Boosting Performance with an Inclusive Performance Culture
We need diverse talents in order to remain innovative and create value for our customers. However, it is not enough to hire diverse talents. We need to make the mix work. How do we then establish this inclusive and ambitious culture in our organizations?
On November 18th, 2019, Boehringer Ingelheim hosted a panel discussion on this topic in collaboration with the Healthcare Businesswomen’s Association (HBA) Frankfurt Chapter. The panel comprised of Emilie Neukom (Business Unit Director Diabetes Care, Abott), Martin Beck (Managing Director of German Human Pharma, Boehringer Ingelheim), Patricia Moubarak (Managing Director Strategy, Accenture) and Carine Brouillon (Head of Global Therapeutic Areas, Boehringer Ingelheim).
Listen to the audio recordings of the panel discussion below:
Part 1: What inclusive performance culture means
“What does an inclusive-performance culture mean for me? It’s being judged by the results and nothing else: not how we got there, not how the person bringing the results looks, speaks, dresses or whatever, but really looking at the result and leaving the rest to the person who wants to do it”
Patricia Moubarak
In the first part of the discussion, the panelists discuss the value of inclusive performance culture from their perspectives. In addition, the question arises who in the company is the owner of Diversity & Inclusion efforts – is it the business or only the Human Resources Department? To learn more about the discussion listen to part 1.
Part 2: How to establish an inclusive performance culture
“Just address things and make things transparent … Usually, that’s one thing where you can push a culture and create conflict because sometimes conflict creates culture”
Martin Beck
In part 2 of the discussion, the panelists share their experience on how to establish an inclusive performance culture. They acknowledge that it is not an easy journey but a worthwhile one that highly depends on inclusive leadership. Find out more by listening to part 2.
Part 3: What it means to be an inclusive leader
“(Inclusive leadership to me means) ... also being very clear around what is acceptable and what is not acceptable in terms of behaviors because if you have someone provoking or attacking all the time, that’s probably not productive, so rewarding productive behavior is also part”
Carine Brouillon
The panelists end the discussion by sharing their learnings on inclusive leadership because a leader has a big role to play in establishing an inclusive performance culture. Listen to part 3 as they finalize the discussion.
Full Podcast: Boosting performance with an inclusive performance culture
Here you can listen the full audio recording of the panel discussion.
View Image Gallery
Participants at the HBA event
From Left to Right: Emilie Neukom, Martin Beck & Carine Brouillon during the event
Participants exchange ideas during the networking session
The audience during the event
From left to right: Lilit Grigoryan (Moderator), Emilie Neukom, Patricia Moubarak, Carine Brouillon and Martin Beck during the panel discussion
Patricia Moubarak (left) and Carine Brouillon (right)
Carine Brouillon (left) and Martin Beck (right)
Lilit Grigoryan (left) and Emilie Neukom (right)
Question and Answer session
Carine Brouillon (left) and Martin Beck (right)
Martin Beck
The audience adding their insights to the discussion
From left to right: Lilit Grigoryan (Moderator), Emilie Neukom, Patricia Moubarak, Carine Brouillon and Martin Beck during the panel discussion.
About HBA
The Healthcare Businesswomen’s Association is a global nonprofit organization comprised of individuals and organizations from across the healthcare industry committed to further the advancement and impact of women in the business of healthcare. The HBA accomplishes this through strong business networks, education, research, advocacy, and recognition for individuals and companies.