LSE Business Review Blog, published 20 November 2020
If you were to ask a randomly selected member of the baby boomer generation what success looks like when it comes to diversity and inclusion, there’s a good chance you’d be told it was ‘representation’ (Smith, C.; Turner, S., 2015). In the representation paradigm the goal is simply about the head count – it is a numbers game. Each year a company should aim to increase the proportion of staff who aren’t white, heterosexual, neurotypical males so that their business becomes more representative. It seems an admirable enough first step to take, but there’s reason to think a focus on a different kind of number might be equally, if not more, important.