The ROI of Inclusion: How Diverse Workplaces in APAC Drive Growth?

Inclusion in APAC: From Moral Imperative to Business Growth Driver

For years, inclusion was treated as a moral imperative—something organizations pursued to “do good.” Today, the narrative has shifted. Across Asia-Pacific, inclusion has become a strategic business driver, fueling innovation, productivity, and bottom-line growth.

Yet, not every leader in the region sees the full picture. Many still ask: Can inclusion really move the needle on performance?

The answer—backed by research and lived experience—is a clear yes. For organizations across APAC, ignoring inclusion is no longer just a reputational risk; it’s an operational one.

Diversity as a Competitive Advantage

The data is impossible to ignore.

• A McKinsey study found that companies in the top quartile for gender diversity on executive teams were 25% more likely to achieve above-average profitability.
• In India, inclusive companies have reported up to 50% higher profit margins, thanks to stronger retention and smarter decision-making.
• In Singapore, organizations that link inclusion with business outcomes see higher retention among rising leaders, especially women and ethnic minorities.

This isn’t about optics—it’s about outcomes. Inclusive teams anticipate client needs, challenge groupthink, and design solutions that serve broader markets. In APAC’s multilingual, multicultural, and multi-faith environment, that adaptability is a true competitive edge.

Training: The Missing Link

So why do many inclusion programs plateau? Not because of a lack of intent—but because of a lack of skill-building.

It’s not enough to set hiring targets or issue DEI statements. Leaders must know how to foster psychological safety. Sales teams must know how to navigate cultural nuance.

That’s where leadership training and sales training come in.

• Inclusive leadership is not innate—it’s learned. Training leaders to spot bias, hold equitable conversations, and coach across cultures creates lasting cultural shifts.
• Sales training in APAC must be localized. A one-size-fits-all pitch won’t work equally in Tokyo, Jakarta, and Manila. High-performing salespeople today combine commercial acumen with cultural agility.

At Cegos, we’ve seen the impact firsthand. From multinationals rolling out inclusive feedback training to Singaporean startups tailoring sales coaching to regional buyers, the outcomes are consistent: inclusive teams close more deals, retain more talent, and deliver stronger growth.

The Numbers Don’t Lie

• Employees who feel included are 42% less likely to leave within a year.
• Diverse teams make better decisions 87% of the time.
• Inclusive sales organizations report 19% higher win rates in competitive deals.

And let’s not forget: Millennials and Gen Z—who now make up a major part of the workforce—expect inclusion to be more than a buzzword. They look for it in leadership, opportunities, and workplace culture. Organizations that fail to deliver will face talent drain, stalled innovation, and weakened competitiveness.

A Moment to Reflect

If you’re an L&D or HR leader in APAC, ask yourself:

• Do our leadership programs explicitly develop inclusive behaviors?
• Are our sales teams equipped to connect across culture, language, and identity?
• Are we measuring inclusion only through demographics—or through behavior and business impact?

Inclusion doesn’t happen by accident. It happens when organizations invest in the skills that build connection, courage, and clarity.

At Cegos, our leadership and sales training programs help APAC organizations turn inclusion from intent into impact—developing teams that don’t just understand diversity, but leverage it for growth.