True change over the long term must be engrained in our strategy.

As the American Family Insurance senior leadership team finalizes our company’s latest strategic plan, I’ve thought about this phrase often. I want our strategy to drive business results that provide products and services our customers want. I also want that same strategy to provide opportunities for our people, and serve the communities where we live and work.

I’ve spent a lot of time researching, speaking to and analyzing recent events related to police brutality, the pandemic and its effects on minority groups, the impending election, and the national divide on things as seemingly simple as wearing a mask. It’s abundantly clear: American Family Insurance must think even more deeply about our strategy and our role enacting change in our world.

Yes, it feels good helping our communities. But it’s also imperative to the long-term success of our business. We must do more.

I’ve spoken to various audiences about four crises plaguing our nation: health, economic, race and leadership. Each would command significant attention on its own, let alone tackling them simultaneously. The focus placed on each is important now because the people they impact demand action and won’t rest until they see results.

This is our reality. For American Family, these are our customers. They are our neighbors. Helping find solutions to societal crises affecting them is not separate from our work or mission. It is core to our business strategy.

The thing is, my company is ready for this. Several years ago, we began assembling the talent needed to differentiate our organization. We created a more diverse and inclusive workplace. We improved our benefits. We strengthened our culture. 

We’ve done these things not just because we want the best talent, to treat people well, and to do what’s right. We’ve done them because they’re good for business. Our talent and inclusive excellence work set us apart. They make us a better place to work. And they make us stronger partners in solving problems for our customers, and in tackling issues facing our society. 

The ideals of equity, diversity and inclusivity are embedded into our values, philanthropy and now our strategy. So, when moments like George Floyd, Breonna Taylor, Ahmaud Arbery, Amy Cooper, Heather Heyer and others happen – we immediately engage. We react to these moments – not to grab a headline – but because we’re called to lead in a movement important to our customers, our people and our communities.

Other companies struggle to engage in societal issues because it’s not been embedded in their strategies. Support fades when the moment passes. Ours will not. 

One CEO recently asked me – somewhat negatively – “How much time do you spend on inclusive excellence?” I was taken aback and asked my own follow-up question: “How much time do you spend on strategy?”

To some CEOs, strategy may be synonymous with profit and loss, expense ratios and revenue growth. I’d argue it’s just as important to plan for, act and measure work around inclusive excellence, equity and societal issues like we do traditional business metrics. 

This is our strategy because it syncs with traditional business results.

Diverse Americans drive 100% of our country’s population growth, while influencing the buying attitudes of the non-diverse. They represent $3.5 trillion in spending power. As an organization, we can’t (and won’t) ignore issues important to them – ones affecting our country now. We can’t sit this one out and “stick to insurance” while customers take their buying power and influence elsewhere. 

Our country is hurting. Unfortunately, moments like this were squandered before. What’s different now? There’s a groundswell for business to lead – to act – now.

I’m confident American Family’s strategy – one connected directly to this work and led by our talented and passionate people – will help us turn this moment into a movement. And it will set us up for sustained success for decades to come.

Moments pass. When they become a movement, the momentum won’t be stopped. This time, we simply won’t let it.