50
Dick Kovacevich, president and
CEO, Wells Fargo (No. 17)
Avid Modjtabai, director of
human resources, Wells Fargo
Ken Thompson, chairman and CEO,
Wachovia (No. 21)
Steve Larson, senior vice president
and organization
development/diversity consultant,
Wachovia
J. W. Marriott Jr., chairman and
CEO, Marriott International
(No. 22)
Dave Sampson, senior vice
president for diversity initiatives,
Marriott International
Anise Wiley-Little, chief diversity
officer, Allstate (No. 23)
James S. Turley, chairman and
CEO, Ernst & Young (No. 24)
Leslie D. Jones, Americas director
of diversity strategy and develop-
ment, Ernst & Young
Chuck Prince, chairman and CEO,
Citigroup (No. 27)
Ana Duarte-McCarthy, chief
diversity officer, Citigroup
Richard T. Clark, president and
CEO, Merck & Co. (No. 34)
Deborah Dagit, executive director
of diversity and work environment,
Merck & Co.
Frank Techar, president and CEO,
Harris (No. 41)
Arthur Ryan, chairman and CEO,
Prudential Financial (No. 48)
Emilio Egea, vice president and
chief diversity officer,
Prudential Financial
our company, I now actively look for the opportunities to publicly reinforce our commitment to diversity—it’s one of our six key business drivers
and a core value—and to recognize colleagues with successful diversity
results. Finally, to demonstrate my personal commitment to diversity, I
participate several times a year in activities designed to educate, inspire
and motivate our colleagues regarding the diversity’s significance and
value. Examples include speaking at internal diversity events and participating with colleagues in events designed to support diversity.”
LUFRANO: “It has caused me to be more aware of how the demographic changes in [Florida] have changed the marketplace and our work
force. My management style requires me to have a deeper understanding of
competencies associated with communication skills and building relationships across all dimensions of diversity. Therefore, we have to become an
organization that is accountable for how we value and respect one another.”
SIGMAN: “I don’t know that my style has changed. I’ve always believed
that if you get the best people for the job and give them the direction,
authority and support they need, they will be successful … Diversity is the
right thing to do and it’s also a way of doing things right.”
TURLEY: “I would not say my management style has changed. I would
say that as an organization we continue to focus on having great people
deliver great, high-quality service to our clients. Because of that focus, creating an inclusive and flexible work environment where all of our people
can be successful and grow is essential. We know that harnessing the
power of a diverse team—their minds, experiences, cultures and perspectives—will help us deliver higher-quality service, and this can only happen
if we commit ourselves to having a truly diverse work force. This commitment must be shared by everyone—from the top of the organization to
our newest hire. That is why our executive board is accountable for supporting and creating an inclusive work environment. Each business-unit
leader is evaluated on certain gender and diversity metrics that reflect the
progress we have made. And we expect all of our leaders to demonstrate
their commitment to diversity through action, not just words.”
KOVACEVICH: “I believe that diversity, every facet of it—race, gender, religious belief, geography, sexual orientation, education—is one of
our company’s biggest and perhaps the biggest business opportunities, for
Wells Fargo. It’s also, very importantly, the right thing to do.
“Our company has identified ‘Six Steps to Diversity,’ which specifically
outlines the six things we must consistently do to be an inclusive environment for everyone. The most important is executive management takes
responsibility for diversity and creates a culture that welcomes, respects
and takes pride in diversity. I believe it’s my personal responsibility, as well
as the responsibility of every team member at Wells Fargo, to take prudent
risks on people, get out of our comfort zones and traditional networks,
and reach out to those who have different perspectives from ourselves. If
there’s anything I’ve learned, it’s that life in the business world is less about
brains at the 99 percent level and more about people—caring, committed,
diverse people who reflect the diversity of our markets.”
