iven that diversity has been the core of the Indian cultural fabric, one often finds a naturally created diverse workforce in Indian organizations. Therefore, even as several large and small countries in the developed world have been working on creating diverse and inclusive workplaces over the last four decades, India Inc. did not feel the acute need to focus on issues of diversity. However, this also meant that issues around inclusion and exclusion, groupism, and unconscious discrimination-though real in a diverse work group-were ignored. Globalization and glocalization have changed the context for businesses all over the world including India, leading to a shift in discourse among Indian businesses and discussions about diversity. Being able to recognize and promote the uniqueness of different groups of a diverse workforce is not only acknowledged as instrumental in improving performance, but also an imperative that organizations can no longer choose to ignore. While there has been considerable academic debate on the value of diversity, it is accepted that diversity adds both tangible and intangible value, even if it requires working through the issues and costs that sometimes accompany it. For India Inc., the imperatives for diversity have been akin to those in other countries and include a need to attract talent to meet the demands of an expanding knowledge industry sector, creating competent teams for the Indian operations of multinational companies (MNCs), and the ambition of Indian organizations to go global.

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