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TiEcon 2021
May 7, 2021, Online
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Melting Pot to Brilliant Mosaic
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About the talk

Diversity is about counting people, while inclusion is about making people count. In the context of the workplace, diversity equals representation. Without inclusion, however, the crucial connections that attract diverse talent, encourage their participation, foster innovation, and lead to business growth won't happen. Inclusive organizations are ones where differences are recognized, valued and celebrated, where there is an emphasis on inclusive practices at all levels of institutional functioning, and all members of the organization are accountable for diversity and inclusion success.

About speakers

Monique Edmondson
IT Director, Integrated Marketing and Customer Experiences at Cisco
Archie Deskus
Senior VP and CIO at Intel
Jyothi Gorti
VP and CIO at Maxim Integrated
Jyoti Chopra
Senior VP and Chief People, Inclusion and Sustainability Officer at MGM Resorts International
Leslie Miley
Engineering Leader at Google

Thought leader focused on Enterprise Marketing solutions and architectures from Demand Generation to Lead Scoring to CRM to Bookings. Inspires an inclusive culture focused on talent development and empowerment for innovation. I build outstanding workplaces and performance driven IT organizations. As an expert in digital marketing solutions, customer centric design, agile methodology, collaboration platforms, university programs, community relations platforms, and diversity programs. Leveraging 23 years of leadership across IT, sales, operations, HR and talent strategy, I utilize my broad experience to drive consensus, operational excellence and clarity while leading rapid execution of technical and talent development programs. I have been recognized by both the Huffington Post and the Wall Street Journal for my innovative approach to millennial assimilation and leading transformational customer experiences. The Cisco Marketing Tech Stack I have led has been recognized by the Markie awards multiple years. I am a motivational leader with the ability to inspire and engage global teams to work smarter and evolve within the workplace or find their passion and provide them the tools to succeed on their own.

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Archana (Archie) Deskus is senior vice president and chief information officer (CIO) at Intel Corporation. As Intel’s CIO, her organization capitalizes on information technology to accelerate the company’s significant growth goals across a diverse portfolio of businesses. More than 5,000 IT professionals are protecting Intel’s assets, driving competitive advantage, and providing IT solutions under Deskus’s leadership.

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She is a seasoned IT leader with over two decades of experience in the transportation, telecom and semiconductor industries. She is an industry solution expert at semiconductor supply chain management and manufacturing solutions. She earned a Master of Science in Mathematics from the Indian Institute of Technology and a Master of Science in Operations Research from North Carolina State University. She is a passionate sponsor of women in technology and an advocate for diversity and inclusion in STEM.

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Jyoti Chopra is Senior Vice President and Chief People, Inclusion and Sustainability Officer for MGM Resorts International, based in Las Vegas. She is responsible for leading Human Resources and Social Impact and Sustainability. She oversees environmental, social and governance (ESG) reporting and is responsible for directing enterprise-wide human and social capital initiatives and serves as liaison to the Board of Directors’ corporate social responsibility committee. She oversees the MGM Resorts Foundation and community relations. Ms. Chopra is an award winning talent, diversity, inclusion and sustainability leader. Prior to her role at MGM Resorts, she was Senior Vice President of Global Diversity & Inclusion and HR Operations and Transformation at Pearson Plc., an education technology and UK FTSE 100 company, where she was a member of the senior and human resources leadership teams. Earlier in her career, Ms. Chopra served as Chief Diversity Officer and Managing Director of Global Citizenship and Sustainability for BNY Mellon as well as the global leader for communications and public relations at Deloitte Touche Tohmatsu Limited and as a Managing Director at Merrill Lynch & Co. Ms. Chopra began her career covering human development and issues affecting women and children at the United Nations. She was born and raised in London, England. She holds a Bachelor of Arts Honors degree in Journalism from New York University.

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Leslie Miley is a Silicon Valley native who has held engineering leadership roles at Slack, Twitter, Apple, and executive roles at Google and The Obama Foundation. He has been featured in USA Today, TechCrunch Disrupt, and Wired's Next List. He advises several startups founded by women and minorities and is an investor in a fund dedicated to diverse entrepreneurs.

