The benefit of learning together with your friend is that you keep each other accountable and have meaningful discussions about what you're learning.
CourtlynPromotion and Events Specialist
Develop a holistic DEI mindset — and use it to build your strategy
Our participants tell us that taking this programme together with their colleagues helps to share common language and accelerate impact.
We hope you find the same. Special pricing is available for groups.
CourtlynPromotion and Events Specialist
Based on the information you provided, your team is eligible for a special discount, for Diversity Equity and Inclusion starting on 6 October 2022 .
We’ve sent you an email with enrolment next steps. If you’re ready to enrol now, click the button below.Have questions? Email us at firstname.lastname@example.org.
The concepts of diversity, equity and inclusion aren't new, but recent shifts in culture have brought them to the forefront and shown how far we still have to go. It’s up to organisations to pick up the baton and continue the progress—not only because Diversity, Equity and Inclusion (DEI) ultimately benefits their bottom line but also because consumers now expect increased levels of social responsibility as the norm. This six-week programme will help you understand the importance of diversity, equity and inclusion in the workplace and gain actionable insights. At the end of the programme, you’ll put the knowledge and tools you’ve acquired to work in a capstone project: creating a DEI strategy for your own organisation.
Companies with greater gender diversity are 15% more likely to show higher financials compared to their respective national industry medians, according to McKinsey and Co.
Organisations in the top quartile for ethnic/cultural diversity on executive teams were 33% more likely to have industry-leading profitability, according to McKinsey and Co.
The majority (67%) of active and passive job seekers say that when evaluating organisations and job offers, it is important to them that the organisation has a diverse workforce, according to Glassdoor.
Gain a solid understanding of diversity, from the different types of diversity and why diversity matters to related opportunities and obstacles as well as successes and failures.
Explore cognitive and behavioural biases, including five major organisational practices that hinder diversity and three myths that stand in its way.
Learn the essentials of crafting inclusive job ads and unbiased interview protocols, and get a comprehensive look at the evaluation process, including compensation, promotion and performance reviews.
Take a deeper dive into data, with a focus on bias-free assessments, evaluating DEI in your organisation and using data for personnel decisions.
On their own, diversity trainings are insufficient to effect meaningful organisational change. Explore complementary strategies including engagement, contact, focus, accountability and transparency.
Discover how to design, communicate and implement DEI strategy while avoiding resistance from the majority (and unintended negative consequences) and building allyship.
Each week’s assignments will contribute to the final capstone project: creating a DEI strategy for implementation in your organisation.
Analyse the current state of DEI in your organisation (demographics, top positions, feelings) and explore the avenues of improvement from your viewpoint.
Develop a detailed analysis of the primary barriers to increasing diversity in your current organisation, including both individual and organisational barriers.
Conduct a thorough analysis of your organisation's processes in terms of attraction, recruitment and promotion, and explore potential areas for improvement.
Describe precisely how your organisation tracks DEI, including the data collected, the processes employed, and how it can be improved.
Describe the current design and implementation of DEI initiatives within your organisation and what you plan to change.
Propose a diversity strategy that reflects your organisation’s needs and context.
The programme features a blend of case studies and other relevant industry examples that provide opportunities to analyse different scenarios and companies such as GlaxoSmithKline, HubSpot, Goldman Sachs, etc., gives you a chance to reflect on the various decisions and outcomes. Examples include:
Explore the industry-wide lack of employee diversity in the technology sector and Yelp’s decision to take a leadership position in identifying strategies to increase diversity.
Study Royal Dutch Shell’s role as early player in implementing diversity and inclusion policies in the 1990s, the firm’s step backward in the face of economic woes in 2009, and the subsequent decision regarding whether to continue to champion global diversity and inclusion while restructuring its business and reducing its managerial workforce.
Discover how the tech giant solved a 'parent gap' problem its data identified, where young mothers were twice as likely to quit as other employees, by implementing an enhanced maternity and paternity leave plan.
