CASE STUDY

GROUP MEMBERS
GEROLANI, CHERRY FEL

JABONGAN, MIGUEL JOHN

JINSON, KYLE

MAGALLANES, REVIN GRACEL

ROMANO, STEFANNY

ROQUERO, JERRICO

SANDIVA, MA. ELA

Delivering impact through diversity

McKinsey & Company is a global management consulting firm. It is the trusted advisor to the world's leading businesses, governments,
and institutions. They work with leading organizations across the private, public, and social sectors. Their scale, scope, and knowledge
allow them to address problems that no one else can. They have deep functional and industry expertise as well as the breadth of
geographical reach. They are also passionate about taking on immense challenges that matter to their clients and, often, to the world.

They work with their clients as they do with their colleagues and build their capabilities and leadership skills at every level and every
opportunity. They do this to help build internal support, get to real issues, and reach practical recommendations. They bring out the
capabilities of clients to fully participate in the process and lead the ongoing work.

At McKinsey, diversity and inclusion are not just moral imperatives; they are integral to their dual mission to help their clients make
substantial, lasting performance improvements and to build a firm that attracts, develops, excites, and retains exceptional people. Their
groundbreaking research confirms that gender, ethnic, and cultural diversity, particularly within executive teams, continue to be
correlated to financial performance across multiple countries worldwide.

Through their research, they have set out a compelling business and economic case for diversity. Using their global reach, they share our
insights, convene partnerships for action, and serve clients to inform critical decision-makers with the power to make real change.

The company is composed of over 120 nationalities speaking more than 130 languages with offices in 66 countries, and nine (9) affinity
networks to foster community, mentorship, and professional development. They also got a 100% score for LGBTQ (lesbian, gay, bisexual,
transgender, and queer) equality in the Human Rights Campaign (HRC) Foundation’s Corporate Equality Index every year since 2006.

Companies report that materially improving the representation of diverse talent within their ranks, as well as effectively utilizing
inclusion and diversity as an enabler of business impact, are particularly challenging goals. Despite this, multiple companies worldwide
have succeeded in making sizable improvements to inclusion and diversity (I&D) across their organizations, and they have been reaping
tangible benefits for their efforts.

They found that these companies all developed I&D strategies that reflected their business ethos and priorities, ones that they were
strongly committed to. Four (4) imperatives emerged as being crucial:

 Articulate and cascade CEO commitment to galvanize the organization. Companies increasingly recognize that commitment
to inclusion and diversity starts at the top, with many companies publicly committing to an I&D agenda. Leading companies
go further, cascading this commitment throughout their organizations, particularly to middle management. They promote
ownership by their core businesses, encourage role modeling, hold their executives and managers to account, and ensure
efforts are sufficiently resourced and supported centrally.

 Define inclusion and diversity priorities that are based on the drivers of the business-growth strategy. Top-performing
companies invest in internal research to understand which specific strategies best support their business-growth priorities.
Such strategies include attracting and retaining the right talent and strengthening decision-making capabilities.
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Leading companies also identify the mix of inherent traits (such as ethnicity) and acquired traits (such as educational
background and experience) that are most relevant for their organization, using advanced business and people analytics.

 Craft a targeted portfolio of inclusion and diversity initiatives to transform the organization. Leading companies
use targeted thinking to prioritize the I&D initiatives in which they invest, and they ensure there is alignment with
the overall growth strategy. They recognize the necessity of building an inclusive organizational culture and use a
combination of “hard” and “soft”, connecting to create a coherent narrative and program that resonates with
employees and stakeholders to help drive sustainable change.

 Tailor the strategy to maximize local impact. Top and rapidly improving companies recognize the need to adapt
their approach to different parts of the business, various geographies, and sociocultural contexts.

They have long sought to advance and promote diversity in their firm, clients, and society more broadly, as well as to foster an
inclusive culture, where every colleague—regardless of background— feels a deep sense of respect and belonging. In 2014,
they launched All In, a global program to increase the number of women at all levels of their firm. Through their policies,
systems, and culture, they strive to create an exceptional global environment for all colleagues. Their affinity networks provide
advancement for women, members of the LGBTQ community, colleagues from minority ethnic groups, parents of special-needs
children, veterans, and colleagues with disabilities.