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Everybody and welcome back. Diversity is about counting people. Why intuition is about making people count when employees feel that their ideas and contributions are truly valued and taken seriously by their organization. They take ownership for Summit Beach capacity and take pride. In their work. We have lined up, an incredible paddle. The discuss this journey from diversity to inclusion, who will introduce you to the panelists and facilitate this important discussion. Leslie is a Silicon

Valley nature, who is held engineering leadership roles at Clark Twitter, apple and executive roles at Google and the Obama Foundation. He's been featured in USA Today. TechCrunch, disrupt, and wiard's next list. He advises 7 startup founded by women and minorities and it's an investor in a fund dedicated to divers entrepreneurs, Leslie. It's a pleasure to have you here at the diversity and inclusion panel at Icon 2021 over to you, my friend. Thank you so much for that. That ingrate introduction

night. I hear it. And I always think I'm hearing about someone else in that box. Good morning. Good afternoon. Good evening to everyone around the world. It's just like, saying I always feel so special. I could say that this is just an amazing group of people we put together and and I thought I could introduce them. But I think they're much much like input inclusion. Is give people an opportunity to speak for themselves and it'll be heard. So I go to turn it over to Archie and let her give her introduction and who she is. And why she's here.

Thank you, Leslie. A good morning. Good afternoon. Good evening. I'm Archie dusckas on the CIO for Intel, and it's such an honor to be here with this esteemed panel today. Obviously, very passionate about diversity and inclusion and as an individual just for my own personal career Journey, but as a leader, it's incredibly important to me that we make in our incredible progress for the generations. You know, I'm coming up behind us so that this is no longer an issue, right? As we look at this next generation. Hey, I thank you for that. It's it's it's always amazing what we always

have ties and then connections, with some times. We we don't fully recognize. I have worked closely with a former co-worker of yours Archie, Danielle Brown and Danielle. Danielle is, is one of the most amazing people I've ever worked with. And, and it gives me so much pride, and so much faith that a company. Like, Intel could could have her there, have her grow hair becomes leader that she is. So thank you for, for contributing to that. Let's, let's go over to Josie. Blue, everyone. It's great to be with you all, and I want a fantastic

panel and already, we've got here. It's going to be a terrific conversation, dirty Chopra. I am the chief sustainability. Officer of MGM, Resorts headquartered in Las Vegas from Princeton, New Jersey where I also have arrested and spent all of my time. I've been a longtime practitioner in the field of diversity and inclusion. And the last several years, of also specialized in the domain of environmental social and governance, service Corporate social responsibility area where we're seeing a lot of convergence between

Versi equity and inclusion and the sustainability practices. Looking forward to the conversation. I'm also a chance. Remember Pro Shops in them for a price, Silicone Valley. I wish I had something nice to say about staying at MGM Resorts. Do I have been to many of your properties to to see sporting events and always it's always a great, great Venue at the bridge has been too. And always, so we will now go to Everyone and good morning. Good afternoon. Good evening to everyone that. I want in the world. It's a pleasure to be part of this form and

Jody Goethe time to see how you write Maxim integrated, which is a design, semiconductor design and Manufacturing Company. It's a global organization and I work with people all around in Asia or Europe. And in the US, I have a 3/16 Decades of experience in the tech industry here in different sectors and working with various kinds of people there, when I started my journey into the workforce. I recalled being part of a forum that there's a woman in technology for them and that was like three decades

ago. And here, I am still talking about it on the personal side, on matted and I have 2 kids, my oldest child who my daughter is. I just started work. I'm 22 years ago and it's interesting that the conversation that was happening. When I started the workforce is still continuing on. So my dream, I hope my desire is that this becomes a non topic? Thank you, Jodi. I really do. Hope it comes in on top of desk, well, and it would it would signal that. We really have done a lot of work and a lot of people

along it up and laugh at something. At least. I will turn it over to Monique. Director in the employee experience organization at Cisco. Just recently. Changed the rules. I used to read all of marketing at the it organization and that included. Cisco.com. Emery had to like 75 million visitors a month. So it's pretty significant change for me. And I've always been very passionate about the employee experience. And inner part of that is through the work, I do with our women and Sysco employee

