2.1 Strategy setting tools

There are several tools you can use to analyse your current diversity and inclusion activities and to help you work towards a strategy for the future.

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Most of us have heard of a SWOT analysis, but have you heard of the SOAR analysis? It takes a very similar approach, but strives to be more forward thinking, a useful attribute when working with diversity and inclusion.

SOAR analysis

Quick Books Canada (2016) explains that while a SWOT analysis ‘takes a look at where a company is, SOAR strives to be forward thinking to address the potential of the business. By eliminating weaknesses and threats, SOAR focuses on positive elements more likely to be influenced by the company.’

They also describe SOAR as ‘a stronger option for younger, less-developed companies’, and ‘more beneficial for organisations striving for a breakthrough or innovation as opposed to incremental improvement.’

SOAR stands for:

• Strengths – what can we build on?
• Opportunities – what can we leverage for success?
• Aspirations – what do we want to achieve?
• Results – how will we know we are succeeding?

Miro (no date) suggests using a SOAR analysis when you want to bring people together and encourage them to take action – a core element of a successful diversity and inclusion agenda.

They propose several questions to ask during a SOAR analysis:

1. What are our greatest strengths?
2. What are our best opportunities for growth?
3. What are our best opportunities for success?
4. What future are we working towards?
5. What measurable results will show us that we have achieved that vision of the future?

In the context of diversity, Stavros and Cole (2015) explain that SOAR ‘promotes an inclusive environment that facilitates positive performance among diverse teams in which strategy is a dynamic and generative process that focuses on strengths, whole system solutions, and stakeholder inclusion’.

Another way to assess your organisation, and to consider future strategy, is to use a diversity and inclusion maturity model.

Diversity and Inclusion maturity models

A diversity and inclusion maturity model provides a framework for organisations to use when assessing and enhancing diversity, equity and inclusion.

As Tapia et al (2020) explain, these models are useful ‘because they offer a simple yet comprehensive current snapshot of how mature an organisation is in diversity and inclusion.’ They can also be an ‘effective strategy setting tool to create a roadmap of where the organisation wants to go and at what pace.’

Different maturity models provide different categories to aid the measurement of maturity. For example, Washington (2022) suggests the following, along with questions that leaders should ask themselves:

1. Aware – DEI is new to my organisation and we are just becoming aware of its importance.

   Why does DEI matter to use personally? Where do we want to go?

2. Compliant – DEI in my organisation is focused on compliance with legal requirements.

   Where can we set goals that are bigger than our compliance targets? How can DEI help us to meet our other goals?

3. Tactical – DEI has been connected to business initiatives and outcomes in pockets of the organisation.

   What’s our strategy? How can we connect DEI work up and down the organisation?

4. Integrated – DEI is part of everything we do as an organisation; we have both internal and external efforts on DEI.

   What systems and structures do we need to create? Why not?

5. Sustainable – DEI efforts are best in class and remain strong over time through our efforts to continuously improve and evolve.

The Tap Network (no date), supporting the tech industry in Canada, offer a slightly different description of the five stages, represented by the following diagram.

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This diagram shows the The Tap Network (no date) EDI&B Maturity Model, which outlines five stages of D&I development within an organization. From left to right:

Compliance: The organization is generally meeting legal requirements and has noticed a need to create a company culture.

Discovery: At this stage the organization identifies and seeks to address a gap in their D&I practices.

Committed: The organization starts embedding D&I into their organizational strategy and increases their focus on inclusive culture.

Championed: With leadership engagement, D&I becomes part of the organization’s core values, goals, and practices.

Innovation: The organization’s inclusive culture becomes a pillar of their employer brand and they lead on best practices in D&I.

They also offer a self-assessment quiz, which guides you towards a better understanding of the stage your organisation is currently at. The link to the article can be found in References.

There will be another opportunity to explore this type of tool further in Activity 6.

In the next section, you’ll look at metrics and data in more detail.