Diversity as a competitive advantage in technical organizations (Focus on Motorola)

Companies are no longer respected or sought after if they simply implement equal opportunity laws and other governmental laws that speak to diversity and an inclusive culture. The bar has been raised and expectations are much greater. With a shift to a more global economy within the last 10-15 years, companies are charged with better acknowledging and managing their diverse workforce if they are to remain competitive. A shift to a more collaborative work environment has also forced companies to reevaluate the organization culture so that teams can maximize productivity and effectively contribute to the overall organizational success. Since the explosion of the technical revolution, many companies are left ill prepared to manage their existing diverse workforce and accept the new talent that are being rolled out to the market in thousands every month. This has contributed to high attrition rates for many technical organizations and has force companies to be more creative and aggressive in providing a more inclusive workforce for all employees. Different organizations require various degrees of controllability and relationship management to maximize productivity. Managing diversity is especially challenging in technical organizations because management and most employees tend to focus on the controllability axis of operation rather than the relationship axis