In this episode of FARSIGHT Chats, host Farah Bala engages in a conversation with global DEI experts Rohini Anand and William Rolack to discuss the nuances of equity and inclusion across different global contexts. The discussion covers the importance of integrating DEI into core business strategies, and the necessity of both lead and lag indicators for accountability. Various challenges and successes from around the world are compared, emphasizing the need for a global, yet locally adaptable approach. They highlight that DEI strategies must be adapted to local socio-political and cultural conditions, with examples from Europe, China, and India. The episode concludes with a call to consider intersectionality and inclusive practices in measurable ways, even in contexts with restrictive data collection laws like France.

| KEY TOPICS DISCUSSED |

UNDERSTANDING DEI GLOBALLY

• No one-size-fits-all approach: Equity, diversity, and inclusion (DEI) practices vary significantly by country and culture.
• U.S.-centric language and frameworks often don’t translate globally; inclusion efforts must reflect local histories, legal systems, and cultural values.

CONTEXT MATTERS

• Race is central in the U.S., but in other countries, other dimensions dominate (e.g., caste in India, religion in Europe, socioeconomic status in France).
• France bans race-based data collection, affecting how inclusion is measured; socioeconomic and generational data are sometimes used as proxies.

STRATEGIES THAT WORK

• Transversal approach is best: Combines global strategy with local adaptability.
• Top-down universal strategies can backfire when not culturally sensitive (e.g., pride badges in countries where LGBTQ+ identities are criminalized).

EMERGING IDENTITIES & INTERSECTIONALITY

• Cultural identities are increasingly complex, especially among multiracial or multicultural individuals.
• New cultures are forming rapidly as global mixing increases, making a rigid identity framework obsolete.

ACCOUNTABILITY & METRICS

• Use both lag and lead indicators: Track outcomes (like promotions) and behaviors (like mentorship or ERG participation).
• Link DEI goals to business strategy and executive performance reviews to ensure commitment and progress.

BUSINESS INTEGRATION

• DEI must be embedded in all business areas: talent, marketing, supplier diversity, sustainability, and customer engagement.
• Companies like Sodexo and Kroll use DEI as a business enabler, driving innovation, market access, and client relationships.

TOTAL INCLUSION MODEL

• Move beyond identity-based ERGs to include everyone (e.g., cisgender white men, multiracial individuals) through innovation teams and hybrid models.
• DEI should be altruistic and purpose-driven, not only compliance-based or reactive.

WHAT CAN THE U.S. LEARN

• Europe leads in areas like disability inclusion and women on boards, often due to quotas.
• Other cultures value family and community differently, which can inform talent strategy (e.g., engaging families in Asia as part of retention).

| SHOW NOTES |

00:00 Welcome to FARSIGHT Chats

00:29 Introduction to Today's Episode

03:29 Meet the Experts: Rohini Anand and William Rolack

05:21 Understanding Global DEI Perspectives

08:21 Challenges and Strategies in Global DEI

16:14 Local Contexts and Global Frameworks

34:46 Accountability and Metrics in DEI

40:57 Addressing Inclusion for All

48:36 Conclusion and Call to Action

| WORKS CITED |