Nitin Nohria

En la gran sala de conferencias de la sede central de Peachtree Markets en Atlanta, Margot Ellis, presidenta del consejo de administración de la empresa, sintió una curiosa mezcla de ira y ansiedad al releer la carta formal que tenía en sus manos. Era de un accionista institucional, Merit Capital, que cuestionaba la política de DEI del consejo -una que ella había defendido- y pedía su dimisión.

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When Helena Morrison joined the board of Equinox Markets, an Atlanta-based supermarket chain, all of her new colleagues were white men. After she ascended to chair, the directors all agreed to hire a recruiting firm to diversify their group, asking that only female and non-white candidates be brought to their attention. Three years later 40% of directors come from underrepresented demographics, but now an activist shareholder has accused the board of discrimination and is threatening to call for a shareholder vote on its diversity mandate.
Did Helena and her colleagues err in so aggressively pursuing diversity goals? Should they go ahead with the appointment of Amanda Bryant, a tech company CFO and Black woman, to the board, despite the activist&#8217;s protests? Should the board admit a mistake or stand firm&#8212;and how should Helena respond to the activist&#8217;s call that she step down?

Case Study: Should We Drop Our Board Diversity Goals?

Cuando Helena Morrison se incorporó al consejo de Equinox Markets, una cadena de supermercados con sede en Atlanta, todos sus nuevos colegas eran hombres blancos. Después de que ella ascendiera a la presidencia, todos los directores acordaron contratar a una empresa de contratación para diversificar su grupo, pidiendo que sólo se les presentaran candidatas mujeres y no blancas. Tres años después, el 40% de los directores proceden de grupos demográficos infrarrepresentados, pero ahora un accionista activista ha acusado a la junta de discriminación y amenaza con pedir una votación de los accionistas sobre su mandato de diversidad.
¿Se equivocaron Helena y sus colegas al perseguir tan agresivamente los objetivos de diversidad? ¿Deberían seguir adelante con el nombramiento de Amanda Bryant, CFO de una empresa tecnológica y mujer negra, para el consejo, a pesar de las protestas de la activista? ¿Debería la junta admitir un error o mantenerse firme, y cómo debería responder Helena a la petición de la activista de que dimita?

Caso pr&aacute;ctico: &iquest;Deber&iacute;amos abandonar nuestros objetivos de diversidad en el consejo?

When Helena Morrison joined the board of Equinox Markets, an Atlanta-based supermarket chain, all of her new colleagues were white men. After she ascended to chair, the directors all agreed to hire a recruiting firm to diversify their group, asking that only female and non-white candidates be brought to their attention. Three years later 40% of directors come from underrepresented demographics, but now an activist shareholder has accused the board of discrimination and is threatening to call for a shareholder vote on its diversity mandate. Did Helena and her colleagues err in so aggressively pursuing diversity goals? Should they go ahead with the appointment of Amanda Bryant, a tech company CFO and Black woman, to the board, despite the activist’s protests? Should the board admit a mistake or stand firm—and how should Helena respond to the activist’s call that she step down?

Caso práctico: ¿Deberíamos abandonar nuestros objetivos de diversidad en el consejo?

Resumen.

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