Scott Page is a Professor of Complex Systems, Social Science and Management at The University of Michigan-Ann Arbor. In his book, The Difference, he uses mathematical models to demonstrate that groups with diverse perspectives consistently outperform groups where everyone shares the same viewpoint — especially when it comes to solving complex problems.

Despite this, many companies today assume that diversity comes from nationality, ethnicity, or gender. Groups with similar backgrounds and identity. But like Professor Page, I don’t agree. True innovation emerges from differences in thought, experience, and perspective. Which is why I ask: are your teams really set up to think differently — or just to look different?

Looks Aren’t Enough

Many companies still equate diversity with personnel from multiple nationalities or ethnicities. And while I will admit that bringing together people from different countries or backgrounds certainly broadens knowledge and experience, I don’t believe it automatically translates into diverse ways of thinking. I know this from personal experience.

During my career, I’ve worked as the only Japanese employee in a European company, and I can attest that being Japanese didn’t guarantee a unique perspective to that of my local colleagues. If simply being Japanese had ensured different opinions, then swapping me for another colleague from the same country should have yielded the same results. It didn’t. What I contributed had to do with me and my experience, not my nationality.

The Contradiction Between Corporate Culture and Diversity

For me, it’s almost comical: companies proudly claim to value diversity, yet proceed to indoctrinate every new hire into exactly the same way of thinking as every other employee. In the name of ‘one brand value’ or ‘our culture’, the very perspectives they sought to absorb and encourage are quietly erased.

This shouldn’t be necessary. A strong brand and a clear culture don’t require brainwashing; they provide a framework. Within that framework, different perspectives can thrive, innovate, and challenge the status quo — exactly what diversity is supposed to bring.

Generating True Diversity

So, where does the kind of diversity that actually leads to different ways of thinking come from? I see three key, intersecting, factors.

1. Professional Background and Expertise
   Sociologists, former journalists, ex-lawyers — people trained in different disciplines bring perspectives we might otherwise overlook. As a designer, I’ve often been surprised by the radically different approaches and questions that emerge when collaborating with sociologists or anthropologists.

1. Industry and Sector Experience
   Each industry has its own pace of development, technology adoption, consumer expectations, and regulatory pressures. These ‘industry-specific timelines’ shape how the people working in them think and make decisions. These in turn engender industry-specific perspectives, and these perspectives can challenge the assumptions of other industries. Hiring someone with experience outside your industry can shake up the norms you take for granted.

1. Corporate and Organizational Culture
   Every company has its own values, beliefs, and behavioural norms. Over time, employees become accustomed to their company’s ways and it takes individuals from a different organizational culture to identify overlooked blind spots. But take note: the point isn’t which culture is ‘right’ or ‘wrong’ — it’s that the difference between the two strengthens the team.

First Step: Wrong

Of course, at this point, some might argue, “Just bring in external diverse talent.” But there’s a danger to this. Outsiders with limited understanding of the industry they’ve been hired by, or its company culture, often give advice that misses the mark. That’s why the sustainable and effective approach is to secure and nurture diverse talent within the organization.

First Step: Right

If you truly want to build a diverse team, start by examining the backgrounds and perspectives of your current employees. And when hiring, don’t focus solely on immediate contributions; also consider those who will, after some time has passed, also bring fresh ways of thinking. The key to solving complex problems lies not in your employees’ appearance or nationality, but in how you combine and leverage their diverse talents.

If you’re really looking for diversity, begin by reassessing the range of thinking in your existing team(s).