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Case Study 01 – Boehringer Ingelheim

Collaboration and creating an inclusive workplace is the key to talent retention, innovation and minimizing risks. In recent years, there were many noteworthy employee challenges in corporate America and around the world. Those events suggest that the world is changing and although there is growing division, many were finding strength in numbers. We saw employees standing united in protest demanding changes in their work culture and/or policies to reflect their collective values.

We see every day how employers who are not invested in their talent can have their challenges if not mistakes displayed for the world to see as social media and the internet spread the news in rapid fire.

The Minority Corporate Counsel Association (MCCA) as the leading voice for diversity, inclusion and equity is driving the discussion on culture in the past two years. Even before our bias interrupters research, our Board examined culture and how leaders can be proactive in shaping it. We partnered with Russell Reynolds Associates (RRA) to analyze which leadership behaviors impacted culture: (i) to help leaders understand what it means to create an inclusive culture; and (ii) provide tools to create a workplace that was inclusive to boost employee morale, productivity, retention and mitigate against any risks. Our Board members invested time by participating in 360 reviews of their own behaviors and participated in the inclusive leadership workshop led by RRA. After a year of surveys and analysis, we produced our first and one of its kind benchmarking report on inclusive leadership.

But still, we wanted to learn and do more to support our leaders.

Thanks to the vision and leadership of Paul Hastings, MCCA partnered with Paul Hastings, its clients and our corporate members, to closely examine how corporations and its leaders are changing culture in their organizations. We examined four different industries across the country. The first case study was in collaboration with Boehringer Ingelheim. Thanks to Boehringer’s willingness to share and be transparent, we learned what it means to be a leader today where the workforce is rapidly changing and are not afraid to speak up, which could impact morale and bottom line.

We learned that you must be nimble, know your colleagues and show commitment to diversity, inclusion and equity to fully realize the value of your talent.

This new case study reinforces the findings of our other research undertaken on inclusion in recent years. Notably, when it comes to creating an inclusive workplace, committed leadership really matters. Our Inclusion Index research and report with RRA shows that culture really has to be led by tone from the top and needs to be authentic to all. This is echoed in many of the real life examples from Boehringer Ingelheim ‘s U.S. legal team, which were shared in this case study.

The case study also shows how all our structures need to have a rigorous examination to eliminate bias. For example, in this case study, we see processes being followed to ensure that two women who were pregnant were offered jobs on the team because they were the best candidates, period – irrelevant of their personal status.

This echoes our own bias interrupters research, which provides detailed guides on how to examine, explore and improve everything we do.

We are delighted to present the first in the series of these case studies on creating an inclusive culture in legal teams and look forward to sharing more insights with you as the series continues.

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