embracing diversity can help build adaptive resilience suggests that continued and innovation is essential to future viability. Case studies These case studies are provided to: Illustrate real-life examples of some of the characteristics likely to build adaptive resilience Provide examples of good practice Explore some of the dilemmas and tensions inherent in embracing the creative case for diversity It is important to note, of course, that each organisation operates in its own context and lessons should not be applied in or to another organisation in a simplistic way, but used as stimulus for reflection and imaginative thinking around future planning. A Non-arts case study: Linklaters Linklaters is one of the five largest global law firms in London. It has 26 offices in 19 countries, almost 5,000 staff and revenue in 2009/2010 of £1.2bn. It works only on the most complex deals and cases, with 70% of its work being on multi-country or issues. It has very strategically and consciously embraced diversity. The Global Diversity Manager puts this very simply, and in words which certainly find an echo in arts rhetoric: a talent-driven organisation, Linklaters needs to attract the most talented “As people it can, to attract the kind of customers it wants to serve to meet its business goals.” A strong business case for diversity has been developed and accepted within the organisation. This responds to three external pressures as well as the case for talent. Firstly there is increased regulation of diversity and equality issues. Secondly, the media increasingly scrutinises the age, ethnicity and gender of lawyers, especially in high-profile cases, and looks for diversity. Thirdly, and perhaps most crucially, clients increasingly ask for diversity information driven by their own shareholders or by – regulatory contexts. Clients increasingly expect to see diverse teams working on projects, rather than all-male, all-white teams, for instance an obvious parallel with – the arts sector. Linklaters describes itself as essentially a people business, based on relationships as well as legal expertise. Its corporate responsibility strategy is built around three pillars: colleagues, clients and community, with diversity sitting across all three strands.
embracing diversity can help build adaptive resilience suggests that continued and innovation is essential to future viability. Case studies These case studies are provided to: Illustrate real-life examples of some of the characteristics likely to build adaptive resilience Provide examples of good practice Explore some of the dilemmas and tensions inherent in embracing the creative case for diversity It is important to note, of course, that each organisation operates in its own context and lessons should not be applied in or to another organisation in a simplistic way, but used as stimulus for reflection and imaginative thinking around future planning. A Non-arts case study: Linklaters Linklaters is one of the five largest global law firms in London. It has 26 offices in 19 countries, almost 5,000 staff and revenue in 2009/2010 of £1.2bn. It works only on the most complex deals and cases, with 70% of its work being on multi-country or issues. It has very strategically and consciously embraced diversity. The Global Diversity Manager puts this very simply, and in words which certainly find an echo in arts rhetoric: “As a talent-driven organisation, Linklaters needs to attract the most talented people it can, to attract the kind of customers it wants to serve to meet its business goals.” A strong business case for diversity has been developed and accepted within the organisation. This responds to three external pressures as well as the case for talent. Firstly there is increased regulation of diversity and equality issues. Secondly, the media increasingly scrutinises the age, ethnicity and gender of lawyers, especially in high-profile cases, and looks for diversity. Thirdly, and perhaps most crucially, clients increasingly ask for diversity information – driven by their own shareholders or by regulatory contexts. Clients increasingly expect to see diverse teams working on projects, rather than all-male, all-white teams, for instance – an obvious parallel with the arts sector. Linklaters describes itself as essentially a people business, based on relationships as well as legal expertise. Its corporate responsibility strategy is built around three pillars: colleagues, clients and community, with diversity sitting across all three strands.
Diversity_and_adaptive_resilience_public.docx