The importance of diversity as an integrated element in the corporate strategy rests on the fact that operating from the premise that a corporate culture that is supportive of a diversity of thought, perspective, and experience, enables a business organization to attract, motivate and retain the best employees and talent in an equally diverse global workforce. We see the efficacy of this strategy in the success stories of companies such as Hewlett-Packard, who have benefited by leading its sector in terms of innovation, competitive advantage and profitability. According to Susan Segal-Horn, diversity also exposes an organization and the workplace to multiple stimuli that allow it to develop diverse capabilities and provides it with a broader learning opportunity than is available in a work environment without it. (p. 335)Enforcing diversity training enables teamwork among the workforce that would produce and encourage a group capable of asking new questions, perceive new insights and conceive new solutions. Here, being different is not something to be ashamed about but, in fact, something that is to be valued. With the training, employees are acquainted with this concept and expected to change their attitude towards diversity and tolerance. Indeed, it would be very difficult for a group to think about new ideas, think new thoughts, visions and mental models of how things work when members all share the same profile, background, thinking styles and experiences. Writing in this context, Robert Johnson and Douglas Bate, stated:An “outsider” added to this group will likely introduce a new way of looking at something, which will help the group break out their old patterns and consider new ideas. When the entire group is made up of “outsiders,” the possibilities for new thinking increase exponentially and expertise on the team will significantly enhance the group’s creative potential.