resource organizations that Cisco. We have several resource organizations for different Affinity groups, and I've been lucky enough to be medically two women at Cisco for the last seven years. Big passion of mine is to support women in technology. Women in the workplace. Like, if you mentioned, it's still an underrepresented Oregon group on. And we still have a ways to go is your, your child is finding out and their own Journey. One of the things I'm very passionate about, their to is connecting two different Affinity groups to each other. Supporting each other in this journey as we

continue to move, change the way the corporate America work and thinks and hires. And so we do a lot with other finity groups as well, and I'm really happy to be here to scandals in her, but I think I might be the only person that has seen my tail. So I am just very honored to be here. Thank you. Thank, thank you, honey. I try to do a little bit of research and work closely with someone who I've known for the better part of twenty years, and we be really started accelerating our crew together a Mark Mark. And I go way back to walmart.com. I like to say I started my career there when I had

hair so so that obviously so Alex, but I ran into some of the questions and question off with a story. And this question is, how can we get comfortable with discussing, uncomfortable topic to music while I was in a meeting? And a question of how could we ever do specifically to increase per patient? A bunch of represented people specifically in engineering? And for those of you who may be familiar with a Taylor Swift, Kanye West moment years ago, where Kanye West rant on stage and took the

microwave from Taylor Swift and started talking about Are they similar moment where the other questions being answered? And it was on a question five or six years ago and just to remind you that this discussion while it seems like we've been having it for a while. It's really kicked into gear about 5 or 6 years ago and I seen your jacket is literally stood up went and took the microphone away from the person who is responding to the question and short-circuited the entire discussion by by, by saying we we, we firmly believe in diversity, but we're not going to lower the part. Which even he

said this to 250 engineering, and that is almost the epitome of not knowing how to navigate an uncomfortable conversation. So, no one can you show up in Zoom bombers, to take the bike? I really do want to put this out to the panel and how can I get comfortable? Discussing uncomfortable topic? Open. Maybe, I'll, maybe I'll start with some of my first is either creating. You know, it's safe environment, right? Where people can have honest conversations in and

around some of the challenges that are some of our underrepresented groups face and it's not just facing it at work. But in their everyday lives, you know, what, they've had to deal with growing up through their education experience as a professional experiences is. So we at Intel has some in a done, a number of things around just listening and learning rights to. This isn't about solving but creating a space where people are just able to share hate. You know, this is what it's like to be, you know, an Asian or an African-American a woman and I think it's really helped

for people to you. Just learn and appreciate some of the challenges that different groups of people, you know have had to go through and their lives. It is. So it's an opportunity just to get a better perspective because sometimes I think there's any people don't mean to be insensitive, but they just don't understand. And so that has helped and I think doing it as you know, just a listen and learn and not an expectation that we're going to solve it. It helps the bridge, you know, some of the you know, education right around the challenges that different groups, my face. I think the

other pieces is done the role modeling, right? So what do you do after you after you learn? And I think this is our leaders can say, okay, you know, I understand where I understand better. And so what can we do to help, you know, individuals feel more and I included and conversation or in the work that they are performing or even sometimes just, you know, I'll get the kind comments like, you know, how you in my group. People won't even. Look at me directly in the eye right in the one. They're talking to me. So, if you're more aware, Easier to address versus not having not having

that awareness is. So I think those types of that type of feedback, you know, being able to understand how somebody else may be feeling or dealing with it. I think it's incredibly important that the second thing is, I'm a big proponent, you know, you see something wrong. You have to say something and I know you know, when I was younger, I always felt fear of Retribution or hey, you know, somebody's going to take it the wrong way and I think part of that is, you know, just each one of us from within, you know, if we don't speak up we're not going to change, you know, some of the things you

do, more systematically systemically that are wrong or, you know, that aren't that are moving at the pace that we want to see it moved in. So I think we've got to find that voice. And, you know, if there's a good ways and end in a way that you can be articulate and getting your thought across the universe is maybe in a going after it in a negative way. So I always encourage people to Look up, think about, you know, how do you want to get your point across in a meaningful way? Because I do think that there is an open this right to understand. Hey, if you're facing a challenge, you know, how

