With all of the attention that diversity, equity, and inclusion (DEI) have captured, a few things are still missing.
First, from the plant floor to the board room, there is a need for clarity around the terms and implications for each area of emphasis. Second, as with many previous efforts to address the underlying issues, many organizations have been unable to establish and communicate the business reason for spending the requisite time and energy. Third, industry executives are grappling with developing a straightforward process for moving DEI from meaningful symbolic gestures of allyship to substantive action plans to produce the desired internal and external outcomes.
Filling in the missing pieces is not all that difficult. But the emotional content of these issues, the haunting history of inequity, and the inertia of organizational culture have exacerbated our challenges.
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