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As a result of survey findings, we increased our focus on operating effectiveness, which includes efforts toward simplification and standardization; reduced bureaucracy; and process effectiveness and efficiency. We plan to repeat this survey in 2008 and beyond, to continue to learn from employees.

In early 2007, we embarked upon an analysis of the relationship between employee opinions/behaviors and organizational performance - specifically, reputation among consumers, market share, and financial performance. As expected, we found that employee opinions are significantly linked with all of these factors.

Though Toyota is still in the process of developing metrics to measure business results, Requiro attributes higher sales in some locations directly to improved team development, and points to the company’s unprecedented low turnover of 3 percent as the best measure of employee satisfaction.

"We will also use the principle of genchi genbutsu, or ‘going to the source’ to evaluate our strengths and weaknesses."

"Diversity champions work on culture, which is important on the business side," Morrison says. "We want to represent changing demographics and to create an equitable playing field. We do it because it’s good business. And it is the right thing to do."

. An inclusive and collaborative environment helps our business and communities grow and prosper."

Overall, IBM's intention is to create an environment that maximizes our employees' productivity and connection to the enterprise on a global scale.

Global Workforce Diversity is a cornerstone of IBM's strategy to differentiate itself as one of the world's great companies.

That means we're extending beyond the traditional subjects of diversity — race, gender, genetics, religion, disability or sexual orientation — by aligning diversity with globalization