can somebody help you. And I just want to share one. You know, last example, which I think is so important is put yourself and somebody else's shoes and I'm sure you know, personal story, 33 years ago. I've been going to send so it was born in India and my family emigrated to the United States and I Married, An American writer, whose family. Quite I can delete it. I don't think I've ever met an Indian person before you can imagine, you know, our wedding. And I just, you know, it with Indian some, you know, big big weddings, right? So we have two weddings and two receptions

and when my husband walked into, you know, our engine reception, he'd never felt that before, right. He never felt the part of a group or he's the minority, right? He was always in such a hurry. And it is. So, I openings in beforehand. He felt incredibly uncomfortable. And, you know, you just text me later that night. He said, you know, honey is this how you feel every single day of your life, you know, a big lesson for me was, you know, I want to feel that right. I want others to feel bad because I think then you, you know, understand some of the challenges and I

think it helps to break down, you know, some of the barriers. So I like to personally put myself in uncomfortable situations where, you know, maybe I'm not part of that group. And I don't understand the challenges that I want to learn and I think that's the best thing, you know that we can do ourselves right is put herself in those types of uncomfortable situations. She spoils that speak Pops from the employer perspective therapy went to work for survey. The 60,000 employees in about 29 location,

72% of our Workforce, eventually diverse in about 44% of all management ranks of the bus, 12 to 18 months is absolutely. The need to talk about topics that we may not have dealt with in the past or go to the Forefront. And only that leadership of the top of the organization or company and the tone of the top really massive and Incredibly important to bring in the leadership to, to secure a date. When I call a culture of empathy and to facilitate and create the safe spaces where people can open up and Tool.

Lost year is orchestrated a series of what we call courageous conversations, their hosted interesting. Rain by our chief executive officer of the ship with members of our board of directors, which is the best matches that we want to hear from all people that we care very deeply about our people that we are giving you a safe space to come and talk and where you found that to be incredibly valuable as a follow-up to that though, so that it doesn't just end with a conversation. We

have traded to the volunteers to come together to really take some of the outputs from this conversation since they. Okay, we've heard you before. It's some of the issues, one of the two, or three things that we most want to address of the next 12. 18 months has put a plan together around that. So that's just a quick. Ha noi that what we're doing is MGM. That's amazing. Thank you for that. Decide there so many things I'd like to say. But I'm going to the group,

the best 16-18. Bonds. They've been unprecedented in bed. That seems like an overused word the last year, but it's an ethnic awareness states around the world. I was interested to hear and learn how each of you are approaching discussing and holding space in your respective, my professional life. And if you choose to also your personalized because this is, this is not just about work. This is about our interactions with each other on a personal level, as well.

Galaxy Tab Leslie, it's ready to be used to live in a very polarizing world right now on. You are a lot of things has come to the Forefront of the personal level and are extremely important that we have these conversations. Like I said, I have two kids and these, these this generation is the future in a couple of decades from now. So if he goes back to our discussion earlier on about, how do we have these uncomfortable discussion, the mandated family discussion. On the personal side.

It's interesting to see the perspectives that kids bring to this for them as well as what they are here, and get school and what's being discussed of the day. The Green Ginger Bean into the carpet world. It's a challenging for them to determine what is a safe environment. And what is, you know, are we creating an environment that doesn't create a polarizing effect within the company? So often times people don't want to voice their opinion because they're worried about saying something expensive or insensitive. So it's important

that within the organization, we have programs similar to what Judy mentioned, which generates awareness Divinity, employee among the employees that talk about what is okay, and what's not okay? With respect to the topics that are in a polarizing, really is How do we have, how many create be safe spaces where people can share their concerns without creating a rift in the organization? At, at the end of the day, you have the same goals and your organization that you want to achieve. So it has to be at an environment that you can discuss without having creating a rift between the teams are

used to be a few decades ago. Technology has made a big difference for us used to be a few decades ago that we could have conversations like this and you know, a heavy conversation without without creating any problems today in the technology world. Everything is digital and everything is written. So when people are so passionate about certain topics is a lot better still in paper, in writing on the board to go back and referred to and then all of the people are very comfortable saying much. How you doing. French when they actually are behind the screen, so

it's become a challenging environment to determine which has and okay for them for us to have and not, okay? Within the organization for us to take this forward. I want to jump in here because I am going to try to confine. This actually was next question, which is that we've seen over the last year. So I don't companies. Alright ban, social Global conversations in the workplace and and that is one way to to to to to do that. But how do you do this in a way that encourages

