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Article
Publication date: 1 June 2020

Robyn Brennaman

415

Abstract

Details

Strategic HR Review, vol. 19 no. 3
Type: Research Article
ISSN: 1475-4398

Article
Publication date: 21 September 2022

Jess Majekodunmi

Before the author became the Director of the Human Sciences Studio, the author was aware of many studies that established the value of diverse teams – especially for…

Abstract

Purpose

Before the author became the Director of the Human Sciences Studio, the author was aware of many studies that established the value of diverse teams – especially for innovation. In 2020, Robyn Brennaman claimed in this very journal that “the business case has long since closed about the critical importance and value of diversity in the workplace”. Brennaman reasoned that homogeneity impedes innovation, that innovation is a precondition for business competitiveness, and therefore diversity has strategic value. And yet a truly diverse team – one that includes identity diversity, academic diversity and cognitive diversity – is too hard to find. The author explores three lessons learned from working with a team of people who think so differently to one another. The purpose of this article is to explore how a collision of perspectives can create innovation.

Design/methodology/approach

A viewpoint article based on the author’s experience in Innovation and position as Director | Human Sciences Studio at Accenture and winner of the Team Leader Award (Sponsored by Fujitsu) at the 2022 FDM everywoman in Technology Awards.

Findings

The author explores three lessons learned from working with a team of people who think so differently to one another. The deluge of information is a messy delight. Sharing knowledge alerts us to the our blind spots. Humility and vulnerability are vital.

Originality/value

This piece is entirely written by Jess Majekodunmi and is all the author’s own viewpoint.

Details

Strategic HR Review, vol. 21 no. 6
Type: Research Article
ISSN: 1475-4398

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