Diane K. Adams

Harvard ALI's vision is to unleash the potential of experienced leaders to help solve society's most pressing challenges. ALI Fellows come to Harvard and embark on a year-long immersion in inter-disciplinary academic learning, leadership development, and peer-to-peer collaboration. https://www.advancedleadership.harvard.edu/

As we drive toward curing type 1 diabetes, we help make everyday life better for the people who face it.

BetterWorks is the solution of choice for forward-thinking HR and organizational leaders who want to motivate and engage their employees within a positive company culture of transparency, accountability and continuous employee development. The BetterWorks software suite helps organizations achieve goal transparency and alignment alongside the necessary, meaningful, ongoing conversations between managers and employees on progress, recognition and development.

Served as the Chief Culture and Talent Officer for Sprinklr, the unified platform for all customer-facing functions. Unified-CXM. I led the Culture and Talent team (otherwise known as human resources) and my team's focus was on accelerating the growth of a high-performance and inclusive culture.

Chief Culture and Talent Officer for McGraw-Hill Education with major responsibilities that included building a great workforce culture and accelerating company performance, as well as human resources responsibilities for talent development and succession planning, talent acquisition, organization development, change management, total rewards, and data analytics. Highlights include creating the company’s Core Values with global team member input; launching an aggressive learning and development agenda tied to MHE’s Core Values; greatly expanding benefits and wellness options in a cost-effective manner; and, creating a culture around diversity, inclusion and belonging.

I led the global human resources organization of Qlik, one of the fastest-growing technology companies in the world with more than 2,300 people around the globe. We focused on building the Qlik culture --a values-based, high-performance culture that promotes innovation, learning and "making a difference" with our customers and in our communities. My team and I were responsible for creating and implementing innovative HR strategies that scale with rapid growth, include recruitment, total rewards, talent and executive development, HR systems and operations, and workforce analytics.

In this role, I was accountable for shaping the human resources vision, culture, talent and executive development strategies that enabled Allscripts to meet rapidly-changing business and market requirements. My team focused on building a values-based, high-performance environment where people, learning and fun were the priorities. Since joining Allscripts in 2009, the "Culture and Talent" team led the people integration effort created by the company’s back-to-back acquisitions of Misys and Eclipsys, the largest such effort in healthcare IT. During my tenure, the company tripled in size from 2,000 to 7,000 people while revenues jumped from $548.4M to $1.444B in 2011. Additional highlights included hiring approximately 6,000 people, investing in robust leadership and development programs, improving year-over-year employee satisfaction, implementing a rich communications strategy and intranet focused on open two-way communications, and building a leading philanthropy program.

Before joining Allscripts, I held the dual role of Vice President of Human Resources, International and Vice President, Human Resources, Worldwide Sales. During my 14-year tenure, the company grew from 3,800 employees to more than 70,000 while revenues jumped from $2.2B to $40B+. My team provided Human Resources leadership for 35,000 employees in 152 countries. Partnering with leadership, my team successfully hired over 40,000 people. A strong proponent of the company's Inclusion Initiative, I worked across Cisco to promote a culture of inclusion, trust and mutual respect. A key highlight was shaping the high-performance culture early in Cisco's journey through developing innovative hiring, rewards and recognition, talent development, performance management, philanthropy and internal communications strategies.