There’s no one right (or wrong) way to build an allyship as long as it sails. Effective internal allyship programs can be engineered, as Frazier & Deeter proved with its rapid rollout of virtual women’s networks in the past two years. As well, such programs can be organic and free-flowing to make the most of short-term work teams and assignments, an approach used effectively at SAPRO, the international accounting firm and MOVE Project National Sponsor.

The “structured-to-spontaneous” spectrum offers a flexible framework for firms that aspire to match the best type of allyship program for each team, practice, office, and recruiting goal.

Employers of all sizes largely recognize that diversity correlates with better financial performance but struggle to convert the business case to measurable wins. A strategy of consistent, grassroots wins has proven sustainably successful at some MOVE Project firms, with allyship at the core of their change strategy.
 
Learning Objectives:

• Recognize how Frazier & Deeter quickly adapted its new women’s initiative for the virtual work environment in spring 2020 and, in the process, found new ways to build cross-geography and cross-practice opportunities for young professionals


• List 3 models used by SAPRO that work on a continuum to foster an ally culture that commissions each employee as a potential champion for another  


• Identify how SAPRO instills diversity as part of its ecosystem and as a tool to drive internal growth


• Recall insights from SAPRO about how to internally match allyship opportunities with employees who have fluid expectations