Learn how the SAT exam, first introduced in the U.S. in 1926 to create a meritocratic screening device, has been revised in recent years to level the playing field between risk takers and risk avoiders and promote diversity.
Lionel Paolella is an Associate Professor at Cambridge Judge Business School, and an Affiliated Faculty at Harvard Law School (Center on Legal Profession). He graduated from Ecole Normale Supérieure de Cachan (ENS) in France, after which he took a MA in Sociology at Ecole des Hautes Etudes en Sciences Sociales (EHESS), an MS in Management and Organization Science (University Paris X), and a PhD in Strategy (HEC Paris)... More info
Patrizia Vecchi has taught professionals and executives around the world in topics such as negotiation, power and politics, social networks, and leading change. At Cambridge Judge Business School, Patrizia has taken over the academic directorship of the highly successful Cambridge Rising Women Leaders... More info
Prof. David Stillwell
Prof. David Stillwell’s research uses big data to understand psychology. He published papers showing using social media data from millions of consenting individuals to show that the computer can predict a user’s personality as accurately as their spouse can... More info
Lionel Paolella is an Associate Professor at Cambridge Judge Business School, and an Affiliated Faculty at Harvard Law School (Center on Legal Profession). He graduated from Ecole Normale Supérieure de Cachan (ENS) in France, after which he took a MA in Sociology at Ecole des Hautes Etudes en Sciences Sociales (EHESS), an MS in Management and Organization Science (University Paris X), and a PhD in Strategy (HEC Paris). Before joining the University of Cambridge, he was a visiting scholar at the University of Chicago (Booth Graduate School of Business) in 2011, and a Chazen visiting scholar at Columbia University (Graduate School of Business) between September 2012 and December 2013. His main line of research explores how market categories – a set of firms that share cognitive and cultural similarities – affect the social evaluation and performance of organisations and how to foster diversity, equity and inclusion in organisations.
Lionel currently teaches the core Strategy course and the ED&I module in the MBA curriculum, and he is also involved in many Executive Education programmes (Strategy, General Management, Professional Service Firms, Diversity Trainings). He received the Cambridge Judge Teaching Award in 2017, the MBA Faculty of the Year Award in 2018, and he has been listed among the Best 40 under 40 Professors by Poets and Quants in 2019.
Patrizia VecchiPatrizia Vecchi has taught professionals and executives around the world in topics such as negotiation, power and politics, social networks, and leading change. At Cambridge Judge Business School, Patrizia has taken over the academic directorship of the highly successful Cambridge Rising Women Leaders Programme, established by Professor Sucheta Nadkarni, which is centred around the unique challenges that women face as they rise as leaders in organisations and the factors that enhance their credibility and effectiveness as leaders. Besides teaching on the Cambridge Rising Women Leaders Programme, Patrizia teaches Negotiation in the Executive MBA programme, Power & Politics in the Cambridge Senior Management Programme, and various sessions designed to help leaders to have an impact in their organisations in other flagship Executive Education programmes.
Prof. David StillwellProf. David Stillwell’s research uses big data to understand psychology. He published papers showing using social media data from millions of consenting individuals to show that the computer can predict a user’s personality as accurately as their spouse can. He has spoken at workshops organised by the EU Data Protection Supervisor, by the European Parliament’s Science and Technology Options Assessment Panel, to UK government regulators, and to the Bank of England. His research has also been cited by many governments’ national data protection regulators worldwide. David does consultancy on the topics of psychometrics, people analytics, and big data. He has worked on projects with companies including Amazon Payments, Barclays, Hilton Hotels, RBS, Shell, and Ubisoft.
Sally Boyle is an Advisory Director and a member of the Board of Goldman Sachs International, having retired as the International Head of Human Capital Management of the firm in April 2020. As the International Head of Human Capital Management, Sally was responsible for people issues in EMEA, India and APAC. She was a member of the European Management Committee, co-headed the EMEA Inclusion and Diversity committee, was a member of the Global Diversity committee and co-sponsored the LGBT network in EMEA. Sally is also a non-executive director of the Royal Air Force. She started her career as a solicitor at Simmons & Simmons and later became a partner at Mills & Reeve Solicitors. She joined Goldman Sachs in 1999 in the legal department and was named Managing Director in 2003 and Partner in 2010.
