Purdue Agile Strategy Lab | Strategic Diversity
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Strategic Diversity

Strategic Diversity: Powered by AEM Cube

Strategic Diversity: Powered by AEM-Cube


Strategy is a team sport, not a solo venture. Complex challenges require complex solutions and complex solutions simply don’t rest within the mind or experiences of an individual. Groups, organizations, and even groups of organizations have a much better chance of designing the complex solutions needed to address complex challenges. We call this kind of diversity, strategic diversity.


In partnership with our colleagues at Human Insight, Ltd. we can measure strategic diversity at the individual, team, and organization level using an assessment tool called the AEM-Cube ™.  The acronym “AEM” is a derived from the methodologies three core dimensions – Attachment, Exploration, and Management of Complexity. The ‘Cube’ in the name refers to the fact that these dimensions can be portrayed in a three-dimensional space.


Individuals and teams charged with growth transformation challenges as well as those working on strategy design and execution can benefit greatly from a Strategic Diversity Assessment: organizational and political leaders, and teams, management and executive teams, teams involved with mergers and acquisitions, boards of directors, and teams of public officials designing or executing complex collaborations. Many organizations find an enterprise-wide assessment helpful.


The Agile Strategy Lab both administers the AEM-Cube, conducts Strategic Diversity workshops to help people understand interpret the results, and trains individuals so that they can become Certified Strategic Diversity Analysts to administer and interpreted the instrument themselves.


Contact us to learn more about customized programming.

Key Concepts

Attachment: this dimension of the AEM-Cube focuses on our attachment to people and things. All of us are attached to both; but each of us is usually more attached to one or the other – those with whom we get things done (people) or the how we do what needs to get done (tools, technologies, subject matter expertise, etc.)

Exploration: this dimension tells us which stages of growth and innovation we contribute most, the earlier stages of the classic “s-curve” (discovery and exploration), the later stages (optimization and stability), or somewhere between the two.

Management of Complexity: this dimension helps us understand how we deal with complexity. Some of us are integrators, seeing the interconnectedness of a complex system. Others seek to gain a deep understanding of a more descreet part of the overall system. Each of us is somewhere on this continuum of managing complexity.