Turning Diversity & Inclusion into an executive performance drivers
A “just-enough” executive journey designed to create awareness, alignment, and concrete actions on Diversity & Inclusion fully connected to each Business Unit’s strategic priorities.
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ADEO wanted to strengthen the role of Diversity & Inclusion as a strategic leadership topic, owned by Executive Committees and connected to Business Unit priorities.While the ambition was clear, previous experiences on D&I had sometimes generated resistance, with leaders perceiving the topic as abstract, imposed, or disconnected from operational realities.The challenge was therefore twofold: engage executives on a sensitive subject without backlash, and do so within a very limited timeframe. ADEO needed an approach that respected each leader’s starting point, created genuine awareness, and translated D&I into concrete actions relevant to their business context. Ultimately, the objective was to accelerate D&I maturity while preserving executive accountability, business focus, and local relevance across geographies.
- Making D&I relevant to business performance, not just an HR initiative.
- Creating executive-level ownership of the topic.
- Triggering a collective shift in mindset and behavior in a very limited amount of time.
- Avoiding any form of backlash or “ideological fatigue.”
- Providing practical, structured, and scalable tools adaptable to different BU contexts.
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“I like the idea of taking the team through a process that accelerates our maturity on the topic and creates a win-win: for individuals, for the collective, and for the organization.”
iNNERSHiP designed the ADEO Executive FastTrack, a high-impact executive journey built on the VCIM™ methodology.The program was intentionally designed as a “just-enough” format: minimal time investment, maximum structure, and immediate applicability. It combines two highly structured collective workshops with optional individual coaching, ensuring both collective alignment and personal ownership. Each Executive Committee co-constructs a tailored Diversity & Inclusion roadmap, directly connected to its Business Unit strategy, priorities, and risks. Strong facilitation, executive-level language, and pragmatic tools enabled leaders to engage positively with a topic historically perceived as complex or sensitive.
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Although based on a ready-to-deploy framework, the Executive FastTrack is fully adaptable to each context.
Client-specific terminology, governance models, and strategic objectives are embedded into the process to ensure relevance and ownership.
The journey relies on:
- Collective workshops structured around the GROW logic (Goal, Reality, Opportunities, Way Forward),
- A living executive deliverable, documenting the BU’s D&I strategy and action plan,
- An optional individual coaching path, allowing each leader to deepen impact within their own perimeter.
The program was successfully deployed across different scopes, including Italy and Global HR, demonstrating its scalability across geographies and leadership teams.
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individual
“I wasn’t expecting something so concrete. I joined with some reluctance and ended up very positively surprised.”
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The Executive FastTrack generated strong engagement on a traditionally sensitive topic, thanks to a pragmatic, structured and non-judgmental approach.
Executives particularly valued the concreteness of the discussions and the power of collective intelligence, which enabled open dialogue and alignment at Executive Committee level.
Beyond perception, early behavioral changes were observed:
- Diversity & Inclusion topics were more explicitly integrated into talent reviews and leadership discussions.
- Leaders gained a clearer understanding of their individual role in advancing D&I within their own scope.
- Executive teams translated the framework into concrete, business-aligned action plans, adapted to their local context.
Unlike previous initiatives perceived as top-down, the FastTrack created adhesion, ownership and momentum, making D&I a legitimate leadership and performance topic, applicable beyond Executive Committees to broader leadership populations.
Net Promoter Score NPS
Confidence in integrating D&I into strategy
Overall satisfaction
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