Diversity is a "golden" opportunity
On a very cold day in 1987, Shahram Bahraini arrived in the Netherlands with a few toiletry items and $200 in his pocket. After working at a cleaning company, holding management positions at McDonald's, Pepsico and Albert Heijn, studying economics and following a post-graduate program in controlling, he now works on innovation at Albert Heijn. Born and bred in Iran, he is married and has two daughters of 3 and 2. "I come from a family of bankers. When I came to the Netherlands, it felt like I'd been born again. There are a lot of opportunities to build a new life here." Navid Otaredian, senior program maker at De Baak, spoke with him about diversity.
By Petra Baars
Navid: "You've achieved quite a lot. I've noticed that many companies put diversity under the umbrella of HR. As an economist, you look at the issue differently, more in terms of benefits and profit." Shahram: "Diversity is not only a social issue, it's also a business issue. The world is changing rapidly. Competition is becoming increasingly complex and fierce; you have to anticipate things properly in order to be competitive. Involving immigrants, women and people who think differently is our key weapon in this battle. There are and always will be differences. Characteristics of a successful team are its members' different competencies and their willingness to work together. I've noticed a lack of collaboration, trust and social cohesion in both business and society. There's a major missed chance right there. We seem to focus more on fighting internal battles than on joining our forces against external competitors."
My Dutch isn't perfect
According to Shahram, the world is constantly changing; every ecosystem moves between two extremes: chaos and order. "Chaos means energy, such as that created during a disagreement between two cultures. But if you know how to give it a positive twist, it becomes progress. A new order. We're raised to believe that we have to have an opinion about everything. But do these beliefs match reality? And are we open to new insights? And new chaos? A lot of managers don't hear their employees' new ideas because they can't let go of their own old ideas. You need empathy and courage. My Dutch isn't perfect, yet I have this job. My environment apparently looks at my other qualities. They look at what I can do rather than at what I can't do."
Everyone can contribute to our prosperity
Navid: "Sometimes I think the discussion about diversity is silly, there's no getting around people who are different. And yet highly educated foreigners, women and the elderly have less opportunities. How can we get leaders to see diversity as an economic necessity rather than a burden?"
Shahram: "There's static in the communication between the receiver and the transmitter. On the one hand, the underprivileged could do more to show their worth and why they're indispensable. On the other hand, I've noticed that some of the tools we use to search for talent are outdated, which explains why we can't make the right decisions. I also believe in the power of repeating the message that we will lose talent if we can't get out of this rut. I see a need for role models on both sides. It's everyone's duty to contribute to the prosperity and the competitive position of the Netherlands. It's very possible to disagree and still get along. Companies have to create their own opportunities, search for what differentiates them on the market. Diversity is one of those differentiators."
Fan instead of employee
"There's a lot of social unrest; more and more people are leaving," remarks Navid.
Shahram: "Today, knowledge is fluid, can go anywhere, and is needed everywhere. When foreigners don't feel comfortable here any more, they simply move to another country, and we lose our investment in them. Today, people aren't 'happy' because they're allowed to work for you, you need to bind them to you like a 'fan.' It's a pity that fear rules these days. For economic threats, the remaining parts of the pie are simply shifted around, but you really have to look around you, take opportunities, and restore trust."
Access to new networks and new ways
Navid: "Today, national is virtually synonymous with international. How do you see diversity in this context?"
Shahram: "Increasing prosperity in the world means new trade partners for us. It's very important to know about other cultures. We manufacture products in Asia, but what do we have to sell to this enormous market? We could export our knowledge of water management much more efficiently. Newcomers bring the knowledge and the ways of their country with them." Navid: "I think migrants are invaluable. I see it in my business club, where we use each others' natural networks. That's how you get into markets that are difficult to access."