 So we'll see whatever we can cover and as we go along we'll also keep on yeah We do have quite a few slides. So let's go through because there might be a few slides which are connected So if you have questions note it down, we will address it towards as we reach towards the end of the presentation Okay Quickly just to introduce ourselves Tina Hi, I'm Tina Vinod and I'm a diversity equity and inclusion strategist and consultant And so I work at ThoughtWorks and honestly the reason why like since we have been working at ThoughtWorks for quite some time We have not been stranger to DEI ThoughtWorks has kind of evolved with DEI being at its core but ThoughtWorks also happens to be the pioneer and distributed agile so we kind of invented it and Maybe or maybe not for a very long time We thought that there might be some correlation between agility and between DEI What Tina and I have been doing is we have been working towards it or we have been trying to observe and Find out certain things over the past one year now We have also published three blogs so far around our observations if you go on ThoughtWorks insights And you just search for DEI one of our blogs What we have today are basically things that we have observed our observations captured on one presentation Right. So before we get into the entire aspect of DEI and agility, maybe just a little brushing up of the core So what's DEI? What is that? Yeah, as humans, we are all very variable is my voice too loud. Is it okay? Okay As humans, we all have a lot of variability We bring different identities to the workplace You may look at me as a woman, but there are multiple identities to me. I'm a woman. I'm a mother I come I care deeply about equity in the society. I'm a Tameleon I'm a Catholic so there are so many different nuances that are there to me as an individual and I'm sure to each one of Us in the room. So that's the diversity We don't really leave who we are and our identities outside of the workplace like a court We hang outside and then come into our workplace. These are the identities that we carry to our workplace and that's the diversity So let's say even when we staff teams and at ThoughtWorks when we intentionally staff teams We look at diversity people coming from different backgrounds genders Even experiences that they carry and those are the mix that we put in the diverse teams that we intentionally staff inclusion Inclusion is the effort to include Inclusion is never a state. It's always a journey. So no organization No team can at a given point be hundred percent inclusive because you constantly make efforts to include based on the diversity That's available within your organization or within your team And one of the examples I can think of from inclusion standpoint is let's say using the right pronouns So you have team members they might come from various different backgrounds. They have their pronouns Just usage makes them feel more included. They belong to the group Equity is leveling the playing field. We all know we don't all start at the same place. We have differences it can depend on class differences economical differences it could be abilities it could be how Divergent we are or neurodivergent we are it could also be what type of education background Religion privileges that we've had and so within the context of the workplace You would see that equity plays a very very important role when you level the playing field But when you do not level the playing field it can bring with it a lot of challenges That's precisely what we would look even when we are staffing teams of people who come from different backgrounds They might have some special needs and some ways of leveling or giving them the same opportunities And that's what we work towards when it comes to equity But going through why it matters There's been a lot of research around diversity equity and inclusion especially in the context of the workplace Whether it's Gartner or HBR or any other big research forum You would see that they've done some level of research and diversity equity and inclusion It's also a big buzzword in the industry today, especially in the tech industry You would see every organization talk about why it's important for the business so whether you look at you know performance whether you look at leadership capability whether you look at Innovation within teams whether you look at your ability to hire diverse people or attract You know Gen Z years for example You would see that the the organizations effort to bring in diversity equity and inclusion matters So now Good. We know it matters When it comes to the relationship between agility and DEI It's not very intuitive It's not the first thing that comes to our mind and we do look at it at being worlds apart But when you start diving deeper into it and we start looking at the principles of DEI and agility That's where the commonalities start coming out Yeah so What does a child have to do with DEI really 17 middle-aged white men in a room who came up with the agile manifesto And what do they have with DEI really? I'm still giving them a benefit of doubt Because the very first value that they came up with was individuals and interactions over processes and tools That statement alone made it people centric That's one of the principles of DEI as well Absolutely the very genesis the very fundamental thing for Diversity equity and inclusion is its people right and in an organization or in a team You would see the people from the crux of every outcome and when people bring their authentic selves to work And you create a safe environment for brief for them to bring their authentic selves to work You would see that that there is remarkable change in the organizational culture And