H&M Diversity Leader – An Attempt to Learn from Past Mistakes? Effi Balandies, Katrin Katana & Lisa Cöster
It’s day 8 …
Corporate reputation Vision-culture-image alignment Theory we need to understand Corporate reputation Vision-culture-image alignment
“Diversity Washing” - It`s not an incident, it`s a phenomenon This was 2017... “Diversity Washing” - It`s not an incident, it`s a phenomenon
Background Founded in Sweden 1974 Sixth largest apparel company worldwide 4.700 stores in 69 markets Aim: Be the most ethical and sustainable fast fashion company in the world ”We promote diversity and equality and do not tolerate any kind of discrimination or harassment”
This is 2018 …
? The Situation 8 January 9 January 9 January 13 January 16 January Official apology on the website by H&M Group Drastic stock decline Protest and stores in South Africa trashed and temporarily closed 13 January 16 January Public outrage continues On-going media discussions Public outrage Celebrities cancel collaboration First apology statement Removed picture from all online channels
The Situation
Question 1 What should the profile of a diversity leader look like - what would be his/her role and responsibilities?
Question 2 What impact will appointing a diversity leader have for H&M - internally and externally?
H&M’s Appointed Global Diversity Leader Chinese and US-American ethnic roots
Question 3 What other alternative options are there for a long-term integration of diversity?
Key Learnings Remember Understand Apply Analyze Evaluate Create … past mistakes, as to not repeat but learn from them. Understand … the potential reputational damage that over-promise or under-delivery of claimed diversity can cause. Apply … the Vision-Image-Culture Alignment model as a toolkit for tackling gaps that causes crisis. Analyze … potential internal and external impact a diversity leader can bring forth. Evaluate … the role and responsibilities needed to fulfil promise of diversity. Create … successful solutions for a long-term integration of diversity.
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