In the month of July 2014, the Global Executive Committee (GEC) for BlackRock, globally largest asset manager, held a two-day off-site meeting to discuss the state of ability within the company. A year prior, in 2013, Chairman and CEO Laurence (Larry) Fink had asked Global Head of HR Jeff Smith to outline to the GEC the Diversity and Inclusion efforts of the business, benchmarking its progress against eight practices linked with constructing cultures that were more inclusive. At the July 2014 off site conference, Smith and Kara Helander, Global Head of Philanthropy and Diversity and Inclusion (D&I), provided an update on its improvement and a summation of the journey to date of the business.
The message from Fink at July conference was articulate: The firm requires extra efforts. This message was additionally augmented by the Board which desired to see a rise in diversity in leadership positions and succession plans. Smith and his team must coordinate with GEC to direct the change. They needed to decide: What needed to be done next? What were the essential areas that needed the most progress? What were the biggest challenges and opportunities confronting the business, and how could D&I initiatives help address them? What actions needed to be taken to satisfy with the request from the Board and Fink?
PUBLICATION DATE: February 05, 2015 PRODUCT #: 415047-HCC-ENG
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
Related Case Solutions & Analyses:
7 Days Inn: Operations Strategy
KT&G of South Korea: Analyses Concerning Privatization
Cathay Pacific: Doing More with Less
Southwest Airlines in Baltimore
Yangcheng: AES in China
Volvo Trucks (A): Penetrating the U.S. Market
Operations Strategy Module: Competing through Operations
Volkswagen de Mexicos North American Strategy (A)
Mrs. Fields Inc.–1977-87
Conex do Brasil