QUESTIONS:

A. In your group’s opinion, which behavioral science discipline contributed vastly to McKinsey & Company’s
organizational behavior? Provide an example to support your answer.

Social psychology, in our opinion, was the behavioral science field that had the biggest impact on Mckinsey &
Company's organizational behavior. Social psychology, which focuses on how people impact one another, is typically
thought of as a subfield of psychology that combines ideas from sociology and psychology. It focuses primarily on
group dynamics, communication, and transformation. This field of research makes contributions to OB through
behavioral modification, attitude modification, communication, group dynamics, and group decision-making.
Mckinsey & Company's business ethos and priorities, which were to articulate and cascade the CEO commitment to
galvanize the organization, define Inclusion and diversity priorities that are based on the drivers of the business-
growth strategy, craft a targeted portfolio of Inclusion and diversity Initiatives to transform the organization, and
tailor strategy to maximize local resources, are examples of how Social Psychology contributed to organizational
behavior. It was amply demonstrated by Mckinsey & Company that diversity and inclusion are moral requirements
and essential to their twin missions of assisting clients in achieving significant, long-lasting performance
improvements and creating an organization that attracts, fosters, motivates, and retains exceptional employees.
Additionally, it was noted that their ground-breaking research supports the ongoing correlation between financial
performance in numerous nations throughout the world and diversity of executive teams in terms of gender,
ethnicity, and culture. They work to create a remarkable worldwide environment for all of their coworkers through
their policies, system, and culture.

B. In your group’s perspective, which global challenge/s on organizational behavior did McKinsey & Company
successfully address? How did they do it? Elaborate your response with an example.

Diversity at Work was addressed by their ground-breaking research, which confirms that gender, ethnic, and cultural
diversity, particularly within executive teams, continue to be correlated with financial performance across multiple
countries worldwide. I believe that these were the global challenges on organizational behavior that Mckinsey &
Company successfully addressed: ethical behavior; globalization response; and diversity at work. The way that their
affinity networks promote women, members of the LGBTQ community, coworkers from underrepresented racial and
ethnic groups, parents of children with special needs, veterans, and coworkers with disabilities was observed as
ethical behavior. The company's 120 nationalities, more than 130 languages, 66 offices, and 9 affinity networks to
promote community, mentorship, and professional growth are examples of how it has responded to globalization.
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C. Choose one (1) inclusion and diversity strategy that McKinsey & Company has developed, and explain how did that
strategy benefits them.

Their ground-breaking research confirms that gender, ethnic, and cultural diversity, particularly within executive
teams, continue to be correlated with financial performance across multiple countries worldwide, and this was one
inclusion and diversity strategy that Mckinsey & Company developed. They gained from this technique since it
established their reputation as a respected counsel to the top countries, corporations, and organizations in the globe.
They are able to solve challenges that no one else can because of how diverse their business is. They involve
customers and employees in the process, which is how they develop their talents and leadership skills at every level
and opportunity.

D. Suggest other ways or strategies on how to further improve McKinsey & Company’s organization.
Other ways and strategies that can improve Mckinsey & Company's organizational behavior are:

A . Sustaining Strong Job Satisfaction - This can be done by giving recognition and rewards to well-performing
employees, contests to stimulate and excite the employees, and team parties which can improve teamwork and
camaraderie among employees.

B. Stimulating Innovation and Change - This can be done by new uses of technologies, Improved industry methods,
meeting changing customer demands or needs, and better systems and processes. Other ways to stimulate
innovation and change are to create a collaboration space, offer training, and invest in resources that may help
employees to explore new ideas and solutions that may be useful for the company.

E. As students of tourism and hospitality management, what are your key takeaways from McKinsey & Company’s
initiatives in creating an effective organizational culture?

As a student of Tourism and hospitality Management, my key takeaways from Mckinsey & Company's initiatives in
creating an effective organizational culture are to define what you want your company culture and values to look
like, to invest time in building your talent brand, to optimize your hiring process to ensure you are bringing in the
right people with inclusion and diversity, and to find ways to constantly reinforce your core values. By keeping these
in mind, you will undoubtedly be on the right track to creating and maintaining an organizational culture that can
keep customers and employees content.