Here’s why Diversity and Inclusion is critical for a sustainable Supply Chain Profession

Research after research shows that #diversityandinclusion on boards, in institutions and in governments significantly improves outcomes such as revenue and performance. Regional, gender, age, beliefs, socio-economic backgrounds among other things define people’s outlooks and perceptions. These in turn feed strategies, performance and everything in between. This explains why GEDI, a term used in mostly corporate spaces, a short form for Gender Equality, Diversity and Inclusion is at the centre of conversations on organisational sustainability.

As a current contender for a seat in the #KISM council, and as I read about what successful professional councils in particular, and leaders in general, do differently, there is a key factor called diversity and inclusion powering the superstructures we see. GEDI is vital if institutions are to serve all their members adequately. This also rings true for KISM and the institution we must continue to build going forward.

But how does an organisation arrive at a diverse and inclusive representation? The first step is a clear mapping of its stakeholders. What is the membership representation? Who are the critical stakeholders? These must be aligned to the institution mission (what you exist to do, the membership needs and the emergent issues in the sector as a whole). ?This exercise cannot be a simple tick box exercise. ?As example:?What is KISM’s mandate? What therefore is the face of membership? From student, mid-career practitioner; those in private and public sector, those in the holistic supply chain, male, female, regional representation in Kenya etc. are the faces of the institution.?(I must add – and especially this being a Kenyan Institution – tribe and ethnicity are not a qualifying factor).

Therefore (emphasis) vest time in research to fully understand the identity of the organisation and the composition of the people you serve. This is how, as an organisation, you will move past the temptation of thinking that diversity and inclusion is only about having sufficient numbers of women on your board.

Having said this, when it comes to women representation in corporate and professional politics, the stakes are even higher. This is because women have been systemically and historically underrepresented on high level decision making tables – including the C-level and boards. This is despite the fact that women make up 50 to 51 per cent (depending on which research you quote) of the population. And the more I go deeper in the campaigns the clearer it becomes to me why preparing younger female professionals for board politics is central to the sustainability of many professions.

Let’s look at some of the ways that gender equality, inclusion and diversity drives organisations and societies forward.

Having more women in positions of power and decision making promotes gender equality. The question of whether or not women are qualified to lead should be asked alongside the question of whether or not men are qualified to lead. The starting point is that consideration of leadership positions for men and women begins with the reality that in today’s world, a woman is as likely as a man to be qualified to be the CEO/ to lead. Cultural attitudes, prejudice, biases and stereotypes are the main culprits for the few numbers of women taking up leadership. In the book ‘Women and Leadership’ the authors remind us that appearance has historically been and continues to be the basis upon which women are judged. Stereotypes range from dress sense, hairstyle and the ‘resting bitch face’. The authors also remind us of the gendered nature of Dilma’s Impeachment (all biases).

Nonetheless, #leadership remains a competitive space and especially, in competitive politics. When organisations and societies become conscious of the need to prepare as many young women as young men for leadership positions, they must support them in charting the path early. A young woman who is passionate about advocating for the rights of the underprivileged will be prepared through mentorship, coaching, training and further education. The point is, actively pushing for diversity in corporate politics and elsewhere awakens the consciousness of duty bearers. So that when women emerge as leaders, the basics will be taken care of.

GEDI is good for your Institution and great for the bottom-line, and provides an excellent platform for delivery of your manifesto and strategy.

Within the current KISM echelons inclusion also takes the form of representation of supply chain on national decision-making tables, contribution to county government policies, and efficient delivery, impact on National government service delivery – particularly ensuring service delivery to the intended citizen, more female Chiefs of Supply chain, more Supply Chain experts in Cabinet Secretary, Principal Secretary and other Government advisory roles – it is not just a gender issue.

What diversity and inclusion challenges are you currently grappling with?

What is your commitment towards GEDI and towards a more inclusive society?