As some organizations scale back DEI efforts, others are choosing to double down. What is one compelling reason why you believe doubling down on DEI is not just relevant—but essential—in today’s climate?

At Compt, we've always talked about Balance and Belonging instead of DEI, but it's the same work with different words. Doubling down on these things, especially in this climate, is business critical. I used to work at companies that looked diverse on paper but were completely homogeneous in thinking. Same backgrounds, same approaches, same blind spots. We'd sit in meetings congratulating ourselves on our "great culture" while making decisions that only worked for people exactly like us. I cringe thinking back. The compelling reason to double down is that your competition for talent just got easier. While other companies are scaling back or getting spooked by political rhetoric, there's a massive opportunity to attract incredible people who've been overlooked or undervalued elsewhere. Historically, we've hired some of our best team members from companies that retreated from these commitments or had toxic cultures. We also know that statistically, diverse teams make better decisions. When you have people who approach problems differently, who've had different life experiences, who process information in different ways, you catch mistakes before they become expensive. You spot opportunities others miss. You build products that work for more people. I think about all the AI tools clearly not designed by diverse teams and don't work, like those automatic soap dispensers that only recognize light skin. That's what happens when you don't have diversity in your engineering team. The companies that are doubling down aren't doing it because it's trendy. They're doing it because they've seen the results. Different perspectives lead to better outcomes, period. Call it DEI, call it Balance and Belonging, call it whatever makes you comfortable. Just make sure your team actually reflects the world around you. If you don't, your competitors will. (Although, really, you should do it because it's the right thing to do.)

Something's brewing in corporate America, and it's more complex than most leaders realize. Take Target; a perfect case study of what happens when anti-DEI strategies go sideways. Their recent struggles aren't just about merchandise; they're about fundamental misunderstandings of workplace dynamics. But here's the twist: Diversity isn't a cost. It's an investment. Companies like Delta and Costco get this. They're not just checking boxes; they're building ecosystems where different perspectives create competitive edges. Shareholders are noticing, too. Look at Apple, Levi's, Disney, where investors are actively voting against anti-DEI proposals. That's not activism. That's smart business strategy. The numbers tell a compelling story. Gallup research shows engagement isn't about perks or salaries. It's about belonging. When employees feel truly seen, they don't just work; they innovate. They transform. In today's talent landscape, diversity isn't optional. It's survival. The talent shortage isn't coming; it's here. What will happen to companies that can't attract diverse talent? They'll become footnotes in business history. This situation isn't theoretical. This is happening right now. Shareholders understand what many executives still don't: Inclusion drives performance. It creates resilience. It generates value that goes far beyond quarterly reports. The future doesn't belong to the most traditional companies. It belongs to those brave enough to reimagine what talent, teamwork, and success really look like.

I see diversity, equity, and inclusion (DEI) not as a moral add-on, but as an operational imperative—especially in today's climate. The most compelling reason to double down on DEI is that it directly fuels innovation and resilience, both of which are critical in our industry's race toward digital transformation and personalized care. In healthcare IT, we develop systems meant to serve highly diverse populations. If the people building those tools don't reflect the lived experiences of those they're meant for, we risk reinforcing biases, excluding voices, or worse—causing harm. I've seen firsthand how teams with diverse perspectives produce smarter algorithms, more culturally competent patient engagement strategies, and stronger problem-solving under pressure. At OSP, for example, embedding DEI in hiring and team structuring led to better accessibility design in one of our telehealth platforms, helping reach non-English-speaking and rural patients with higher engagement and lower attrition. Pulling back DEI now, especially when tech is evolving so fast, would be a step backward. The organizations that will thrive are those that make DEI intrinsic, not optional, to how they operate, build, and serve. In a world where trust, reach, and relevance are everything, inclusion is the only sustainable strategy.

We are witnessing an imperceptible unraveling in the upper ranks of corporate America. The once forceful push for boardroom and executive diversity is no longer gaining ground. According to recent reporting from Axios, the number of women, LGBTQ+ individuals, and professionals of color being considered for top leadership roles is declining, even as companies continue to issue the same polished statements about their commitment to diversity, equity and inclusion. Public promises remain unchanged, yet private priorities are quietly shifting. Scaling back on making employees and clients feel less induced or less like they belong is a reputational risk that people centered leaders should not gamble to take. Diversity brings different perspectives that improve decision-making, uncover risks, and identify opportunities others may miss. In today's chaotic environment, companies need leaders who understand a range of communities, experiences, and markets. A diversified inclusion strategy from the top down changes how decisions get made. It introduces resistance to groupthink and insists on better questions; questions that challenge assumptions, dissect risks and pressure-test solutions. Homogeneous leadership and boards tend to reward alignment and cohesion, but they often miss what they aren't trained to see. Diverse teams bring lived experiences and mental models that don't sit neatly within the norm. This is makes organizations more capable of handling ambiguity and leading through uncertainty while continuing to maintain engagement and loyalty from their customers and clients.