then let's talk about more principles. So there's another principle and in the manifesto that says Developers and business people should work together every single day or The best results come from leaving people alone and letting them do what they're good at and all of that points towards Collaboration and collective ownership be it any framework or the manifesto itself DI so I'll talk about it with an example if Thoughtworks if someone with a hearing impairment very good candidate applies to Thoughtworks, right or any organization Then the first most important thing is for your recruitment team to be sensitized for them to understand What are the different things the person with the hearing impairment needs in terms of accessibility? How do you sensitize your interview panels once you hire the person and you bring them in what type of Accessibility tools to they need what type of support do they need from the people function? How do you sensitize the the tech team that they are going to be part of? What reasonable accommodations do you give? So it is a massive Collaboration and it is about collective ownership as well because no one individual can become responsible For for that person's you know progress or the their ability to perform to the fullest within a team And then we talk about a bunch of things continuous improvement feedback All of that if we look at the manifesto or many frameworks like scrum for example, these are inbuilt We basically work towards it every single day. We spend time to continuously improve We hear back from the people we listen to them about what are their needs and then we change and we change for good That's precisely what we do in DI as well. Absolutely when we look at DI You would see that at no given time. Are you perfect at what you do? Just let's take gender inclusion within the workplace. You may say oh we want as an organization We want to hire more women, but does it stop at hiring more women? You will have to look at the relook at your flexibility You will have to relook at your policies. You will have to relook at your benefits You will have to relook at unconscious bias and you will have to train your employees And you will have to build capability to understand unconscious bias and how it can impact the workplace But most importantly you need to offer psychological safety And so all of this is something that requires continuous improvement It requires flexibility and it requires you to be adaptive to change And then finally we come to the empathy part of it and Anyone aware of XP by any chance extreme programming The very first principle with XP is humanity People build software People build software you need to provide them with a safe space The kind of appreciation that they want the kind of needs that they fulfill only then can they deliver what they are good at That's where empathy comes into picture and I don't think the idea is any different. Oh my god It's very very important. It forms a very crux of how you understand the AI within the workplace Empathy is something that starts not only at the leadership level but trickles down to every individual within the organization And it's very very critical and so Understanding the fact that all of us come from different places have different Experiences have had different privileges becomes very important and hence empathy needs to be Interwoven into every practice within an organization It's a good with us so far the principles are pretty similar There are still certain practices which consciously or unconsciously Will result in excluding minorities in some way or the other and these are agile practices that we are speaking about Okay Let's take a very simple example again going back to the manifesto the good principles One of the principle states the best way to communicate is face-to-face But someone who is blind or someone who has a hearing impairment. It's not the best way to communicate with them Or let's talk about daily stand-ups. We use the term so frequently scrum still does a better job by calling it daily scrum or daily planning whatever But someone who has locomotive disability stand-ups is not really very a good thing for them to hear Or let's talk about retrospectives if our way of Improving is let's say doing some kind of a majority voting and then finding out items how we improve There's a very good chance that we are going to leave out some minority votes and that's going to matter So there are agile practices which can still exclude certain groups The business agility Institute recently did a survey on diversity equity and inclusion and a business agility They spoke about the correlation, but they also spoke about some of the challenges and the pitfalls Thoughtworks India participated in that study and the survey One of the key components and that always sticks with me is This quote is on the spot who can talk I'm going to repeat that agile is on the spot who can talk and This is about extroverts This is about people who can process information fast and Can be very vocal about it on the spot? If you are an introvert if you are neurodivergent if you take time to process information If you want to think before carefully before you share or you contribute you will be excluded And this is something that we will need to constantly watch out for and this is just one of the many examples that are there So that brings us to the notion that there is a need to rethink Certain practices and when we say rethink rethink from a DI perspective from the lens of DI So when we look at hiring right like I said multiple identities different people apply to an organization All of them may not necessarily start at the same place one simple example would be a job descriptions