Implementing a “360° inclusive competences” in the entire organization, internally and to further support clients

About Ey
The client challenge

EY is one of the largest professional services networks in the world. Along with Deloitte, KPMG and PricewaterhouseCoopers, it is considered one of the Big Four accounting firms. It primarily provides assurance (which includes financial audit), tax, consulting and advisory services to its clients. Like many of the larger accounting firms in recent years, EY has expanded into markets adjacent to accounting, including strategy, operations, HR, technology, and financial services consulting.

The client challenge

We have been asked to be instrumental in establishing and improving the “inclusiveness competence” on the level of the Dutch EY Board as role model, the various management layers and ultimately the entire workforce in EY. Based on the assumption that EY will approach diversity both internally (organization) and externally (towards your clients) we have drafted a proposed agenda for a variety of sessions with the Board to become EY D&I Role models and champions and cascade it to the layers below.

Our approach to Diversity & Inclusion


We organized a program, consisting of two half-day sessions with the Board: initiating a dialogue about organizational choices and leadership’s role in cultural change. The main objectives of this program were to identify the EY’s strategic cultural dilemmas that EY was facing whilst managing a complex globalization program on D&I


To learn to respect cultural (value) differences as a basis for building effective relationships with colleagues, teams, and other stakeholders across cultures. Develop and implement a D&I learning/development strategy for engaging all staff members in supporting and modeling inclusive behaviors and practices.


Interactive introduction to Dilemma Reconciliation and work on the dilemmas, focusing on what does it mean for EY in the different business areas. How do EY’s values help to reconcile the dilemmas resulting from Diversity? This phase was concluded by a discussion on how dilemmas affects other areas of diversity and how to cascade this down to other levels of the organization.


For the layers below the Board we developed a series of half day programs to focus on the values and the desired behaviors to embed D&I both internally (to realize the critical culture change) and externally (to reflect the diversity in the market). In this intense set of workshops, we have set the leadership up as role models and champions of EY D&I strategies and reinforced their commitment by active leadership and communications throughout the organization.