As the CEO of an award-winning, woman-owned legal practice, I stand proud in advocating for the prioritization of diversity, equity, and inclusion in every facet of business operations. These principles are not mere buzzwords; they are the bedrock upon which successful and sustainable organizations are built. A beneficial and diverse initiative that we wholeheartedly encourage other business owners to adopt is the strategic showcasing of Spanish-speaking staff to effectively and efficiently serve the Spanish-speaking community. By doing so, businesses signal a profound commitment to being inclusive and proactively addressing the burgeoning demand for tailored services within this increasingly significant demographic. The demographic landscape of the United States is undergoing a profound transformation. With the U.S. Hispanic population approaching 19% and projections are indicating continued growth, the imperative for bilingual professionals has transcended mere desirability and become an absolute strategic necessity. Ensuring that Spanish-speaking clients can engage with legal experts in their native language fosters an environment of trust and comfort, particularly crucial during the inherently stressful circumstances often associated with legal matters. By resolutely enforcing, implementing, and actively employing Spanish-speaking staff, businesses can dismantle this formidable barrier, effectively guaranteeing equal access, diversity, and genuine inclusion for all clients seeking quality legal representation. This initiative is not simply a reactive measure; it represents a steadfast reaffirmation of a long-standing commitment to the foundational principles of diversity and inclusion. This intentional expansion of linguistic capabilities allows for the delivery of specialized and culturally sensitive services to the Hispanic community across a wide array of critical legal domains, including immigration law, family law, personal injury cases, and corporate matters. A nuanced understanding of the rich cultural context that informs the experiences of Spanish-speaking clients profoundly enhances an organization's ability to craft and execute tailored legal strategies that are both effective and empathetic. This, we believe, should be a fundamental, non-negotiable aspect of business standards for any company genuinely committed to serving its community.

Diversity is a fact, whether organizations (or the government) choose to acknowledge, embrace and leverage the advantages of it or not. I'll use as an example the aspect I focus on in my work—neurodiversity, or variations in the way our brains and nervous systems are wired and function. - 53% of Gen Z identify as neurodivergent. - 62% of Millennials identify as neurodivergent. - Experts predict this could reach 70% or higher with Gen Alpha. By 2030—5 years from now—these three generations are projected to make up 75-80% of the workforce. And they tend to be a lot less hesitant to ask for what they want and need than many of their older colleagues. Companies that don't make an effort to cultivate a neuroinclusive environment will soon find themselves unable to attract some of the best and brightest talent, who will actively search out more welcoming and flexible workplaces. Successful organizations understand that policies, approaches, and systems that benefit neurodivergent employees actually benefit everyone. And given all the research and data on diverse teams in general outperforming homogeneous teams in innovation, productivity and effective problem-solving and decision-making, doubling down on DEI clearly benefits everyone as well.

Organizations can't afford to ignore the realities of a rapidly diversifying workforce and consumer base. The demographic makeup of the U.S. is shifting, and with that comes a growing expectation for workplaces to reflect the values, identities, and lived experiences of the people they employ and serve. DEI isn't a side initiative—it's a business imperative. What many companies fail to realize is that the rollback of DEI doesn't exist in a vacuum. It sends a clear message about whose voices are valued, whose identities are protected, and whose growth is prioritized. And in a labor market where talent is more discerning than ever, that message matters. Younger generations (Gen Z in particular) are actively seeking out companies that align with their social values. They're paying attention not just to what companies say, but to what they do. DEI done well is not performative. It's not about corporate virtue-signaling. It's about building systems that mitigate bias, foster belonging, and ensure everyone has a fair shot at success. That's good for morale, innovation, retention, and reputation. It's also just the right thing to do. Choosing to double down on DEI is a choice to lead with integrity, to invest in long-term sustainability, and to recognize that inclusive cultures don't emerge by accident—they're built with intention.