Historically, it's seen that when job descriptions have certain words like aggressive target oriented Women do not mostly apply for these roles Because these are masculine words And there's a lot of research to make job descriptions gender neutral So starting from your hiring practices to your onboarding practices, right? How do you onboard people do you keep the different? Factors around the organization. Are you only talking about the business details? But are you also talking about your organizational culture your people practices? Are you talking about bias and microaggression? Are your policies reflecting that do you have a code of conduct? Do you have the right policies for sexual harassment and discrimination in the workplace to equal pay and opportunities, right? Are you look doing pay parity checks within your organization? Are you looking at who gets advancement who gets that that opportunity to travel abroad and I will share an example here a few years back a business analyst in a team had to travel to to UK for a for Dude for a client meeting there were two been business analysts on the project one was a woman Which was just back from a maternity break and the other was a male business analyst and And the project manager with all the goodness in in his heart said oh my god This woman is just back from a maternity break. So I'm just not going to ask her I'm going to go ask the male business analyst if he can travel for For the client meeting and when he asked the male business analyst the person said I Can't travel I have a personal commitment that I have that I need to be here for he went back to the women and he said Hey, I'm really sorry to be asking you this You've just come back on a maternity from a maternity break But can you can you travel for this because it's a critical to a client meeting? She said absolutely Why didn't you ask me earlier and I have a visa and I will definitely travel she went she met the client she one extra work for the for the project and for the team and She went back to travel and meet the client six months later Good intention by the project program manager But you need to overcome some of those biases that you carry in your head and and these are certain things that come very very Unconsciously to us. We think we are doing the right thing, but sometimes that needs to be questioned and challenged Reverse mentoring a lot of many organizations do this well many organizations don't but having someone from the LGBTQ plus Community a junior person mentor or leader brings a vast difference in how the leader looks at your inclusion in the workplace The way they look at policies they will the way they look at behaviors their behaviors themselves Performance reviews is another area right when we look at how we give feedback Who we give feedback to how are we the the style in which we give feedback? Is there a hierarchy mindset in our heads and then finally data-driven DEI because if you look at data It will actually tell you where you are making mistakes What's your pipeline like how diverse is your pipeline? Who is exiting the organization? Why are they exiting the organization? What is your attrition levels right and then finally framing policies based on that data? Is very very critical? So let's say we have spoken about a few things This is one example. So Chris and Samson. They started sharing this On LinkedIn since a few weeks. This is something that I've done on my teams as well So we speak a lot about DEI, but we need examples of how it comes in to come into play This is a personal user manual How should you interact with me so that we work together the best and And every individual let's say on my teams We have created this in the past not so artistic because we are not very artistic But we have created this in the past and we have put it up on the wall so that even for new joiners This is like a part of their onboarding and if we understand each other's preferences of how we work Then it automatically makes us more agile because we know what are the places where we need to be better at And that just removes all the hurdles that we want. I Haven't tried this in hybrid or remote But I do understand that there are tools where we can utilize this This is just one example how inclusion can affect your teams and just help them with the way they work and make them a bit more agile than they are Do look it up on LinkedIn Chris Stone and Stephen Samson. So essentially what we are saying is that You wish to improve your agility. You want to be more agile You need to embrace DI There are quite a lot of examples where we state that agile practices can overlook these practices But at the same time if we are intentional about it, it can increase the agility That's just the first thing The question to ask is how do we start? So there have been examples right so when organizations want to get agile just following simple Rituals is enough. We do a stand-up. We will have a story wall and we'll do some of these simple practices and yeah, we are agile Similarly in DEI you would say hey, let's celebrate women's history month This is March month is celebrating women's day we will celebrate June is pride month and We are we care about diversity equity and inclusion and this is what we do really well Well that we all know that's not true. There's so many different things that we will need to do to ensure that we Strategically we win DEI into the workplace and one of the first steps towards that is to strategically Weave it into your purpose and your value statement and your mission statement and for this you would see many Organizations do this really well this sales force. There's Ben and Jerry's There is Accenture who does a very very good job this publicist