A Culture of Equality Helps Drive Greater Innovation – So What Are You Waiting For?

New research from Accenture to mark International Women's Day shows that the willingness and ability of employees to innovate is higher in companies that create and maintain a robust culture of equality.

While it may come as no surprise that in organizations where everyone can advance and thrive, greater levels of innovation can be found, the potential impact of this may be more significant than many would anticipate. The Getting to Equal 2019 report reveals that global gross domestic product could increase by up to US$8 trillion over 10 years if the willingness and ability of employees to innovate in all countries is raised by 10 percent.

The research also shows that this willingness and ability to innovate, or innovation mindset, is six times higher in the most-equal workplace cultures versus the least-equal ones. So what are the factors driving this and which businesses are getting it right?

At Procter & Gamble (P&G) a key priority is enabling employees to help lead the innovation-led digital transformation of their industry. In addition to programs to achieve equal representation of women at every level, the company seeks to arm employees with the skills and experiences they need to bring disruptive ideas to the table and this includes engaging high-potential women at critical career points to prepare them for senior roles.

If you examine the key elements of innovation as they impact the individual, three pillars of a culture of equality emerge. It starts with bold leadership, where a diverse leadership team sets, shares and measures equality targets openly. Leaders help establish diversity, equal pay and advancement goals, they track progress and they are held accountable.

In addition to bold leadership, organizations striving for a culture of equality need to create policies and practices that are family-friendly, support both genders and are bias-free in attracting and retaining people. For example, businesses can encourage all new parents to take leave, while using work rotations or temporary assignments can give people opportunities to develop new skills and share knowledge. I have previously discussed how important it is for people to be able to bring their authentic self to work and this approach clearly supports that goal.

Finally, organizations need to build what we call an empowering environment, where employees are trusted and offered the freedom to be creative and to train and work flexibly. Marriott International is a great example of this. Under Arne Sorensen, a commitment to the professional development of its diverse employee population has helped put innovation at the center of its growth strategy, supported by a range of formal initiatives. For example, the company’s Voyage Global Leadership Development program offers resources and support for future company leaders, while the Emerging Leaders program rapidly accelerates the advance of women and minorities to senior leadership positions.

Elsewhere, at Faurecia, a desire to build an empowering environment has seen the creation of Faurecia Learning Lab which provides staff with rich, advanced programs using digital tools to build their skills and better prepare them for new challenges. In two years the Learning Lab has already helped train over 47,000 employees.

Let me leave the final word on this to my colleague and Accenture’s chief leadership & human resources officer, Ellyn Shook. Speaking on International Women's Day, she said “Accelerating equality in the workplace has never been more critical for driving innovation. If people feel a sense of belonging and are valued by their employers for their unique contributions, perspectives and circumstances, they are more likely to advance and feel empowered to innovate.”