The Challenge: Moving Beyond Awareness to Lasting Behavior Change
Dow, a global materials science company with 35,000+ employees worldwide, has long prioritized inclusion and belonging. However, as the company navigated a major HR transformation, and faced the external challenges of a pandemic, weather crises, and rising social justice movements, traditional unconscious bias training wasn’t enough.
While leaders appreciated previous training sessions, the impact faded over time. Dow needed a new way to embed inclusive behaviors into the everyday leadership experience — one that was scalable, virtual, and global.
Inclusion and belonging are more important than ever before. We needed real, interactive learning opportunities that are impactful and sustainable.”
— Jennifer Frame, HR Director, Talent Development, Dow
The Goal: Equip Leaders to Champion Inclusion
Dow set out with a clear mission:
- Create an experiential learning journey that would stick, turning practice into lasting knowledge.
- Build leadership accountability for fostering inclusion, belonging, and equity.
- Design a scalable, virtual approach that could be deployed across its global footprint.
The company knew that in today’s world, inclusion training couldn’t be a one-off event; it needed to be a continuous, immersive journey.
The Solution: A Blended, Behavior-Focused Learning Experience
In partnership with its Office of Inclusion, Dow launched a new Inclusive Leadership Development Program blending:
- Microlearnings on key topics like microaggressions and psychological safety.
- Leader-led webinars featuring real-world stories and peer-led discussions.
- Virtual reality simulations powered by Mursion, where leaders practiced high-stakes conversations in risk-free, human-powered environments.
Leaders didn’t just learn the concepts, they also applied them in realistic scenarios, gaining real-time feedback. This innovative blend ensured that learning was practical, personal, and practice-driven.
Virtual simulations gave our leaders the confidence to address difficult topics without fear of judgment — a critical success factor for us.”
— Tina Halphen, Global Performance and Employee Development Leader, Dow
At the same time, Dow worked to align its broader talent processes, from hiring practices to performance management, ensuring an ecosystem of inclusion at every employee touchpoint.
The Results: Elevated Leadership, Deeper Engagement
Dow’s investment in immersive learning paid off:
- 82% of leaders said the program increased their commitment to inclusion and made them more effective inclusive leaders.
- 90% of leaders reported feeling more engaged, motivated, and better equipped to support their teams.
- The company is now scaling the program globally and developing new scenarios to keep pace with evolving workplace needs.
“We can create practices and standards around inclusion, but if we don’t bring leaders along the journey, we won’t make real progress.”
— Alveda J. Williams, PhD, Director of Inclusion, Dow
With a powerful blend of science, technology, and heart, Dow is setting a new standard for what inclusive leadership looks like in a changing world.
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