sapient also who does a good job of weaving in their DEI Message right into their purpose and their value statement So we start with why Simon cynic golden circle Here's one example The thought works as we said we have been looking at DEI for a very long time But very recently we also Revisited our purpose and when we did that this is the new purpose statement that came out with the five lenses and eight values That we carry and one of those values is inclusivity Now it's one thing to say that inclusivity is being added as a value What's more important is how this exercise was conducted This was one of those exercises which was not conducted in a boardroom Globally we had people who were invited for workshops They were workshop being run where their notion of thought works were being heard and from those inputs over a number of different Itrations, this is what came up with This is an example where every individual who was an employee of thought works Their voice was heard while we were recreating the purpose statement of the organization That's what defines inclusivity and that's what makes people believe in the purpose of the organization. They feel they are connected We need some way to operationalize Yeah, like I said just celebrating a few days in a month or celebrating a few days in a year Or doing a couple of things is not enough to operationalize DEI In organizations where I've seen it done well and this is something that even in thought works We have learned over the years is that you will need to have the rights Infrastructure and the right investment and the right leadership commitment to ensure that DEI is operationalized within the organization There's a very very simple figure here that talks about how business stakeholders You need to have if you're a global organization You need to have a global council if you have and then you have to have regional councils But it also needs to be integrated with your clients markets and External stakeholders which could be your investments if you're investors if you're a public company it also needs to be included and You know interconnected with your employee experience and your employee engagement Simple things like running an employee survey will tell you how an employee is feeling within the organization And if it's anonymous it adds a lot more value Your internal functions and you may think what is DEI got to do with marketing or what does it have to do with staffing? Everything matters, right? If I need if I have recently if I'm a new dad I've recently had a baby. I may not want to be staffed in a project that that's you know That's distributed in North America Because I just want to be supportive of my spouse and be there for for their men just want to be available So how we go about staffing also becomes you know something that DEI needs to look at but overall practices I've seen in ThoughtWorks and some other organizations, but very few The recruitment team for example following DEI practices Superbly value would see story walls and you would see stand-ups You would see the huddles and you would just wonder how are they getting it all right without without doing it Like you know as part of their overall career journey But basically it's important to have make the right investments many organizations do it And this is not something that you have to look at in terms of monetary investment Sometimes it just means having the right intention to do it and making leadership making the leadership commitment to do it, right? So We know that we need to operationalize it there has to be some connection with agility as well What I'm saying over here is that you cannot have an agile mindset unless You have inclusivity One of the examples that I've always thought about is let's say there is an organization That's going through some form of transformation And let's say that they have one of the goals the goal is to reduce their time to go to production by 50% In other words, if they take 10 days to go into production, they need to go in five How do we achieve that? We go through the manifesto we go through a bunch of frameworks We'll say okay continuous integration and delivery might work In order for continuous integration to work. There's something known as trunk-based development to work As a part of trunk-based development Every single person in your team is basically committing the code to the production branch in layman terms layperson terms and The very fundamental that you may have a junior person on the team or A new person who joined your team together today Will you trust them enough to push code into the production branch directly? It's not very easy. There might be some trust issues Which means that you need to bring in the safety net for them Some safety net could be that you will have some rules against what happens when there's a red build how do you roll back or Do you have to pair with this person so that this person is comfortable enough to do this activity themselves because they might not Have the confidence to do it either But these are small things small inclusive things that makes that person feels Much more valuable to the team This is one example of a practice that improves your agility because hey It's actually helping you go into production in half the time So yeah, you can't have an agile mindset unless you have an inclusive mindset as simple as that Many more examples like that for now At an organization level Many of you may have heard of the Vapasi program It's one of the programs that we're extremely proud of so we just feel like everyone should know about it This is a women in tech return a program that we have and At ThoughtWorks we have a goal to be 40% women and underrepresented gender minorities