respect consideration compassion and empathy? And and allows space for people to feel and be upset and n22 process because Chick-fil-A in the last year were processing things at home with our co-workers. And and so it's why I'm really interested in hearing how like completely, what some of you are doing in in the workplace to facilitate those conversations and and and keep them as as healthy as I can be. When when when were looking at at events that are decidedly unhealthy. You know, I'll kind and that's when I

think that a lot of companies are really struggling and they don't know how to handle the conversation. Sometimes company that while some companies are still figuring it out. I think we're all still figuring it out. I think there's definitely been bumps in the road along the way but had similar. She went several people on the college side is Open Leadership Forum, where our CEO hosted on exactly two years on or they're hosting the session. We had speakers come in like social Advocates like Ryan Stevenson like Helens via, you know, talking about it from their perspective and sort of

building at empathy and saying, hey look at it, from this side of the conversation with has been in very public. We've got forty thousand people to attend these live in and call Cisco TV session. And I'm not a chat window going and the chat blows up with comments. And when people have a disparaging comment, you can just see people pile on, like, what, right. But it's been a very interesting to see that A conversation and not open this late and allowing us know as soon as something kind of comes up. That's been you, that really is a defamation of character or someone or something is

incredibly just not appropriate. It gets shut down by a moderator and and the executive leadership team makes an example. They don't call the person out but they say, you know, we don't accept or hate or love you, that are hurting others, you know, there's a lot of that like and lead by example. Additionally, you know, I think because everyone's trying to navigate to David r r c h r has created a resource center for m in the company. To say, here's how to have this conversation with your team to lose some weight navigating, not choose ways

to educate yourself, whether it's reading of James Baldwin Buck or whether it's going to watch a movie, like the 13th Amendment or it's some of it getting people resources one to educate them. To to help navigate does conversation. And personally in my team we opened it up and we've had several conversation. Very emotional conversation. People are crying, people are frustrated or angry or confused and I'm allowing that organically that have that conversation. I think his brought people actually much closer together and I'm very grateful

person for the resource center and having friends. So I can talk too openly about this and say hey I'm so I don't know. What is this mean? You know, I mean, I am a white woman. I don't get half of the stuff is going to. I'm not that, I don't have that background. Isoi magic team with myself along the way and I feel incredibly grateful to have the resources and friends, and colleagues available to me for an example. Oh, and I would had, you know what? You just said, you know, I think like every company is different and I think they're, you know, they're trying to create, you know, and

a ways, right? Whether it's through leadership, bringing in outside speakers. Just trading, like, it's listening learning session. I think there's different things that are organizations are trying, you know, to do to relieve a bring people together, understand, you know, the differences and really try to, you know, get some great outcome. You know, I think the intention is there. I would also add that in a while. We also provide enough resources to our leadership like 18, to scribe Ross, the resources that we're providing for employees, right? So, you know, around you know,

how to deal with how they're feeling, you know, emotional mental, and physical support. And so, I think the good thing about the last, you know, I was sixteen or so months is, I think we are Kara. About people in a, in a, in a more holistic way, not just at work, but you know, as human beings and in. So that's been really nice to see. I think we're still, you know, I think struggling with maybe, you know, the best path to bridge some of these differences and and drive the progress that we would all like to see. But I do think that there's been, you know, who crisis. I do believe that

the others heightened, you know, awareness and desire. Write to, you know, to listen to be more empathetic and into like I said, hopefully drive, you know, the much-needed progress. I think that we we, you know, all you know, would like to see here. What are they doing? Mostly? I wish this was a one-size-fits-all kind of situation, but it really depends on the topic of conversation and having the moderators is really crucial. Because, very quickly, it can translate into something that is not beneficial to

anyone. In the organization. Is it important to have these conversations? It's important to have the photos and it's important to have the support system to create the awareness within the organisation to make sure that people are aware, are learning our sense of obviously, none of us. I mean, when he said, I don't know what it is because I'm white. But the rest of us don't know what it is for the other form of diversity. We only know what we are. And if it's a longing for us to understand. I'm still learning. How many things that

