Conclusion We show that the business case for diversity continues to be compelling and have global relevance. We highlight the opportunity for promoting diversity in senior decision- making roles, and specifically in line roles on executive teams. Although levels of diverse representation in top teams are still highly variable globally – with progress being slow overall – there are practical lessons from successful companies that have made I&D work for them. We have distilled the I&D experiences of top and rapidly improving companies on diversity to four key imperatives, creating the opportunity for CEOs to engage with their executive teams to set ambitious I&D aspirations for their organizations that are truly aligned with their business strategy. Delivering on these goals will require developing a solid understanding of their I&D baseline, creating a bespoke mix of I&D priorities to maximize business impact, purposefully allocating the required time and resources, and maximizing ownership of business units, with active support from the talent management organization. Crafting a truly effective I&D strategy is no small effort, and requires strong and sustained and inclusive leadership. But we, and many of the companies we studied in depth, believe the potential benefits of stronger business performance are well worth it. Crafting a truly effective I&D strategy is no small effort, but the potential benefits of stronger business performance are well worth it. Delivering through Diversity Conclusion 32