in tech by the end of last year Which was 2022 Why women and underrepresented gender minorities in tech because in tech women are underrepresented? There's a lot of bias and discrimination that happens with sometimes Naturally women opt out of tech roles the bro culture To name one of them Things are changing. We see a lot more inclusion in the tech sector today We reached this goal last year we are about 40.4 Now as we talk But Vapasi we realize that if you're going to make this a program That's just owned by the leadership team or the DEI team or the HR team Then this the program is going to bomb it's going to fail So what we did was we made it something that everyone co-owns within the organization So you would see that right from your employer branding exercise To referral programs many of the people who are part of Vapasi around actually Referrals from our employees So these are women who have taken a break want to come back to tech But tech is so difficult to get back to after a break because of the ever-changing nature of tech You would also see that the trainers for this program are thought workers You would see that the staffing team You know when the when they go on to internship You would see that the entire team comes together to be coaches Mentors and to support them through the entire internship program So when you make a program like this the collective make it a collective ownership effort you would see a lot more effort and you would also see a lot of level the playing field happening because people are invested in this in Emotionally and invested in this from an organizational culture standpoint Let's take a very simple example when it comes to business agility Quoting Eli Goldrath the theory of constraints You need to find the constraint you need to get rid of the constraint and then you need to keep on repeating that And the more you do the more agile you become because your organization keeps on getting away from the constraint One of the constraints we have is attrition The more attrition we have in the organization the more time it takes for recruitment It's higher cost for onboarding everything If you can improve your retention then all of that problem goes away and then you can go ahead and Utilize that energy into getting rid of the next constraint, which is what brings in the agility that we speak about Wapsi and similar programs have a retention rate of 92% This is an example where your business is becoming agile just because of this one program Which is a collective ownership of the entire organization and it's focused towards including Yeah, if I just may add on to that as well is one of the things we've seen is that we have a Higher number of women at the junior level, but as the seniority goes up You would see lesser women and more men in senior roles And what does what happens then is that when you look at leadership positions, especially in the tech space You have less women So what this program does is bridge that gap because you're bringing senior technical women back and They are you know, they get accelerated in their careers very fast So now these efforts are not possible bottom up alone So there's something that we need from leaders as well We are seeing the role of inclusive leaders is absolutely essential when it comes to business agility Yeah Leaders have long shadows So sometimes a leader does not realize how much of an impact and influence they have within their organization I'll just give you all a small example in 2014. We hired our first trans woman she was part of the marketing team and When we did that effort it was it was huge because no one has seen a trans woman in the office before and Naina she's a TEDx speaker and very well-known in the in in the tech circles today Used to go to the cap to used to go to the cafeteria to make tea somewhere around four Which is roughly around the same time our MD so the it the worry also used to visit you know the somehow they used to clash often and One day she came back and she said Tina You know how so do you just says hi and talks to me and checks on me this this was exactly her words She said I just feel so much part of the organization And this is very small right when you walk in sometimes you don't even notice Who's in the cafeteria and you may not want to talk as well You may just say you know that person is going around with making their cup of tea or coffee And you are you'll just finish your job and go away But just making that effort leaves such a big impact on on especially those who are underrepresented and marginalized So the role of a leader is you when it comes to enhancing inclusion within the workplace So we being us we demand certain things from our leaders We say that leaders should be inclusive and care about equity as a strategic goal That's thinking years ahead Yeah, and leaders should own and drive the executive sponsorship of TEI They should lay the foundation for the governance and not only that the extended leadership team right from the Organizations highest level of leadership to your project managers to your tech leads They need to be held accountable for inclusion and equity within your teams and this is very very important So yeah, they will have to be empathetic leaders They'll have to create those leadership teams and these teams will basically cascade till Through the next level and the next level till it reaches the last level in your organization That's what makes a complete inclusive organization for everyone And then the last one Leaders need to engage with dissent and be able to communicate it appropriately I just spoke about the 40% women and underrepresented gender minority goal So one of the things we first came up with as a mandate is at the