The digital economy is creating significant innovations in healthcare. Thriving in this new digital era requires all kinds of healthcare organizations to shift their cultural and organizational mindsets to be more adaptive. The new adaptability means letting go of outdated business cultures and processes, especially those that not inclusive and respectful of women and their professional contributions. This case study reflects an IT healthcare organization in which several senior managers inappropriately harassed female workers at work and online through their social media accounts. The study explored the complex dynamics of management consulting organizational development intervention using an applied research approach. The results concluded a significant need for organizational change in technical healthcare organizations as healthcare goes through a significant digital transformation as a result of a growing digital economy.

Even with affirmative action legislation and diversity programs, organizations struggle to create a diverse and inclusive 21st-century workplace. The purpose of this qualitative, classical Delphi study was to gain consensus among diversity leaders in the federal contractor community about best practices for the successful employment of diversity and inclusion in the workforce, both to meet affirmative action regulations and to incorporate 21st-century social categories, such as veterans, males, females, age, sexual orientation, minorities, disabilities, and LGBTQs. Incorporating a diverse workforce above and beyond the requirements of affirmative action gives companies a competitive advantage over companies that fail to do so.