In recent years, the discourse around DEI has intensified globally, with significant debates, particularly in the United States, where around 30 states have introduced nearly 100 anti-DEI bills. In 2020, the murder of George Floyd spurred a surge in DEI roles and initiatives within corporates. Yet, this momentum has recently slowed, with many roles being phased out as DEI gets more and more utilized as a tool in political battlegrounds. Despite this, the professional literature on the moral and business case for DEI continues to grow. However, there are cracks in the wall. A new study has recently questioned McKinsey’s famous report on the business case for DEI, and it seems that we can expect a growing polarization around DEI in the coming year, especially in the months leading up to the presidential elections in the US. Still, DEI practitioners remain committed to fostering open corporate cultures, holding on to the fact that DEI is critical for attracting and retaining talent, enhancing product development and customer satisfaction, and ensuring a psychologically safe workplace - just to name a few benefits.
In one of the most powerful moments of the Forum Oona King, Chief DEI Officer at Uber Technologies emphasized the need to focus on expanding the talent pipelines of companies rather than merely boasting about existing diverse talent. Current practices often involve poaching diverse talent from other organizations, which is unsustainable. Instead, we must reconfigure our talent pipelines to provide equal opportunities for underrepresented groups that are struggling to enter organizations. Also, tracking workforce outcomes to understand how discrimination affects different groups is essential for identifying and addressing systemic errors in the organization. Are workplace outcomes governed by identity? Does the employee lifecycle of certain groups significantly differ from others? These are some of the critical questions we must explore.
A significant theme at the Forum was the need for a long-term perspective in DEI efforts. DEI is about organizational development and cultural change, which require time and patience. This process is akin to "cathedral thinking", where the goal is to build something enduring and impactful over generations. The societal advancements we aim for, such as greater equality and inclusive behaviors, are long-term endeavors. Reflecting on historical shifts, like the progress of women's rights and the civil rights movement, reminds us of the persistent effort needed to achieve substantial change. As Martin Luther King Jr. profoundly stated, "I've been to the mountaintop... I've seen the Promised Land. I may not get there with you. But I want you to know tonight, that we, as a people, will get to the promised land”. We always have to keep this long-term vision in mind so that we do not lose our motivation.
Tiernan Brady, Global Director of Inclusion at Clifford Chance, highlighted how polarization hampers productive conversations about DEI. The fear of using incorrect terminology can prevent meaningful dialogue. It's crucial to create an environment where people feel comfortable engaging in conversations about DEI without the pressure of perfect wording. It is more important to have a conversation than to use the right words from day one. We should encourage people to come into the conversation instead of telling them what they are doing wrong. Remember, you don’t have to be an expert to be an advocate.
Toluwani Farinto, Partner and Ethnicity & Social Mobility Lead at Utopia, reminded us that relying on gut feelings in DEI strategy can perpetuate biases. Data-driven approaches are essential for effective DEI work. Organizations should track three types of data: system data (HR-related metrics), demographic data (workforce composition), and experience and perception data (employee perspectives). Building a robust business case for DEI and holding leaders accountable for DEI metrics is crucial for integrating DEI into core business practices. As Sherlock Holmes advised, “It is a capital mistake to theorize before one has data.”
Nelson Derry, author of "Rise of the 2020 Leader – Entering a New Era of Trust, Purpose, and Inclusion", discussed the importance of psychological safety in teams. Research, including Google’s Project Aristotle, has shown that psychological safety is a key factor in team success. Creating a psychologically safe environment involves small, consistent actions like fostering open communication, showing vulnerability, and encouraging debate. These practices help build trust and drive performance, especially during challenging times. As Amy Edmondson points out in her book "The Fearless Organization", a combination of psychological safety and accountability puts team members in the “learning zone,” the best place for fostering collaboration and performance.
Pamela Hutchinson, Global Head of Diversity & Inclusion at Bloomberg LP, spoke about the dual forces shaping DEI today: politicization and institutionalization. While DEI has become more embedded in organizations, it has also lost some of its original passion and urgency. Earlier DEI efforts were driven by a strong sense of advocacy and social justice, whereas now, DEI has become more palatable for organizations. There is a need to reignite this fire and ensure that DEI initiatives continue to challenge the status quo and push for genuine, transformative change in organizations.
The d&i Leaders Global Forum in London provided invaluable insights and strategies for advancing DEI in our organizations. It reinforced the importance of long-term commitment, data-driven approaches, and creating psychologically safe environments. As we move forward, we must strive to widen our talent pipelines, foster open dialogues, and reignite the passion for DEI to create more inclusive and equitable workplaces. Thanks again to CMS for their support, which made our participation possible. We at WeAreOpen are committed to bringing you important insights on DEI from moral, business, and compliance perspectives.
