Diversity Executive - November 2008 - (Page 25)

be successful delivering against expected performance expectations. To be considered a diverse supplier, the organization should be at least 51 percent owned, controlled and managed by an ethnic minority, woman or veteran. The owner should be a citizen of the United States or a naturalized citizen. A small business enterprise should be independently owned and operated and qualiﬁed as a small business under the criteria in the SBA Code of Federal Regulations, Small Business Size Regulations. It is critical to set clear diversity expectations and make sure communications are consistent, frequent and shared via topdown and bottom-up methods. It’s particularly important to communicate the initiatives that promote inclusion and diversity internally. To deliver meaningful business outcomes in a supplier diversity program requires a collaborative approach across the range of suppliers in the network, following a strategic pathway with measurable goals. Consider the following approach: • Clearly document commitment on procurement policies from senior management. • Create a comprehensive database of minority-owned businesses that is maintained and integrated into the purchasing process. On the Web For more information about the Women’s Business Enterprise National Council, visit www.wbenc.org. them with insights into growth strategies, innovative business processes and best practices that can beneﬁt their businesses. Mentors gain by sharing innovative ideas and business processes, improving their ability to single out quality and costeffectiveness while sourcing vendors. To stay current and focused, diversity executives should take an active role in advocacy organizations that promote the concept of supplier diversity and help maintain high standards of its success. Essentially, join efforts with others to foster alliances and encourage training for growth. One important but often overlooked piece of a successful supplier diversity initiative is a formal mentoring program. For example, Accenture is a member of the National Minority Supplier Development Council (NMSDC), whose mission is to provide a direct link between corporate America and minority-owned businesses. According to the NMSDC, minority businesses are one of the fastest-growing business segments, and they are well-positioned to contribute to job growth and the overall economic health of minority communities and the country as a whole. Also, Accenture has been a member of the Women’s Business Enterprise National Council (WBENC) in the U.S. since 2005. WBENC’s driving focus is to build awareness of, and provide education about, the role of certiﬁed women’s business enterprises in the growing globalization of economies, supply chains and business. Accenture recently became a member in the U.K., as well, taking its ﬁrst steps to make an international impact. “Our supplier diversity approach draws on our core values throughout all of our business operations and with our suppliers,” said Cheryl A. Harris, CPM, Accenture’s America procurement lead. “Creating this culture of inclusion and diversity allows us to tap into a wealth of new ideas that support our goals to deliver innovation, provide for sustainable growth and help clients achieve high performance.” In Practice: Accenture Legal Group As part of a 2004 benchmark call to action for corporate law departments, Accenture’s legal group responded with a twopronged collaborative approach to allow for greater underTHE DOMINO EFFECT continued on page 63 November/December 2008 | www.diversity-executive.com | Diversity Executive 25 • Promote a visible Internet portal that includes program details and a list of products and services purchased under its aegis. • Develop a procurement policy that bases decisions on a review of the underlying variables in a balanced way. • Name a senior executive to head up the program and control corporate purchasing. One important but often overlooked piece of a successful supplier diversity initiative is a formal mentoring program. Such a program might pair executives with diverse suppliers through one-on-one meetings and quarterly symposia where participants learn about and discuss topics identiﬁed as key challenges in running and growing their businesses. Mentor relationships are then arranged to give participants access to host-company knowledge capital. The overall goal is to deliver beneﬁts for both parties based on several key operating principles that: • Tailor interaction so it brings the mentor’s expertise to bear directly on the supplier’s needs. • Highlight key performance indicators that result in mutual beneﬁts. • Evolve and expand the program based on formal assessment by all participants. • Accent responsibility to actively participate and share learning. In addition to networking and relationship building, suppliers should ﬁnd their participation in the program provides http://www.wbenc.org http://www.diversity-executive.com

Table of Contents Feed for the Digital Edition of Diversity Executive - November 2008

Diversity Executive - November 2008 Editor’s Letter Contents Leadership Connections Guest Editorial Diversity Executive Online Middle Management Roadblock ‘Hidden Winds’ Hinder Progress The Domino Effect Supplier Partnerships Unlock Economic Opportunities Measuring Diversity Special Section: Who’s Who in Diversity and Inclusion Dimensions of Difference Overcoming Language Diff erences Business Intelligence: Combating Subtle Discrimination Case Study: Shifting Diversity Into Overdrive Advertisers’ Index Editorial Resources Strategies

Diversity Executive - November 2008

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