DEIB transformation scenarios

How can we support Esprinet’s Driversors — ambassadors leading the cultural change — in identifying the company values related to DEIB (Diversity, Equity, Inclusion, and Belonging) that will guide the cultural and organizational transformation process?

The project, carried out simultaneously in Italy and Spain, engaged the Driversors from both countries in a participatory process of imagination and co-design, with the goal of building a shared vision of change and defining the guiding values to orient the organization’s future.

To address the challenge, we adopted a strategy based on listening and shared imagination, aiming to create a safe space where the Driversors could question their own assumptions about normality, privilege, and belonging. Through envisioning tools and intersectional dialogue, it became possible to explore the complexity of diversity and bring to light the plurality of identities that inhabit contemporary companies and organizations.

We facilitated two strategic workshops with the Driversor teams in Milan and Madrid. Inspirational case studies and moments of discussion offered an opportunity to explore inclusive recruitment processes and systemic models of shared responsibility along the value chain. These examples helped the Driversors better connect the challenges of inclusion with the concrete dynamics of their own organization.

The core part of the workshop was dedicated to imagining desirable future scenarios — a collective envisioning exercise in which participants, divided into groups, were invited to describe through metaphors and stories how Esprinet might evolve by 2030. From these narratives emerged DEIB-oriented visions such as the TIBORCHESTRA, a metaphor for a company able to harmonize differences into a single melody, as well as ideas for tangible solutions like the Room for Dialogue, a space where people can listen and be heard, free from roles or biases.

The Values Manifesto

Based on the reflections and scenarios that emerged, we co-designed two Values Manifestos with the teams in Italy and Spain — distinct yet aligned in their overall vision. The Values Manifesto is a cultural compass that translates objectives into principles on which to build change. It is not a list of abstract intentions, but a shared document capable of linking everyday behaviors, leadership practices, and strategic directions.

Both manifestos capture the guiding values of the transformation — from openness to transparency, from inclusive communication to work–life balance — each interpreted according to the cultural, organizational, and priority-specific characteristics of the respective country.