I have always worked in international settings, surrounded by colleagues from different backgrounds and cultures. One of the more memorable team building exercises I organised involved a personality assessment, guided by an external coach. When we shared our results, it turned out that almost everyone had the same profile. It was quite eye opening. There was a strong sense of belonging, and people enjoyed sparring with one another. At the same time, the team was remarkably homogeneous: in our highly technical automotive environment, it happened to consist entirely of men. I noticed that agreement came very quickly, perhaps too quickly in hindsight.
When three new colleagues joined the team, by chance all of them women, the dynamic began to shift. Their arrival was not the result of a deliberate quota, but simply because they were the right people for the roles, with the skills and experience the team needed. What I noticed was how conversations started to open up. Opinions that had previously gone unchallenged were now explored from different angles, and discussions became more layered. The team did not lose its sense of belonging but gained a new energy. Diversity brought curiosity, and curiosity brought better ideas.
That experience taught me something simple yet powerful. Diversity is not about ticking boxes or meeting quotas. It is about creating the conditions for fresh perspectives to enter the room. When that happens, conversations become sharper, ideas become more creative, and products ultimately become better. What made the difference was not only gender, but the mix of personalities, experiences and thinking styles that broadened how the team approached problems.
Part of the DNA Insights woven through the book The DNA of a Product Manager.
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