The Business Case for Diversity James J. Padilla
The Business Case for Diversity
James J. Padilla
Group Vice President, Ford North America
Ford Motor Company
I’ve been invited to discuss the business case for diversity—why diversity is as critical to your business strategy as the products you make or the services you provide—and to discuss the benefits for companies that not only seek but celebrate diversity in their offices and plants, as well as in the ideas that shape their companies and their products.
It’s an easy case for me to argue. As a group vice president at Ford and a member of Ford’s Executive Council on Diversity and Worklife, I am invested in the value of creating a diverse culture within our company. As the grandson of immigrants,
I also have a deep personal interest in the issues of diversity, inclusion, and justice. I’d like to begin by talking briefly about our diversity journey at Ford—where we’ve been and where we’re going as we near our 100th anniversary as a company. Like most leading companies, we view the twin concepts of diversity and inclusion as critical to our future success. Many people do not realize, however, just how important these concepts have been to our past.
Nearly a century ago, our founder, Henry Ford, was among the first to cultivate a workforce from all of the communities the company served. He opened his plants, offices, trade schools, and supervisory ranks to minorities decades before other manufacturers. His grandson, Henry Ford II, built upon this foundation. He championed providing access and opportunities for all people, inside and outside the
9-1
company. The Ford family’s commitment to social responsibility continues today with our current chairman Bill Ford, Henry Ford’s great grandson.
I’m proud to say that Ford now has the largest number of minority dealers in the country, with more African-American dealers than all other automakers combined. We purchase more goods and services from minority suppliers in the
United States
James J. Padilla
Group Vice President, Ford North America
Ford Motor Company
I’ve been invited to discuss the business case for diversity—why diversity is as critical to your business strategy as the products you make or the services you provide—and to discuss the benefits for companies that not only seek but celebrate diversity in their offices and plants, as well as in the ideas that shape their companies and their products.
It’s an easy case for me to argue. As a group vice president at Ford and a member of Ford’s Executive Council on Diversity and Worklife, I am invested in the value of creating a diverse culture within our company. As the grandson of immigrants,
I also have a deep personal interest in the issues of diversity, inclusion, and justice. I’d like to begin by talking briefly about our diversity journey at Ford—where we’ve been and where we’re going as we near our 100th anniversary as a company. Like most leading companies, we view the twin concepts of diversity and inclusion as critical to our future success. Many people do not realize, however, just how important these concepts have been to our past.
Nearly a century ago, our founder, Henry Ford, was among the first to cultivate a workforce from all of the communities the company served. He opened his plants, offices, trade schools, and supervisory ranks to minorities decades before other manufacturers. His grandson, Henry Ford II, built upon this foundation. He championed providing access and opportunities for all people, inside and outside the
9-1
company. The Ford family’s commitment to social responsibility continues today with our current chairman Bill Ford, Henry Ford’s great grandson.
I’m proud to say that Ford now has the largest number of minority dealers in the country, with more African-American dealers than all other automakers combined. We purchase more goods and services from minority suppliers in the
United States