One compelling reason to double down on DEI today is risk resilience. In a climate where reputational, legal, and social expectations are shifting rapidly, organizations that treat DEI as peripheral—not foundational—are exposing themselves to unnecessary risk. I've observed this firsthand: when DEI is deprioritized, it doesn't just impact morale. It affects how your brand is perceived, how talent evaluates your leadership, and how vulnerable you become to legal scrutiny. Regulatory bodies, courts, and advocacy groups are not stepping back. In fact, they're increasingly scrutinizing performative or regressive corporate behavior, especially when tied to equity, governance, or social responsibility. The most forward-looking companies I've worked with don't see DEI as just a hiring metric. They treat it as part of their core governance model, risk framework, and leadership accountability system. That mindset doesn't just protect brand trust—it builds it. In today's climate, doubling down on DEI isn't just relevant. It's risk-smart, strategy-smart, and essential to building resilient organizations people actually believe in.

As the founder of Cleartail Marketing, I've seen that doubling down on DEI creates measurable ROI through expanded market reach. My agency has grown to serve 90+ active B2B clients precisely because diverse teams build better marketing strategies that resonate with broader audiences. We implemented inclusive design principles for a B2B client that previously struggled to connect with international prospects. After revamping their approach to be more culturally responsive, their revenue increased by 278% in 12 months – demonstrating that DEI isn't just about social responsibility, it's about business performance. The data is clear: diverse teams identify blind spots in marketing campaigns before they become costly mistakes. When we diversified our content creation team, we uncovered new keyword opportunities that competitors had missed, increasing a client's website traffic by over 14,000% and delivering a 5,000% ROI on their Google AdWords campaign. In today's global marketplace, businesses that retreat from DEI aren't just missing an opportunity – they're actively limiting their growth potential. The most successful companies I've worked with treat diversity as a competitive advantage rather than a compliance exercise, using inclusive marketing to connect with previously untapped customer segments and drive substantial revenue growth.

I'm Todd Riesterer, Chief People Officer at Huntress, a US-based cybersecurity company. I'm a firm believer that DEI is not, and has never been, just political box-checking. At Huntress, our focus has aways been to create a culture of belonging, where teammates from all backgrounds can contribute, grow, and feel deeply connected to our business objectives. That's why when I read news about companies pulling back from DEI, I think they're missing the bigger picture. Why? Because DEI isn't just a trend that HR teams have been thinking of in recent years, it's a long-term, strategic commitment to building strong, innovative, and inclusive teams. Stepping back from DEI only breeds uncertainty amongst candidates and active employees. Yes, of course, we apply a merit-based approach to all of our conversations about hiring, promotions, and recognition. But meritocracy only works when you actively remove bias and ensure you have the broadest, most diverse pool of talent possible. Embedding diversity, equity, and inclusion into our ethos helps build a company that can keep pace with a diverse set of global companies. At Huntress, we're proud to say that, despite the news, we're aren't changing our course. DEI is part of our commitment to our culture of belonging - something that we're proud to remind our employees that we aren't giving up on just to score some political points. From my perspective and experience in the tech field, a wide range of backgrounds, skills, and perspectives is a driving force of innovation. If you're thinking of pulling DEI from your organization - especially if you're a working HR professional - ask yourself: "Am I okay to tell my team that their perspectives aren't useful? Am I happy to show my workforce that political trends are more important than their years of hard-work?" DEI isn't a checkbox - it's part of a workplace culture where employees thrive.

Coming from someone who went from multiple cannabis convictions to owning one of Queens' first legal dispensaries through NY's CAURD program, I can tell you DEI isn't just nice to have—it's survival. The cannabis industry would literally not exist in its current legal form without prioritizing justice-involved entrepreneurs like myself. When we opened Terp Bros in Astoria, our diverse team immediately connected with the neighborhood's multicultural community in ways our competitors couldn't. Our budtenders speak multiple languages and understand different cultural approaches to cannabis, which translated directly into higher customer retention and word-of-mouth referrals that you can't buy with marketing dollars. The CAURD program itself proves this point perfectly. New York deliberately prioritized licenses for people with cannabis convictions and those from communities hit hardest by prohibition. This wasn't charity—it was smart policy recognizing that the people who understand the real impact of these laws make better advocates and business owners. My construction safety background taught me that diverse teams catch problems others miss. At Terp Bros, having staff from different backgrounds helped us spot regulatory issues and customer needs that homogeneous teams would have overlooked, saving us thousands in potential compliance problems.

