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Search resuls for: "Kwasi Mitchell"


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I first spoke to Kwasi Mitchell, Deloitte's first chief purpose officer, in March about change in corporate America. For one, his role evolved from broadly touching on sustainability, equity, and social impact to overseeing all DEI — diversity, equity and inclusion — responsibilities at the consulting firm. Mitchell's insights are part of Business Insider's year-end leadership package, "Looking Ahead 2024," which digs into vision, strategy, and challenges across corporate America. I distinctly remember sitting across the table, starting to work with our collaborators on what actually could this be. Having a coalescing force with a few organizations to drive momentum could be really really interesting and impactful in the future.
Persons: Kwasi Mitchell, Deloitte's, Mitchell, there's, He's, we've Organizations: Service, DEI Institute, Deloitte, Economic, San Francisco Chamber of Commerce Locations: America, Business, San Francisco, Francisco, Ukraine, Israel, Palestine
Kwasi Mitchell, Deloitte's chief purpose officer, says he's driven, not overwhelmed, by his job. As Deloitte's first chief purpose officer, his reach across corporate America is great. I had a conversation with my boss at that time, and he said, "We've heard you with respect to your concerns on not wanting to step into this role right now. Not only were we not worried about D&I efforts being cut, organizations didn't have significant D&I programming to cut to begin with. That person that you just hired two years ago should not be the first person to exit your organization.
Every company on Great Place to Work's ranked list of best employers has a chief purpose officer or purpose among the company's missions and goals. Its chief purpose officer, Kwasi Mitchell, who stepped into the role in 2020, told me that establishing purpose was a powerful talent-retention tool. The same is true for chief purpose officers. And a chief purpose officer can be used as a crutch, a way for a business to say, "Of course, we care," when employees raise issues with the culture. Instead of fixing the burnout problem, these executives can allow management to turn a blind eye and assume all is well, letting workplace rot set in even deeper.
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