Left: Dani Monroe, at a recent Leading Diversity & Inclusion workshop. Below: Members of Pfizer’s Japanese leadership team working on a learning map at a recent D&I education and engagement session.
tion curriculum that brings leaders not only to self-discovery, but also to organizational action,” says Monroe. She notes that the financial commitment needed to train facilitators, produce materials and engage Pfizer’s top leaders around the globe is considerable and signals Pfizer’s commitment.
The Time is Right But is this the time for this work to take hold and thrive at Pfizer, given the immense change the company is presently
undergoing? While timing is never perfect, Mays thinks there is an unprecedented opportunity to embed diversity and inclusion principles into all key elements of Pfizer’s transformation, “in everything from organizational structure and leadership team composition to profound change in the company culture and the very ways we do business.” Her experience has shown her that anchoring D&I into the very “foundation” and fabric of the “new Pfizer” will ensure achievement of the company’s goals, aspirations and business results in ways that have not
PDJ 68
Profiles in Diversity Journal
March/April 2007