Selina Sagayam is an English-qualified partner in Gibson, Dunn & Crutcher’s London office and is a leader of the firm’s Environmental, Social and Governance (ESG) Practice and a member of the firm’s Corporate Group. Regarded as one of the leading public M&A advisers in the UK, Selina has advised on hostile, competitive and recommended takeovers. Her practice focuses on international corporate finance transactional work, including public and private Mergers and Acquisitions (M&A), joint ventures, international equity capital markets offerings and advisory work focused on corporate governance, shareholder activism and securities law advice. She also focusses on ESG advisory matters.
Matthew Corritore is a mixed methods researcher specialising in computational social science, people analytics, and natural language processing who was trained in a dynamic computational social science lab at the Stanford Graduate School of Business. Matthew works with teams and organisations to solve important and difficult problems, and his research has strong practical implications. For example, he partnered with Glassdoor to develop novel corporate culture measures using natural language processing (NLP) methods. This research on cultural diversity’s impact on organisational performance has attracted notable attention from human resource professionals and the popular business press. His research is supported by the Social Sciences and Humanities Research Council of Canada, and has been published in Administrative Science Quarterly (a leading management journal), and featured in Forbes, the Harvard Business Review, BBC.com, the Glassdoor Economic Research Blog, Insights by Stanford Business, and on CBC Radio.
As GSK’s VP of Vaccines Tech, Mark Buswell is a seasoned pharmaceutical IT business leader with experience in CMC development, pharmaceutical manufacturing technology, and technology innovation. He has accountability for the Tech solutions supporting GSK vaccines division spanning R&D, manufacturing, quality and business operations. He joined GSK in 2002 and has held roles in R&D, manufacturing and Tech. He has a PhD in Chemical Engineering from University of Cambridge and an MBA from Cranfield University. His interests include information technologies, synthesis of APIs using novel methods, novel formulation technologies, fermentation technologies, advanced analytical technologies and automation. He is a chartered Chemical Engineer, a Fellow of the Institute of Chemical Engineering and a Fellow of the Royal Academy of Engineering.
Prof. Kamal Munir
Prof. Kamal Munir is Pro-Vice-Chancellor (University Community & Engagement) and Professor of Strategy and Policy at the University of Cambridge. In addition, he is Director of the Centre for Strategic Philanthropy at CJBS, a Professorial Fellow of Homerton College, and serves on the syndicates of the Cambridge University Botanic Gardens and the University Library. His research is focused on strategy in highly turbulent and disruptive competitive environments; positioning in ecosystems; platform-based strategy; business models; economic development and national competitiveness. His work is cited frequently in the media — including the BBC, CNN, Wall Street Journal, BusinessWeek, Wired, Financial Times, The Guardian, The Tribune and several others. In management, he is frequently invited to consult with, and run strategy off-site workshops for corporations ranging from Airbus Industries to HSBC. In policy circles, he has served as a consultant to the World Bank, Asian Development Bank, and State Bank of Pakistan. He was part of the team that developed the 2010 Industrial Policy of Pakistan.
Shi Tang is an Assistant Professor in the Department of Management at City University of Hong Kong. She earned her PhD from the University of Cambridge Judge Business School. Her research focuses on the psychological underpinnings of top management decision-making and their strategic implications. She especially attends to issues such as gender diversity, cognition, and temporal perceptions at the top management level.
