Eastern and Western approaches to dei? Are there misconceptions or different ways address these issues? It seems like a lot of focus, a lot of coverage on DEI tends to come from an American or Western perspective. Could you compare both sides, east and west, in terms of how they practice dei, the challenges they face, and how they tackle these problems?
- [38:23]
Franklin Becker
Great question. And the insight about culture is spot on. The evolution that I went on from Disney to Hasbro to Mowat Hennessey was important because at Disney, it's basically an American multinational company. It has a way of doing things which is fairly consistent around the world. Hasbro similar. Moat Hennessey very different, because as you mentioned, Moet Hennessey is a conglomerate, and it's a conglomerate within a conglomerate, which LVMH is a. As a holding company and conglomerate. So of the 26 different companies that exist within Moa Hennessy. And when I talk about companies, it's things like Dom Perignon or Belvedere vodka or Hennessy Cognac or Veuve Clicquot Champagne, Cloudy Bay Wine. It's very different products that come from very different places and therefore have very different cultures. What's important about the pre to sing of creating inclusive cultures is you have to understand the culture of the organization before you come up with a solution. And I tell this example in the book where a guy I was working with, a friend of mine from Hong Kong, he did a lot of development work in East Africa, worked for an ngo, and one of their mantras was, don't just do something, or don't just stand there, do nothing. Now, most of the time you say, don't just stand there, do something, right? If there's a fire or there's refrigerators open, don't just stand there, do something. Close the door. But in development work with their view is sometimes doing something right away is the worst thing. So we need to have positive intent about how we want to change organizations, but we also need to be observant. We need to understand the culture. We need to understand what's important to the people in the organization. And again, back to your powerful story. We need to understand the stories that exist in the organization. So why is that relevant then, when we talk about a kind of east west approach to diversity and inclusion? So what I found in Asia, because of the more collective environment and collective culture that exists, is that we really do need to start with the stories of people in the organization rather than starting with the KPI that we want to achieve. So we know that in Asian Eastern culture, family collective culture is much more important than it is maybe in many places in the West. So it's important to understand what are the stories of people in the organization and how do those stories get told so that the people around those people can create inclusion or create inclusive environments. Not because we're doing it because somebody gave us a KPI, we're doing it because it's part of the family. And that, I think, is a important nuanced approach to way we develop diversity inclusion strategies in Asia versus the way it would be done in the US or to some extent in Europe. So you have to start with the culture of the organization and the culture which is the dominant culture in which the organization works. So if it's Hong Kong culture, it's Japanese culture, or whether it's Taiwanese culture, and then build out from that versus saying we're going to have 50% target on gender, and then we cascade that to the whole organization, which is much more of a Western way of approaching something.
- [42:12]
Vince Chen
You are bringing back a lot of my own memories from the corporate world. Well, it may not have been related to dei. I remember whenever there was a new policy set by the headquarters in the US Especially from the senior leadership, they would often say, let's do the same thing in Asia too. But we would push back and say, Asia doesn't work that way is often seen as a monolith. But in reality, Asia is as diverse as Europe, with many countries, cultures and even differences within a single country. Even when they say, oh, it's just the Chinese market, they don't realize the vast differences between Chinese communities, whether from Hong Kong, Taiwan or mainland China and within mainland China itself. People from the North, south, east and west all have their own unique cultural dynamics. So a one size fits all DEI policy transcribed from elsewhere just doesn't work in Asia. The diversity within Asia Pacific requires a more nuanced, localized approach.
- [43:53]
Franklin Becker
Get back to why is it important? It's important that company cultures are inclusive because we know that the outcomes are better. It's important that company cultures are diverse in the context of the diversity of the workforce and the consumer base where they operate, because we know that there are better outcomes for the business. How you get there has to be tailored by the individual location and the individual company. It's not what I would say is something we have to avoid is that diversity and inclusion doesn't work in Asia. That is just positively wrong. It doesn't work in Asia from a Western perspective or in a Western application. But it's as or more important that in Asia or in Africa or in Europe, South America, North America, that inclusion is practiced and is part of the culture that creates better outcomes for an organization.
- [44:55]
Vince Chen
Thank you so much for joining us today. If you like what you heard, don't forget, subscribe to our show, Leave us top rated reviews, check out our website and follow me on social media. I'm Vince Chen, your ambitious human host. Until next time, take care.
- [45:27]
David Quince
Stripe helps many of the world's most influential companies grow their revenue and build a more profitable business. Whether it's Hertz making checkout a smooth ride for their customers, OpenAI answering unprecedented demand or PGA chipping away at back office inefficiency, Stripe's financial infrastructure platform helps companies achieve ambitious goals. No matter what success looks like for your business, Stripe helps ensure the complexity of financial systems doesn't get in your way. Learn more@swepe.com cut the commute and up.
- [45:58]
Unknown Speaker 1
The convenience for your next dermatologist. Visit Non segmental vitiligo. Patients 12 and older can virtually discuss repigmentation with Opzelura Ruxolitinib cream as soon as today. Get started on your pursuit for repigmentation with topical Opletelura. Visit opzelura.com to connect with a derm to see if Opzelura is right for you. Provider availability may vary. For patients taking therapeutic biologics, other JAK inhibitors, or strong immunosuppressants such as cyclosporine. Opzelura is not recommended.
- [46:25]
Unknown Speaker 2
Opzelura can lower your ability to fight infections. Tell your doctor if you have or had an infection, tb, hepatitis B or C, blood clots in your legs, or lungs, heart attack, stroke, cancer, high cholesterol, are a smoker or pregnant Opzelura may cause serious lung infections, certain cancers, immune system problems, blood clots and low blood cell counts. Major cardiovascular events or death occurred in those 50 plus taking oral jak inhibitors. The most common side effects were acne and itching where applied.
- [46:50]
Unknown Speaker 1
Call 866-564-8484 to learn more about prescription Opzelura for non segmental vitiligo why get.
- [46:58]
David Quince
All your holiday decorations delivered through Instacart? Because maybe you only bought two wreaths but have 12 windows. Or maybe your toddler got very eager with the Advent calendar. Or maybe the inflatable snowman didn't make it through the snowstorm. Or maybe the twinkle lights aren't twinkling. Whatever the reason, this season Instacart's here for hosts in their whole holiday haul. Get decorations from the Home Depot, CVS and more through Instacart and enjoy free delivery on your first three orders. Service fees and terms apply.
- [47:28]
Trevor Sikoma
Hey everybody, I'm Trevor Sikoma, host of the PFF NFL show, here to tell you what you can find on all of our shows throughout the week. On Mondays we have the Grade Release show where myself and Dalton Wasserman break down every single game that you just saw in the NFL. On Tuesdays we have the Quarterback Breakdown with Seth Galina. On Wednesdays we've got the Rookie Review with John Ledyard and the preview for the upcoming week in the NFL. So make sure you are subscribed to the PFF NFL show wherever you get your podcasts.
- [47:56]
Franklin Becker
If you like the show, please take.
- [47:58]
David Quince
A moment to rate review and subscribe.
- [48:01]
Franklin Becker
It really does help the show to grow. Thank you for listening.