grad level We will hire 50% girls and 50% boys from tech colleges And when we made this a mandate a lot of people came back and said hey I'm worried I all in any way reducing the bar when it comes to hiring women Technologists how are you going to go find those women and we had to make it very and this was dissent And it was coming to us in different ways right from people participating as interviewers in in You know when we go for campus recruitment And this had to be addressed in a very open and inclusive way And so what we did was we spoke about how we are not in any way You know tampering with the assessments or re-looking at our hiring hiring policy or our hiring approach But what we are doing is we are going to a lot more colleges and we are hiring more women and sometimes this led to a lot More diversity because you've gone to colleges in northeast We've called gone to cities where we have not gone before including tired to entire three cities But the most important thing here was when you engage with dissent especially when leaders engage with engage with dissent You will see a lot more collective participation whether it is business agility or whether it is DEI within the organization A very simple example is when we speak about dysfunctions of a team Artificial harmony is a dysfunction So conflicts are necessary engaging with dissent is precisely that So that's one way of getting rid of your dysfunction. That is what enables agility even further. So moving on Yeah, so this is something I'm personally very proud of the amount of effort we've done in the cure inclusion or the LGBTQ plus inclusion space Way back in 2014 when you know same sex was decriminalized The the MDs of ThoughtWorks wrote an open letter that's still there on our website Talking about how this really pulls back everything that ThoughtWorks stand that I'm sorry not ThoughtWorks but India stands for Which is about diversity which is about inclusion and being equitable to all Take that a few years later we hired more people from the LGBTQ plus inclusion we hosted our first interning with pride program Which is very similar to Vapasi but it is an internship It's a training internship and hiring program for people from the cure community or the LGBTQ plus community What does this do a lot of people in India Probably people attending this conference as well who are from the cure community but who are not out and open And this provides a safe space for them they may not come out but they know that the organization cares And so you would constantly see that doing this provides psychological safety But it also creates inclusion in much much larger ways another example for this is There was a book that that was written about allyship journeys within organ within people right How do you move from being someone who does not care about LGBTQ plus inclusion and how do you move to be an ally 40 people wrote this wrote their stories and it's a book that's available in the market on allyship My daughter was one of them who wrote and she was just in the eighth grade then And she wrote about her story of allyship and how did she hear about that story of allyship because Me as an individual I'm taking I'm not only doing this as part of my job in ThoughtWorks But I'm also it taking it taking it back home with me and that is how you not only build equitable workplaces But you end up influencing the society at large So essentially safety has a prerequisite We are not even the first ones who are saying that this is something that even modern agile mentions If you go on their website Joshua Kuleski has been speaking about this for a very long time But you need safety people need to feel safe They need to have privacy of their data their health and this is what leads them to do their best work So when you make safety as a prerequisite then a lot of things happen At the team level one of the things that we've noticed and we've realized early on is if you have homogeneous teams It will lead to group think right you have the same set of people from the same set of college Who worked in the same set of projects if it's very homogeneous you don't really understand the needs and there are so many examples I don't know if we have the time to talk about it where we've seen that homogeneous teams don't really innovate and You know and the outcomes aren't as great as they should be So it's very important from to look at inclusive rituals inclusive practices It's important to build psychological safety because when there is psychological safety you take risks And this is also proven by a lot of research It also when you ask when you are someone who needs accessibility you will ask for it because you have that psychological safety And you will also learn as a community I have seen massive learning that happens about so many topics Especially one example is during the pandemic none of us used to talk about mental health and well-being in the workplace I remember after the pandemic the amount of effort organizations are putting into talk about mental health and well-being Within your teams in the workplaces become so much more but we started that journey even before that in 2019 And so it's so important not only from a team standpoint but even when leaders talk about their mental health challenges It can be something as simple as anxiety and all of us went through this during the pandemic And so I think it just not only makes us more human but it also creates a space for us to innovate and share So investing in a culture of cultivation where we invest in each other but also to overcome our unconscious biases I think unconscious biases are something that we are so unconscious about You know we were just talking about it before we came in