Greater diversity leads to

superior outcomes

Diverse perspectives hold immense power in shaping outcomes. By harnessing this diversity, organizations can catalyze unparalleled success and pave the way for groundbreaking innovation.

25% more likely

to have above

average profitability

McKinsey, Diversity Wins

19% higher



BCG, How Diverse Teams Boost Innovation

Happier employees

that make

better decisions

Why Diverse Teams Are Smarter, HBR

Attract more talent, investment,

and brand love

Magnet for Talents, PwC

The biggest headwinds to diversity:



1 small

error in judgement in

performance ratings

35% less

chances to be promoted

to senior roles

Based on the work of Iris Bohnet, Academic Dean @ Harvard Kennedy School and author of What Works - 2016

and D. Kahneman (Nobel Memorial Prize in Economic Sciences), O. Sibony (Professor at HEC Paris, Assoicate Fellow of Said Business school in Oxford University), C. Sunstein - "Noise" - 2021

Explore the unseen forces

at play in your workplace

Even the best workplaces aren't immune to biases and noise, some of which are deeply ingrained and go unnoticed. Our comprehensive model is trained to recognise typical yet subtle ways in which your organisation's productivity, morale, and diversity could be impacted. By understanding these issues, you can begin to unravel their influence and take proactive steps to promote a more equitable environment.

See a few example of bias we measure ...

Under-estimating performance

💡 60% of performance reviews for talents in majority group are tied to business or product outcomes vs. 40% of reviews for minority groups

Why does it happen?

We can all be influenced by the most recent data presented, or the data that’s been fed back most loudly. The level of closeness we feel to the talent can also affect how strongly we recognise and acknowledge their impact.

Style in performance, potential or development

💡 66% of women received negative feedback on their personal style, compared to 1% of men

Why does it happen?

Describing women themselves whilst describing men’s actions and outcomes has long roots in our social consciousness. Despite personal style rightly mattering less than results, we can all be affected by the deep history of this bias.

Double-standards in potential

💡 The way we describe leadership and the way we describe majority groups are very similar

Why does it happen?

At its root, this bias is one of sexism. Unconscious expectations that women should behave in a ‘feminine’ way leads to a lack of acceptance of diverse style in women. It can result in unfairness to senior female Talent, and limit the diversity of female leaders at a company.

Last but not least, we found that double standards also happen to minority groups, not just to women!