As you put together Dow's new D&I plan, a good place to start is by asking what does Dow mean by diversity and inclusion. Many people are not sure. Ask 10 people and you are likely to get 10 different answers. If you cannot explain what it means, how can you make effective changes throughout the company?

How does Dow's global footprint affect how the company defines D&I?

All plans begin with goals and measurements. What should Dow's D&I goals be for the company? For major divisions?

How should the goals be measured, especially since it's your responsibility to make D&I a driver of Dow's business success?

What changes does Dow need to make in its organizational structure and company leadership, so D&I is driven into the company's DNA?

How can you structure the execution of Dow's D&I efforts, so managers at all levels and locations care as much about D&I as you do?

According to Dow's CEO, "Diversity doesn't just happen. Just saying we are committed to diversity is not enough - we must put in place the right systems, processes, and leadership to make it happen." If you were Dow Chemical's new chief diversity and inclusion officer, what would you do?