How To Turn DEI Rhetoric Into Tangible Results?

As we navigate disruptions and societal change, workplaces where everyone feels valued, supported, and empowered have become imperative. Organizations recognize more than ever before the need to embrace diversity, equity, and inclusion (DEI). Moreover, studies show that DEI has become a compelling business case where higher diversity and inclusion substantially increase financial performance (Beich, 2022). Nevertheless, despite widespread acknowledgment and the significant amount of time and money spent on DEI efforts, translating rhetoric into action and tangible results remains a formidable challenge for many organizations.

To ensure DEI efforts are successful, the Association for Talent Development (ATD) recommends making it a part of a broader organizational strategy, which means that good intentions are transformed into sustainable behavior change through clear goals, accountability, and success measures. However, for tangible influence and results, more is required. DEI must be experienced in the organization's everyday life, where people feel committed to one another and the organization (2022). In other words, merely promoting inclusion is not enough; individuals must also experience, perceive, and feel a genuine sense of inclusion and belonging – fulfilling fundamental human needs (Kennedy & Jain-Link 2021).

Center for the Outdoor Recreation Economy (n.d.) concluded in their case study of Cairn that DEI is not just about organizational initiatives; it requires a shift in assumptions and values toward a culture of belonging. Cairn started by assessing the organization and redefined leadership, how they attract, develop, and retain talent, and how the everyday job is done. They made intentional, continuous efforts and investments in long-term behavioral change.

The organization's journey toward building a culture of belonging is multifaceted, requiring efforts at all levels of the organization. How would you transform DEI rhetoric into tangible results?

References

Beich, E. (2022). ATD's Handbook for Training and Talent Development (3rd ed.). ATD Press.

Center for the Outdoor Recreation Economy. (n.d.). Industry Case Study. Oregon State University. Retrieved February 21, 2024, from: https://outdooreconomy.oregonstate.edu/case-study

Kennedy, J. T. and Jain-Link, P. (2021, June 21). What Does It Take To Build a Culture of Belonging? Harvard Business Review. https://hbr.org/2021/06/what-does-it-take-to-build-a-culture-of-belonging

Strategic Change: Creating a Better World with French Fries

In today's business environment, organisations are challenged to navigate change well in order to stay competitive and thrive. This requires not only sound management but also strong leadership – a balanced and skilful attention to structures and processes, and – most importantly – the people who bring strategies to life. This article explores the critical aspects of managing and leading strategic change, illustrated through the real-world case of Agristo, a leading Belgian potato products company.

Beyond Good Management

In general, strategic change encompasses analysing the current context, planning for a desired future, and executing actions to reach targeted objectives. However, organisational change is inherently complex, involving interconnected systems and, crucially, intricate human dynamics. Recognising this, we understand the need to move beyond traditional management functions.

While Mintzberg (2019) argues that good leadership cannot exist without good management, he also emphasises that neither should be seen as superior. Importantly, leadership plays a central role in addressing the human dimension of change. Effective change, therefore, is not about choosing leadership over management, but about an appropriate blend of both hard and soft approaches to navigate complexity.

Agristo’s Story

Agristo, as presented by Callebaut Collective (n.d.), offers a compelling example of how organisations can approach strategic transformation successfully. Founded in 1986, Agristo, a Belgian gem, has become a major global player in the potato products industry, generating over 600 million euros in revenue across 120 countries with just approximately 1,000 employees. In their product range, they are best known for transforming raw potatoes into world-renowned French fries, which, to the surprise of many, originate in Belgium.

Agristo makes a meaningful impact by providing the highest quality to consumer brands and private labels worldwide. This family-owned business has grown exponentially despite an increasingly complex environment. In 2022, they were awarded both 'Supergazelle' and 'Company of the Year' by Trends magazine. Agristo’s global success is rooted in its excellence and adaptability – the ability to maintain product quality while embracing change.

How Did Agristo Do It?

Agristo’s recent transformation involved key practices that reflect a blend of good management and leadership: 

• Executive managers engaged in self-reflection, asking: "How can Agristo define an ambition and strategic plan that ensures sustainable future growth?"

• They conducted a thorough diagnosis of internal and external contexts, identified diverse internal perspectives, and captured customer insights.

• They redefined their value proposition, placing the end consumer at the centre and reinforcing their position as a trusted partner to private labels and consumer brands.

• They co-created a vision of the desired future and crafted a renewed strategy aimed at long-term sustainability, supported by a compelling narrative.

• They captured the strategy and story in a one-pager that provided clear guidelines for implementation and communication.

• They designated leads and clearly defined objectives, KPIs, and timelines for change implementation.

• Finally, they committed to continuous monitoring and adaptation, revisiting strategy and execution as circumstances evolve.

This approach reflects key principles from Whittington et al. (2023), who emphasise the importance of aligning strategic positioning and operational management with transformational leadership to support sustainable transformation. Recognition such as ‘Technical Team of the Year 2023’ (BEMAS, 2023) underscores their commitment not only to technical excellence but also to collaboration and human-centric development.

Leadership as the Catalyst

While Agristo’s new growth strategy is about creating value for its end customers, Agristo’s success highlights the role of transformational leadership in enabling sustainable change. Moreover, in the words of Co-CEO Filip Wallays (n.d.), their journey began with self-reflection: challenging both the company’s strategy and their own behaviours. This resonates with Pant (2023), who argued that organisational change often starts with internal change, with leaders examining and adapting their own thinking and behaviours.

To conclude, successful strategic change requires more than traditional management. It involves skilful navigation between complex processes and the humans who bring the strategy to life. It is reasonable to conclude that the most important factor behind Agristo’s success is its leading executives. Their story shows that ‘creating a better world’, even through something as simple as French fries, begins with strong leadership, a compelling vision, and people-driven strategies. Their journey shows how thoughtful, people-driven change can fuel sustainable growth and inspire organisational excellence.

References

BEMAS (2023, March 22). Agristo is Technisch Team Van Het Jaar 2023, A&S Energie Wint De Publieksprijs. https://www.bemas.org/nl/updates/agristo-technisch-team-van-het-jaar-2023-energie-wint-de-publieksprijs

Callebaut Collective (n.d.). From Supplier To Potato Partner: How Agristo Lets Its Customers Thrive. Callebaut Collective. Retrieved November 29, 2023, from: https://www.callebautcollective.com/en/cases/conquering-the-world-with-belgian-fries-at-agristo/

Mintzberg, H. (2019). Bedtime Stories for Managers: Farewell to Lofty Leadership ... Welcome Engaging Management. Berrett-Koehler Publishers.

Pant, N. (2023, September 20). Leading Change May Need to Begin With Changing Yourself. Harvard Business Review. https://hbr.org/2023/09/leading-change-may-need-to-begin-with-changing-yourself

Whittington, R., Regnér, P., Angwin, D., Johnson, G. & Scholes, K. (2023). Exploring Strategy: Text & Cases (13th ed.). Pearson Education Ltd.