This is a topline view of how I approach DEI in today's world. My breadth of experience and creative strategy ensures the ability to create a true business strategy with DEI focused programs

1. My Why
“To inspire and empower others to reach their full
potential so that they can go beyond what they
thought possible and in turn inspire others”
Simon CourtGlobal Diversity, Equity & Inclusion Executive
My point of view on diversity, equity & inclusion

2. “KNOWING WHAT
MUST BE DONE DOES
AWAY WITH FEAR”
Rosa Parks

3. Too often, DEI has become a ‘check the box’ program,
it lacks the methodology behind it to drive key business
outcomes, measurable results and business strategy.
We are in an era of great innovation and opportunity to
achieve true alignment between the business and DEI.
The intersectionality of technology and human
centered design is exciting.

4. SOMETHING TO
BELIEVE IN
Savvy organizations understands that their consumer's purchase decisions are
based on emotion. When an organization goes through any change programs our
teams will also ‘buy’ based on emotions. Getting your organization to buy into a
DEI program is no different, they will want an emotional connection.
We need to be the ‘lighthouse on the hill’, a beacon our people are drawn too
and can feel part of. The clearer our purpose and cause is, the more uptick we
will see in engagement and measurable results – ultimately driving the business
strategy and success.
However, we cannot forget about what lies below the surface. It is all very well
having a cause, but without the right structure and foundations it will soon
crumble. Time needs to be spent ensuring that everyone from
board down is bought in and aligned.

5. As humans, we are hard-wired to receive story – our brains pay much
more attention when information is in the form of a narrative. If you
want to convince an audience, only supplying data, numbers, statistics,
analytics and so on is dead - it is the story behind all that. As DEI
leaders, story is the most powerful way to communicate.
Strategic storytelling is taking tactics from advertising, journalism and
creative arts; which is specifically tied to getting emotional buy-in and
allows us to build campaigns that are targeted and gain traction.
A DEI program relies on an organization’s ability to tell its stories and
the stories of those within it. The better the storytelling and the more
the story ties into the organizations variability of constituents and
business outcomes, the more successful it will be. We learn from one
another - as a white cis-gendered male with privilege (and part of the
LGBTQ+ community), it is my duty to be an ally and create space.
THE
POWER OF
STORY

6. “The purpose of a storyteller is not
to tell you how to think, but to give
you questions to think upon.”
Brandon Sanderson Fantasy and science fiction writer

7. SOMETHING THAT
MAKES SENSE
Connecting with our audience on an emotional level is the critical first step, but it must make sense to the
overall business strategy. There is a ‘why’ beyond where most people look.
A Business Case:
• Consumers desire greater representation by the companies’ workforce - see themselves
• When a culture is inclusive it drives motivation, engagement and discretionary effort
• Facilitates a smoother integration as a result of M&A
• Improves talent attraction and retention
• Fosters greater innovation - diversity of thought
• Consumers are increasingly seeking brands that align with their personal beliefs and fit within their
own portfolio
• We become better at recognizing and challenging our biases
• Brands are reacting to the publics demand for greater transparency - consumers expect
metaphorical company ‘glass walls’

8. HIDDEN
DYNAMICS
We all know what it feels like to be an ‘outsider’, not invited to the
party or not included in a key business meeting. Office cultures
and dynamics can cause an unintended ‘insider’ and ‘outsider’
effect.
As a species we naturally congregate amongst those we identify
with – this is a primal behavior. When we are left out it hits at the
core of our humanity and can cause internal turmoil. Forbes
recently wrote:
“Workers who smoke might discuss business with other smokers
during smoke breaks, leaving non-smokers out of the loop. A
company might schedule activities around drinking during its
annual summit, making non-drinkers feel left out. A manager might
simply respond more positively to outgoing personalities, elevating
their voices and ignoring those who are more reserved.”
It is our responsibility to recognize and manage these dynamics as
they can derail the best DEI efforts.

9. RANDOM ACTS OF
DIVERSITY
We need to stop performing random acts of DEI – they
are unproductive and all they fuel is organizational
frustration and mistrust.
Everything we do should reside within a clearly defined
framework to provide context and be part of a
programmatic approach – a living part of the culture.
The greater ‘the mix’ of individuals that make up our
pool of talent the greater the need for inclusion
strategies that are programmatic and designed.
Inclusion is our mix of diversity and how we leverage it
as part of our culture. An environment that encourages
belonging, fosters uniqueness and supports
individuals/groups – optimizing their experience,
engagement, and performance.
Inclusion
Value our
differences and
inclusion
Identify Insider/
Outsider
Dynamics
Transform Insider/
Outsider
Dynamics
Model, Reward,
Measure & Track
Inclusive Behavior
Diversity

10. DESIGN THINKING APPROACH
I am a firm believer that Design Thinking is the best possible way to ensure that we
create a sustainable inclusive culture – by its very nature it is human centric and
built around a real human need. This approach mitigates unintended dynamics and
uncovers systemic barriers to equity and inclusion.
DESIRABILITY:
The program has been tested and validated. We know that the organization wants
it and will use it at all levels. It is not a ‘tick box’ initiative.
VIABILITY:
It meets the business strategy. Everyone at all levels has bought in;
we will track, measure, test and reassess constantly to ensure ROI.
FEASIBILITY:
We have tested any new concepts within the organization, and we have the
ability to deliver. We know which levers to pull when and what resources we
must deploy. The board, senior leadership has funded appropriately.
Start here

11. • Trial & test
• Communications
• Role-out
• Roadshows
• Artifacts
• Talking points
• Sharing of plans
• Conversations
• Role play
• Story telling
• Capture learnings
• Define success
• Get feedback
• Feedback loop
• Immersion
• Questionnaires
• Interviews
• Self-reporting
• Meetings
• User experience
observations
• What levers do we
currently have &
what do we need?
What is our Intent
for this program?
• Interpret our
findings
• Find meaning
• Identify themes
• Tell stories
• Sort & condense
• Define insights
• Frame
opportunities
• Set the ‘design
challenge’
What is the
Challenge?
• Brainstorm
• Jam/Charrette
• Designing
• Visual
• Tactile
• Experiential
• Sketching
• Collaboration
• Cross-team cross-
function
• Ideation
• Track learnings
• Celebrate
achievements
• Plan next steps
• Build partnerships
• Engage others
• Scale-up
• Deepen roots
• Remind people
what changed
(even if small)
• Customize for
regional
differences
INTENT MEETS DEMAND
DISCOVER DEFINE DEVELOP DELIVER EVOLVE
Utilizing design thinking to understand systemic barriers to DEI

12. I bring a scalable and global approach that
ensures best-fit for an organization of any
size, a network of experts to tap into,
proven leadership and passion.

13. Thank you for taking the time to read
this document. I would love feedback
and opinions – mine are always open
for debate and growth.
LinkedIn: here
Email: s.j.court@gmail.com
Phone: +1 (424) 333-8606