The Six Cylinders™ Framework was developed by DiversiPro Inc. to help organizations manage and develop anti-racist, diversity, inclusion, and intercultural competence initiatives and strategies. The framework addresses six key functions of an organization – where “diversity” can be leveraged for greatest impact inside and outside the organization. Conversely, if these six areas are overlooked, the diversity initiative will have limited success or fail. The Framework is also a way to evaluate progress.

The Six Cylinders™ are:

Leadership: The decision-makers guiding the development and implementation of the organizational strategy, including senior leaders, senior managers and board directors; and these leaders’ knowledge, skills, commitment, communication, and actions in support of diversity, inclusiveness and dismantling institutional and systemic racism.

Products & Services:  The nature of the products and/or services that the organization provides and the extent to which products and services deliver high value to fulfil the needs of a diverse set of potential customers and clients.

Human Capital:  The diverse set of people, including employees, suppliers, sub-contractors, volunteers, supporters, leaders, and board directors, who provide the organization with its resource base of skills, abilities, knowledge, perspectives and cultural competence; the formal systems and processes that make a diverse talent and knowledge base available to the organization; the full valuing and utilization of a diverse knowledge and talent base.

Workplace Environment:  The social-emotional and physical environment of the workplace; as well as the formal structures and systems created to drive the informal processes that make all members feel included, supported, and accepted, including a fully accessible physical space.

Stakeholder Connections:  Relationships with the diverse stakeholder groups that hold the organization accountable for its actions, including the diverse set of communities in its region of operations, as well as actual and potential funders, investors, suppliers, employees, customers, and advocacy groups in the organizational field; knowledge of each community, partnerships with the communities, investment in the communities, two-way influencing, in-reach and out-reach.

Marketing:  The process by which the organization develops strategies that will appeal to a diverse set of customers, clients, donors, and/or other key financial supporters for purposes of sales, communications, business development, and fundraising.

At the heart of the Six Cylinders™ Framework is the “client” and how they experience or interact with the organization. The “client” represents employees as well as those who use or buy the services of the organization.

Every activity within each Cylinder must be geared towards enhancing this experience.  The challenge is to establish and agree beforehand on the critical outcomes which the initiative must deliver to ultimately serve the “Client”, whether it is an employee or a customer.

The Six Cylinders™: Integrated.  Holistic. Measurable.

See how your company measures up; then contact us, we can help!

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The Six Cylinders Framework-Key Performance Indicators (KPI)

Cylinder Form

Each Cylinder should have Key Performance Indicators (KPI) specific to the organization that will assist in “Activating” the Cylinder. For example, the Leadership Cylinder may have the following KPI’s:

(1 = Not Implementing; 2 = Planning to Implement This Year; 3 = Yes/Currently Implementing)

The CEO and/or Chair of the Board have identified anti-racism, diversity, inclusion and intercultural competence as a key strategic imperative for the organization

Yes

No

Specifics

The CEO and/or Chair of the Board hold Senior Managers accountable for supporting anti-racism, diversity, inclusion and intercultural competence through performance appraisals

Yes

No

Specifics

Level of intercultural competence is assessed through an anti-racist lens, and there is appropriate coaching and development of Board members and senior leaders

Yes

No

Specifics

Senior managers have explicitly articulated the reasons why anti-racism, diversity, inclusion and intercultural competence are important for achieving the Mission and Vision of the organization.

Yes

No

Specifics

Senior managers frequently and consistently communicate to staff the importance of anti-racism, diversity, inclusiveness and intercultural competence for achieving the Mission of the organization.

Yes

No

Specifics

The Board and governance structure is diverse and reflects the demographic composition of the community it serves

Yes

No

Specifics

The Senior Leadership of the organization (e.g., VPs, SVPs, EDs, Directors, Managers, Chairs, Program Coordinators, etc.) is culturally and racially diverse and reflects the demographic composition of the community.

Yes

No

Specifics

An internal Diversity Leadership Council with a mandate to address transformative and systemic change is in place.

Yes

No

Specifics

The organization has developed an anti-racism, diversity, inclusion and intercultural competence strategy and action plans for implementing the strategy to bring about systemic and transformative change

Yes

No

Specifics

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