here and we said we definitely should address unconscious bias And talk about how it impacts us in the workplace We'll probably not have the time to get into everything but we are available after the talk But let's say there's one thing that unconscious bias is so common but we do not know about it This is a very recent example chart GPT like it's trending right now This company takes sure they actually asked for feedback around certain job descriptions from chart GPT This is what chart GPT assumed the agenda to be based on the profession So biases exist and the thing is that if we hold these biases unconscious biases in our product development teams Then we end up building these in the products as well So it's important to address this because if we don't then we are just making our tech as stupid as us Even though this is artificial intelligence. I'm just don't quote me on that But yeah that's the truth So during the pandemic and a little after that as well one of the things that we realized is that we've been hiring a lot of people They've been joining remotely we haven't been we've been able to do a lot of onboarding But still you know team practices and shared understanding of what those team practices need to be were constantly evolving And so together the DEI team and the tech team came up with the inclusive team social contract I spoke about this in the Agile India 2021 conference Yes 2021 But basically it's an exercise to relook at your ways of working but look at four important parameters That is an exercise that's facilitated by someone outside of the team and outside of the project Some of the challenges that the teams were having and were facing is that how do you connect and communicate with each other Especially in hybrid teams when some people are working face-to-face and the others are working remotely How do we ensure certain privileges are not given to certain groups and certain privileges are withheld from certain groups How do you ensure there's no group think? Today I was also talking about another example but a very valid example was the smoking that the chai tapri smoking The smoking that men do outside and some of the important decision-making that happen over there And then get translated onto teams internally maybe it happens today maybe it doesn't But we know these biases and these practices exist And how do we challenge some of these practices is something that's very important So just to wrap everything up it's a close to the end I think This is one of the quotes by Jim who's been a long-time thought worker also the signatory of the Agile manifesto At the core of healthy team relationships is trust and respect DI for us is a way to achieve that And if we have this in place then agility is just a sensible outcome We've often heard this term culture eats strategy for breakfast I'm sure everyone's heard it But what is culture? Culture is meaningless without the adjective that comes with it Culture is is it an inclusive culture? Is it a culture of belonging and care? Is it a culture of respect? So a lot of times the culture the word culture itself is meaningless if you do not add the right adjectives to it And so it becomes the responsibility of every individual within the organization to own that culture And ensure it trickles down to everything that we do from our people practices to our Agile practices Thank you That is the end but this is still a work in progress so we are still working on a lot of things I do ask you to go and check out the insights blogs that we have done so far But there's still more that's going to come and we just hope that we can take this to a good strategic end Only to give a good strategic start Thank you so much Thank you I know we are out of time but it's okay if we have questions we can always take it As in not here Thanks Thank you Thank you Thank you guys it was really wonderful We can still have questions if you need Hi my name is Bipin My question is pre-pandemic, post-pandemic, hybrid, on-site, remote All types of work is there How did the DEI strategies change or improvised in ThoughtWorks during all these moral periods? Before in our lives So it did change but I think what's most important is to understand how you adapt to that change in the context of DEI So it was difficult so we had to re-look at the way we engage and the way what workers are and employees are experiencing in the organization One thing that we realized was really helping us is the surveys that we did We have an annual survey on DEI and engagement that we run, it's an anonymous survey and it is, it can really be sliced and diced into multiple data So I can actually, and it's anonymous So if only if more than five people answer will that data be seen by others And so that data gave us a lot of ideas around what's the roadmap that we need to take for other steps But it's been difficult, I have to be honest it's not been easy And even with hybrid there's a lot that happens in terms of unconscious bias What are some of the privilege the people who come to office get over the people who don't come to office And so these are things that you constantly work in progress That's why I said inclusion is always a, is never a state but it's always a journey Just to, strategies might have changed Even with the principles, guiding principles, that basically help us de-strategize whatever we have There are a few things which are also in the works Like I keep on speaking about async agile, which will come out as a book in a few days And so we have been speaking about it There are, that's one of the ways how we can address a lot of these systemic issues So if you want to take a look at it, just go on the async agile website Thank you Thank you so much Thank you