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process of organisational cultural change. To achieve this Ford introduced a four-stage change programme that aimed to mainstream diversity, give ownership of the change process to everyone in the organisation including top management, ensure efficient communication of the change plans and evaluate their progress. Diversity management at Ford has been a long term process to ensure cultural change. The case study shows that this is achieved most successfully when Diversity Management is not seen as a human resource activity alone and is supported by strong leadership and a performance led culture, made sustainable through constant reviews of progress against set targets.

Key learning points
Each of the case studies draw out important lessons for national and organisational policy as well as good diversity practice. Some key learning points include:
Clear leadership is essential and a performance-driven cultureÂ is aÂ great tool for achieving successÂ www.51lunwen.org
Diversity management should be integrated with mainstream business activity to have lasting impactÂ
Successful diversity management engages with all business processes and stakeholders and is not limited to the HR functionÂ
Diversity management initiatives need to have differing stages: information gathering, policy-making, practice and assessment in order to be successful and sustainedÂ
Diversity networks are instrumental in helping organisations to learn from one another, adopt industry best practice and disseminate policy and methods of managing diversity.
ÂOZBILGIN, M., TATLI, A., WORMAN, D., MULHOLLAND, G., HUMPAGE, S. (2007) Managing diversity in practice: supporting business goals. 'Research into practice' report. London: CIPD. www.51lunwen.org

Managing diversity is about valuing people as individuals, as employees, customers and clients â€“ everyone is different. The research shows that managing diversity is not about identifying an unchanging set of individual differences, but about recognising and benefiting from individual difference as an outcome of dynamic changes in individual experiences, needs, aspirations and interactions in the context of work and organisation. To add value to business performance, diversity initiatives need to reflect organisational and personal contexts, circumstances, needs and preferences - all of which change over time. There are no quick fixes or one size fits all solutions to managing diversity. The report covers four contemporary diversity management themes and their interplay with business performance. These themes have general relevance across all economic sectors and organisations and include: communicating diversity messages to bring about change strategic development: making diversity an integral part of, and contributor to, the business strategy getting started and quick wins the representation of women at senior levels.

This report contains short summaries of the projects carried out by the organisations which took part in the CIPD action research programme, and the generic learning from them, in the form of general lessons, tricks to spot, recommendations and top tips for progressing diversity. MULHOLLAND, G., OZBILGIN, M., and WORMAN, D. (2006) Managing diversity: words into actions. Executive briefing. London: CIPD.