I'm running for my children? So damn, many things that we all have to learn and form for a corporation and organization to create that for a while. Back learning, is that is absolutely essential setting topics political topics, which I can create a lot of shifts within the organization. These are the ones that do spaces to talk about. It should also be moderated in terms of what should be done and what cannot be discussed and in what language That's that's interesting. And in that of where we're

at to travel the last few months and watching the continued violence against the community, the South Asian Community has opened my eyes to to something, but I think I recognize that there was something there. I did not understand the depth of it and and weary people storing. And when you, you hear them than talk and you see this, just not look on the news. People are responding to it, and likely responding to it. It's, it's been eye-opening for me. And, and I

thought I was fairly well-informed. And I realize, well. As well-informed as I could be always, Opportunities to to grow your your empathy and reduce your body has something that President Obama said that. I think about probably a couple of times a week, which is everyday. I try to bring a little bit of bias out and, and, and it's, it's becoming book is hard to do because if it takes you being mindful, it takes a hard look inside aging with people and communities, that you may not engage with, in conversations

that you may not have ever engaged with. So, What is what is the impact of intersectionality on Innovation? I mean all the service out there because I think it starts to get to the the, the benefit of of the work that we're doing. Yeah, and I miss so much research done on the importance of having the worst day in, in in creating better products. Are we doing it? And how are we doing it? That's, that's what matters. And then Silicon Valley, be opportunity to work with

the opportunity to work with a diverse employee is when does that's right there for us. But are we bringing these voices forward is is what matters and you know? A product that created within a homogeneous environment and they're not designed as well. As, you know, they could be if there was more depth and talked to Brock and from all other sources. So it is, as it is an essential factor. That there's no question about that. It's not just for the products that we take to our consumer site. Also, it's also about employee productivity. It's also about making more money for

the company's of them from many angles. This is an essential Factor. If I had to go see it, like I mean, there's lots of research right that shows that diverse teams, you know that promote much better business performance in more than two-thirds of your organization's field at the University team, right. You improve trust collaboration, special and Technology teams, and it also gives you a greater access to better challenge the right skills. And you know, when you have diverse teams, right? It reflects the communities and customers that. So, you know, we support and also

because you openings into new opportunities in new markets. And so then tell it like, we believe that full inclusion, you know, without you know, without barrier and buy us. It's critical for our long-term business success and essential to achieving our purpose. So I think, you know, again it in the ass about intersectionality, right? I think that research shows it, I think our own experiences and we really have to be representative of the world's write in order to Bring all of, you know, that the power of the diversity that's out there, you know, to innovate and

put the rice and then our respective organizations. I'll just add and I think we think of intersectionality or diversity. It's typically we have some typical thoughts of our head whether it's race. Gender generation would have you what area did I just like to talk about for just a second is Mother's or women returning to the workforce, right to take her early? Because we've been this time DNA for so long and we had, we seen the numbers on women who have had to leave the workforce and had to do things to support their family and another group. We're

seeing different spot coming back, right? Because his empathy, there's a different perspective is a different way of thinking and their careers because they had, no, they have family to take care of an option, So I think, right now in this next year too, as we come out of a pandemic really supporting women returning to work is another part of intersectionality that I think you really should be considering and Emma doesn't just mean Even out for a year and I'd be out for five years, ten years. It doesn't change the

fact that they're just as capable as when they left that from years ago. Right? So you have the attitude have the aptitude and bring it right and bring it. So we don't think enough about point. I don't think about it from the perspective of the main, all of diversity and inclusion, and it's time for us to go to widen the lens in a picture, if you will own the space, right? And so do Cade's. It's historically been centered around. Gender, raise sexual orientation military, or veteran status,

abilities, or disabilities. The traditional definition of the first time in history, think about things, like cultural agility, not call nadav element is really where the space is moving toward tonight. There's a lot of work for us to do in that area, but I'm excited about the possible word. I'm going to make some of a controversial statements and women returning to the wall being out while I know there's a lot of people have been at home. My wife will be returning to offices for the first time in a year

and I'll predict that you will see a revolution in, in how and the benefits and support, and women are getting because people are going to be experienced in the sandbox and they're going to understand that. But they didn't have in place prior to 2 to the pandemic was not supporting women coming back into the workplace. And then it's just the typical. It's not a problem until it fits, right? So I recognize that night. I hope with people watching this this as a as a as a lead

