Heineken valued the multi-tiered approach CDNA takes to our I&D programmes targeting 3 Levels of biases which go beyond visible traits, such as gender, age, and ethnicity, to uncovering mindset, functional, and business biases, including “confirmation bias” and “risk aversion” bias.
With a twin track of “Bias fixing” and “Inclusion building” solutions, we designed a roadmap to accelerate Heineken’s goal to become a customer-centric region. Our partnership with Heineken on I&D has been custom designed to knit together the organisation’s I&D aspirations of their 9 Inclusive Vitamins internal campaign with their business objectives.
Working with the APAC Regional leadership team, CorporateDNA’s sessions started with understanding how individual and organisational biases shape current working practices and processes.
We then applied the lens of intersectionality to bring teams together in small and diverse/contrast groups, to unpack the origins of these biases through the lens of Self, Function, and Region – to make the unconscious, conscious.
In this process, following the identification of prevailing and interfering biases, we work cross-functionally to address barriers to execution that arise between teams because of these differences and biases.
CorporateDNA works with functional leadership teams to design and embed new ways of working into the business, with clear business outcomes as the focal point.
Using both qualitative and quantitative measurements, CorporateDNA monitors the effectiveness of the programme to ensure we are agile with adaptations and that we course-correct as we progress.
Using Employee Voice of Customer data at the beginning and the end of the programme gives rich data on how these actions have impacted the general employee base. We use purposive sampling with key stakeholders to understand the increase in collaboration and the reduction of friction between teams or functions.
We are focused on reducing barriers to execution and driving business growth while also working within the foundations of an I&D programme. Increasing the diversity within the regional population is a key measurement of success and supporting the growth of internal talent will represent a success factor that is geared towards Heineken’s future.
Business resilience and performance is the ultimate indicator – and this will be monitored on a micro and macro scale, to ensure I&D has delivered business outcomes beyond representative diversity outcomes.