Gregory Burke is a social entrepreneur and an award-winning barrister dedicated to fighting for disabled people’s rights. In 2002, he launched DisabledGo.com to give disabled people and carers accurate, detailed information to assess for themselves whether a venue would be accessible for them. Rebranded as AccessAble.co.uk in 2018, the site serves more than two million people a year and helps over 400 large organisations to communicate and improve their access. While still serving as full time CEO of DisabledGo.com, he retrained as barrister and now serves as Head of Employment Law at 7 Bedford Row, a leading London barristers’ chambers and a position usually reserved for barristers of 15 years’ experience or more. In 2019, he won the prestigious Chambers & Partners UK Bar award for “an outstanding contribution to Equality and Inclusion” and was identified as a “Future Leader of the Bar”. Gregory regularly trains lawyers on disability equality, disability rights and financial compensation as well as mentoring aspirant disabled barristers.
Priyanka Dwivedi received her PhD. in Management and Organization from the Pennsylvania State University. She joined the Management department at the Mays Business School as an Assistant Professor in 2017. Dr. Dwivedi teaches graduate and undergraduate courses in Strategic Management. Her research focuses on diversity, equity and inclusion in organisations and seeks to shed light on the multifaceted, systemic challenges facing female leaders in the upper echelons. Her research has been published in the Academy of Management Journal and Journal of Applied Psychology. Her research received the Strategic Management Society’s 2021 Sucheta Nadkarni Award for Outstanding Publication on Women Executive Leadership. She has also won the Best Conference Paper Award at the Strategic Management Society Conference (India, 2018) and a nomination for the Best Conference Paper Award at the Strategic Management Society Conference (Paris, 2018). She currently serves on the editorial review board of the Academy of Management Journal and reviews for several other top management journals.
Andrea Wessendorf is a third-year PhD candidate in the Strategy & International Business subject group at Cambridge Judge Business School. Andrea’s research interests focus on organisational, institutional, and social change. In her research on social change, she studies the ways in which organisations contribute to the creation and recreation of social inequality. She seeks to contribute to a better understanding of the structures and mechanisms underlying organisational processes that produce inequality, and what organisations can do to address patterns of social inequality. In her research on organisational change, Andrea studies the response of a National Health Service (NHS) Trust to the COVID-19 pandemic. Prior to starting her PhD, Andrea completed the MPhil in Innovation, Strategy & Organisation at Cambridge Judge Business School. Before commencing an academic career, she gained industry experience in an international corporation, most recently as the Director of Marketing (EMEA).
Sarah Steele is the Deputy Director of the Intellectual Forum at Jesus, which is aimed at covering the widest range of academic interests across the College. Her research sits at the interface of Law, Criminology, International Relations and Politics, Sociology and Global Health and explores how we aect social change around issues that impact upon people's wellbeing in contemporary society. Her research continues to focus on cross-border issues, including human tracking, the trade in body products and organs, death and suicide tourism and the growing use of social media by health and other professionals in response to global health issues.
Upon successful completion of the programme, participants will be awarded a digital certificate of completion by Cambridge Judge Business School Executive Education.
Please note that this programme can be incorporated into the completion of the Cambridge General Management Certificate of Achievement (GMCA). It will be credited as an 'in-person' two-day programme for the purpose of meeting the GMCA requirements. If you require more details on the GMCA and wish to speak to our advisors, please contact email@example.com.Download Brochure
Note: After successful completion of the online programme, your verified digital certificate will be emailed to you in the name you used when registering for the programme. All certificate images are for illustrative purposes only and may be subject to change at the discretion of Cambridge Judge Business School Executive Education.
After reviewing the information on the programme landing page, we recommend you submit the short form above to gain access to the programme brochure, which includes more in-depth information. If you still have questions about whether this programme is a good fit for you, please email firstname.lastname@example.org, and a dedicated programme advisor will follow up with you very shortly.
Some programmes do have prerequisites, particularly the more technical ones. This information will be noted on the programme landing page, as well as in the programme brochure. If you are uncertain about programme prerequisites and your capabilities, please email us at email@example.com for assistance.
Note that, unless otherwise stated on the programme web page, all programmes are taught in English, and proficiency in English is required.
