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Diversity and Global Leadership and Corporate Culture

By: Joe Aphinyanaphongs, Jeanine Bernstock, Mary Ellen Ferri, Manami Kuwamura and Margaret Martin
Posted: June 8, 2012

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Think of what the democratization of information through Google has done for the world’s collaboration. By empowering our workforce with modern tools to facilitate the transfer of information, the beauty industry can leverage its expertise across the global organization and collaborate beyond our existing structures. 

Moreover, only 13% of university graduates from emerging markets are suitable for employment in our corporations, simply because they lack English skills. However, through technology today, we are empowered to read in every language, write in every language, and speak in every language. This provides a seamless transfer of information to react even more quickly to the changing needs of the global consumer.


In the bridge, a flexible workforce gives this structure its most important attribute: resilience. After all, a bridge that is rigid will break. We must be flexible, inclusive and respectful of global values in order to attract, retain and engage the future workforce that will connect us with one billion new consumers. 

To be inclusive, careers must adjust to our employees, instead of our employees adjusting to their careers. Inspired by the Deloitte model, the career-life bridge can help the beauty industry retain talent.14 Based on pace, workload, location and role, an employee can choose to dial up or dial down when life’s priorities take over. Flexibility strengthens our organization by allowing our workforce to put their values before the organization. By remembering that our employees are people first and managers second, the beauty industry will not only attract the best global talent, it will significantly improve its pipeline of female talent.

Together reinventing how we develop leaders, how we share information, and how we work together can connect us to one billion new consumers, but we will still lack one essential element.


A bridge can connect people, but does not have a purpose unless people cross it. We must accept that today, we are the now the minority not the majority. Additionally, we must foster a completely inclusive culture that encourages an exchange through awareness and acceptance of different values, so the beauty industry will be embraced by the global community. 

Now that you know how to reach one billion new consumers, are you and your organizations ready?

  • How many people from diverse markets are on your board?
  • How often do your managers and leaders spend time living in these countries?
  • Do you know the cultures and values of your employees and consumers in Shanghai, in Mumbai, in Jakarta?
  • Do you have a global talent pipeline? Are you even fit to attract them? 
  • Have you equipped your workforce with technologies to work smarter?

To cross the bridge, we must go back to our vision. We believe that beauty belongs to the billions. And to reach every last one of us, we must embrace the possibility that we can create a way of being with each other that honors our common humanity, and allows us to approach each other with a sense of interest, mutual respect, engagement, and community for beauty that bridges every billion.