Getting Outside Help: How This CEO Did It

Read this story from the Special Issue 2007 of DiversityInc Magazine.

Money Talks: Diversity Incentives Make the Difference

Read this story from the Special Fall Issue 2006 of DiversityInc Magazine. Nothing communicates the value of diversity at a corporation better than CEO commitment and incentive-backed diversity goals. By linking compensation directly to measurable achievements, diversity demonstrably is shown to be of equal value to all line-management business objectives

Coca-Cola: From Discrimination Suit to Diversity Leader

Read this story from the January/February 2007 issue of DiversityInc magazine. How did the beverage giant change its corporate culture after facing the largest racial-bias lawsuit in U.S. history? DiversityInc had exclusive access to all the key players in this amazing transformation story, including the CEO, the head of the court-appointed task force and the plaintiffs' attorney.

Coca-Cola: From Discrimination Suit to Diversity Leader

Read this story from the January/February 2007 issue of DiversityInc magazine. How did the beverage giant change its corporate culture after facing the largest racial-bias lawsuit in U.S. history? DiversityInc had exclusive access to all the key players in this amazing transformation story, including the CEO, the head of the court-appointed task force and the plaintiffs' attorney.

Merging Passion and Business: Mike Thomas

This article appeared in the December 2006 issue of DiversityInc magazine. Mike Thomas doesn't discriminate. He has an intense love for all forms of music. But pin him down and he'll confess that his true passion is for jazz.

Holding Managers Accountable for Diversity Success (Part I of II)

Businesses succeed by holding their executives accountable for meeting measurable, obtainable goals. Diversity management, as an integral part of the line operations of a business, cannot succeed without that same level of accountability. A CEO's vision for diversity is a critical first step, but there will be no substantial progress unless management has specific, quantifiable goals tied directly to rewards and penalties.