More than 50 per cent of our participants are from outside the United States. Class profiles vary from one cohort to the next, but generally, our online certificates draw a highly diverse audience in terms of professional experience, industry and geography—leading to a very rich peer learning and networking experience.
Check back at this programme web page or email us at firstname.lastname@example.org to inquire if future programme dates or the timeline for future offerings have been confirmed yet.
Each programme includes an estimated learner effort per week. This is referenced at the top of the programme landing page under the Duration section, as well as in the programme brochure, which you can obtain by submitting the short form at the top of this web page.
We have designed this programme to fit into your current working life as efficiently as possible. Time will be spent among a variety of activities, including:
The programme is designed to be highly interactive while also allowing time for self-reflection and to demonstrate an understanding of the core topics through various active learning exercises. Please contact us at email@example.com if you need further clarification on programme activities.
More than 250,000 professionals globally, across 80 countries, have chosen to advance their skills with Emeritus and its educational learning partners. In fact, 90 per cent of the respondents of a recent survey across all our programmes said that their learning outcomes were met or exceeded.
A dedicated programme support team is available 24/5 (Monday to Friday) to answer questions about the learning platform, technical issues or anything else that may affect your learning experience.
Peer learning adds substantially to the overall learning experience and is an important part of the programme. You can connect and communicate with other participants through our learning platform.
Each programme includes an estimated learner effort per week, so you can gauge what will be required before you enrol. This is referenced at the top of the programme landing page under the Duration section, as well as in the programme brochure, which you can obtain by submitting the short form at the top of this web page. All programmes are designed to fit into your working life.
This programme is scored as a pass or no-pass. Participants must complete the required activities to pass and obtain the certificate of completion. Some programmes include a final project submission or other assignments to obtain passing status. This information will be noted in the programme brochure. Please contact us at firstname.lastname@example.org if you need further clarification on any specific programme requirements.
Upon successful completion of the programme, you will receive a smart digital certificate. The smart digital certificate can be shared with friends, family, schools or potential employers. You can use it on your cover letter or resume and/or display it on your LinkedIn profile. The digital certificate will be sent approximately two weeks after the programme, once grading is complete.
No, only verified digital certificates will be issued upon successful completion. This allows you to share your credentials on social networking platforms, such as LinkedIn, Facebook and Twitter.
No, there is no alumni status granted for this programme. In some cases, there are credits that count towards a higher level of certification. This information will be clearly noted in the programme brochure.
You will have access to the online learning platform and all the videos and programme materials for 12 months following the programme start date. Access to the learning platform is restricted to registered participants per the terms of agreement.
Participants will need the latest version of their preferred browser to access the learning platform. In addition, Microsoft Office and a PDF viewer are required to access documents, spreadsheets, presentations, PDF files and transcripts.
Yes, the learning platform is accessed via the internet, and video content is not available for download. However, you can download files of video transcripts, assignment templates, readings, etc. For maximum flexibility, you can access programme content from a desktop, laptop, tablet or mobile device.
Video lectures must be streamed via the internet, and any livestream webinars and office hours will require an internet connection. However, these sessions are always recorded, so you can view them later.
Yes, you can register up until seven days past the published start date of the programme without missing any of the core programme material or learnings.
The programme fee is noted at the top of this programme web page and usually referenced in the programme brochure as well.
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Please email us at firstname.lastname@example.org for assistance.
You may request a full refund within seven days of your payment or 14 days after the published start date of the programme, whichever comes later. If your enrolment had previously been deferred, you will not be entitled to a refund. Partial (or pro-rated) refunds are not offered. All withdrawal and refund requests should be sent to email@example.com.
After the published start date of the programme, you have until the midpoint of the programme to request to defer to a future cohort of the same programme. A deferral request must be submitted along with a specified reason and explanation. Cohort changes may be made only once per enrolment and are subject to availability of other cohorts scheduled at our discretion. This will not be applicable for deferrals within the refund period, and the limit of one deferral per enrolment remains. All deferral requests should be sent to firstname.lastname@example.org.