To begin, if you haven’t, please check out the Ad Age article by Antonio Lucio, HP’s chief marketing and communications officer HERE.  In the article Lucio promotes the successes of HP’s diversity strategy and commits to a point that I would like to make here today, that being the usefulness of forming a strategy and measuring your impact

If a company or an individual is looking to improve their situation in any facet, tracking their improvement or failure is key to success.  For HP, these measurements began with a 12 month goal that the company asked their agencies and themselves to increase “the share of women and minority leaders in creative and strategic roles.”  After the 12 month challenge concluded, HP was able to publish a scorecard “showing a 20-point increase in the share of women on our account. More importantly, 51% of senior leaders are now women; in many cases, that was up from a baseline of zero. We also increased the number of women in senior creative roles.”

HP was also able to pinpoint needed improvements, including the fact that “most agencies fell short of their self-imposed goals for underrepresented minorities” which is now a priority for 2018.

As you can see, these measurements have gone a long way in aiding in growth of the company and has created opportunities for individuals that do not usually receive them.  Promoting people for promotions sake is never a good strategy however identifying a group of people that have been historically overlooked and creating a strategy for future opportunities is a great way to improve your company and morale.

As Lucio explains, “Changing management practices is hard work, but our experiment showed that if you commit to using the full set of tools at your disposal, you can achieve measurable change. Scorecards proved the most important of those tools. What gets measured gets done; and what gets published becomes our bond.”