to to start thinking about this. Now, and not think about this when you get people back into the office and and do run into the inevitable issues of having a disconnected Workforce for the last year, to 18 months in all works. The last year remotely that technology has completely unable to whether it's video technology, like, Ron now, instant messaging technology collaborative technologies that are out there and I think you're totally right Leslie. Like that's exactly why we're going to see us being able to enable those

different work workers coming back because we've done it, we've done it. We've proven its successful and it can work. So I know I am. I'm optimistic, very optimistic, coming up a little bit of time. I want to get to the last question and I'm done. Going to make this a little bit controversial, bit spicy. The last question is, can we practice inclusion without compromising speed? And ownership and I'm going to answer part of that. I do think you can practice inclusion without compromising and reasoning is inclusion mean everyone. Inclusion means education inclusion, inclusion of Law

and that takes time and effort. And everyone is not the same point in the journey. And so, so what I have done, when I am building teams, when I am reforming and and Advising is it is, I let people know that this work is intentional and this work is a journey and there will be a speed component that is this degraded because of it because people have to educate themselves, people have to be educated, people have to to to get on this journey and start down the path and everyone is at a different. That's okay. I'll front and don't compromise.

Don't compromise because you want to go fast because of. You, lies with me because you want to go fast. You may get to work. Your next Milestone. Should we not good to your ultimate Milestone? It what what? What is my thoughts are? Just take this one to see how the panel wants to chop this up. Leslie, exaggerated I think for the For the global overall. Good of the company. I think sometimes, when you start getting into the West Ashley, if you're including people who are not as expedient, in a certain American from the text was so

I I have to put on that hat. When I speak of who do not have the skill set, or the experience. Then you definitely will compromise on speed, but long-term, I think it would benefit the company, but that said, I also want to go back a little bit too, you know. It's not about lowering the bar, but you want to make sure that you're hiring the right person for the job or you're including the right person that you need because I was immensely. The company has a vision and the mission and they're all within the organization

to meet those goals. So, I don't think Speedy is compromised. Beacon, allow for all voices to be heard. We can allow for people to be included. But at the same time, we are doing the job because we had that Talent across the board. There's no question about that and it's about tapping into the right talent and making sure we can still deliver with the diversity. That that we have been the organisation. But there are times when you have to broaden its somewhere and be there. Yes, it will be impacted

as you mention. One more person, one more comment. Book, when you brought the question of being almost get angry right now. It's a little bit like in 2021, were still asking this question. Right? I think there's Decades of research, right that show speed quality and ownership. You know, I'm all dramatically increase. When we have greater inclusion, almost feel like, we keep disputing with that data is telling us, you know, of course, you know, we shouldn't shortchange, you know, there's a person have competencies and you

know, are we making out there? Do they have the right things to be successful, but I think, you know this this concept of No. It's at the expense of. I don't I don't think that that's true. Right. I think we have to use common sense. We you don't have to make sure that we're developing. You know, Talent. They got the right skill sets were assessing and putting people in into into the role of irrespective, right? Of color rice excetera. It's right in. Again. I think it's, it's cheap and first not to use it as an excuse right, key to make sure that, you know,

the processes that we have in those types of, you know, assessments of is somebody qualified to be there. But I like I said, sometimes I get angry when I put that out there because it's so I think it becomes an excuse versus just continuing to you to make make progress. I would totally agree, and I also did gets me a little bit heated under the collar. You know, I don't have a collar. We are at time and I wanted to say thank you to all of you and thank you for this this invigorating conversation. I hope everyone watching from around the world, took

her away as much fun as I did because I didn't learn a few things and I hope I've made some new friends. Thank you and have a great weekend. Thank you all. It's been a pleasure. Thank you. Okay, that was an excellent session. I'm sure you are really enjoyed it. You know, we two leaders there from MGM, Cisco, Maxson, Intel Google. And the thing that really hit me was that Bonita speak, people listen, but when leaders ACT people change, right? It's do, as I do not do as I say and that's really encouraging. You know, I know we have a long way to go, but I think we should also celebrate the

striped that we have made so far. So, again,

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