The Diversity Disconnect—Deloitte's Mike Fucci discusses findings from the firm's Board Diversity Survey

Diversity is a big subject in business today, but while most people believe in the need for greater diversity, making it happen has been slow to progress.…

| January 16, 2018

Diversity is a big subject in business today, but while most people believe in the need for greater diversity, making it happen has been slow to progress. This is especially true on corporate boards, which often are reluctant to bring new perspectives and skillsets into the fold. Deloitte's recent Board Diversity Survey revealed a disconnect between the number of board members who agree more diversity is a good thing and boards actually doing something about it. Consulting caught up with Mike Fucci, Deloitte's Chairman of the Board, for some insight into that disparity and what boards can do to broaden their diversity.

Consulting: What are some of the problems with the composition of boards today?

Fucci: In our survey, 95 percent of our respondents agreed that having more diverse skillsets and perspectives on boards is important. However when you dig a little deeper and ask what they're doing differently to obtain that, it's a bit of a different answer. Some companies aren't doing anything differently, using the same process they've always used to replace corporate directors. Some companies, probably half of them, have a succession plan where they either do it internally or have an outside company help them get different perspectives on boards. When we look at the term diversity, some people think of it just in terms of gender and ethnicity, but we're really looking at diversity of skillsets.

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