Looking at the current landscape, I believe doubling down on DEI is essential because diverse organizations consistently outperform their competitors, and in today's economic climate, we simply cannot afford to leave that competitive advantage on the table. When I led global DEI initiatives at Prime Video & Amazon MGM Studios, we saw that investing in leadership diversity directly correlated with stronger employee engagement. This wasn't just feel-good metrics, this translated into better decision-making, stronger innovation, and ultimately, better business outcomes across our global workforce. Here's what organizations who are scaling back don't realize: they're essentially choosing to operate with one hand tied behind their back. While they're retreating, the companies doubling down are accessing broader talent pools, creating products that resonate with diverse markets, and building the kind of authentic workplace cultures that top talent, regardless of background, actually wants to be part of. As someone who's worked with women-led startups and underrepresented founders, I've seen firsthand how diverse perspectives drive breakthrough solutions. The organizations that understand this aren't just doing the right thing morally, they're making the smart business move. They're positioning themselves to capture market opportunities that their competitors are literally walking away from. The question isn't whether we can afford to invest in DEI. The question is: can we afford not to, especially when our competitors are choosing to limit their own potential?

In today's climate of increasing polarization, uncertainty, and systemic inequality, recommitting to the core principles of DEI matter. At its core, DEI was never about elevating one group over another. It was about fostering environments of belonging, where every individual, regardless of background, could feel valued, respected, and empowered to contribute their best. That kind of culture isn't just good for morale; it's a proven driver of business outcomes. Research consistently shows that when people feel a sense of belonging, job performance, retention, and innovation rise dramatically. In an era defined by rapid technological shifts and workforce fluidity, organizations that neglect DEI are quietly choosing to underperform. What many still misunderstand is that DEI was always meant to be about integrity and creating psychologically safe work environments. It's about whether companies are willing to lead with empathy, not just efficiency. It's about really prioritizing the people doing the work, not being hyper-focused on financial metrics or trends. As a leadership coach and former market researcher who spent years as the only Black woman in the room, I've seen firsthand the toll environments take when people don't feel they belong. I've also seen the exponential impact when they do. DEI is what allows individuals to drop the armor, stop code-switching, and contribute from a place of confidence rather than caution. And when that happens, the entire organization benefits. The conversation may need a reframe—perhaps towards belonging or culture-building—but the work itself remains vital. I believe that fostering equity is about more than representation, it's about unveiling better performance. It's about ensuring that your talent can rise without having to justify their worth at every turn. And it's about cultivating emotionally intelligent leaders who understand that empathy, adaptability, and authenticity are the new power skills in a world AI can't lead. So no, this is not the time for companies to retreat. This may be the time to recommit, with nuance, strategy, and heart. DEI may need a simpler reframe like belonging, but the mission remains: to build workplaces that work for everyone. Not because it's trendy. But because it's the most effective, human, and future-ready way forward.

As an employment lawyer who has litigated over 1,000 discrimination cases across Mississippi, I've seen that doubling down on DEI isn't just ethical—it's legally prudent. Companies that maintain robust DEI initiatives consistently face fewer disability and religious discrimination claims, which can each cost hundreds of thousands in litigation expenses alone. The most compelling reason to strengthen DEI efforts now lies in the changing legal landscape around the "regarded as having" provisions in disability law. Many employers don't realize that treating someone as if they have a disability—even when they don't—constitutes discrimination. This subtle form of bias often goes unrecognized until it results in costly litigation. In my experience representing employees statewide, organizations with clear company-wide policies and regular training on discrimination issues resolve complaints internally at nearly triple the rate of those without such programs. These companies typically spend 70% less on employment litigation over a five-year period. The gig economy presents particularly urgent DEI challenges. Independent contractors face unique barriers to addressing discrimination yet still require protection. Companies that proactively establish inclusive policies for all worker classifications are positioning themselves ahead of inevitable regulatory changes while building stronger talent pipelines.

As some organizations scale back DEI efforts, others are doubling down. Not out of idealism. Out of necessity. Why? Because managing diversity, which really just means difference, is hard. It means managing different values, different norms, different ways of speaking, thinking, leading, and working. And while those differences bring value, like better ideas, better products, and better decisions, actually working across them is difficult. Today's teams are global, collaborating across cultures and time zones. They are hybrid, navigating uneven access to connection, recognition, and opportunity. They are multigenerational, with five generations working side by side, each bringing very different expectations about what work is and how it should happen. Most workplaces were not built for this level of complexity. That reality demands better questions. Are we setting people up to work across difference with clarity, care, and skill? Are our systems designed to support real collaboration and shared success? Doubling down on DEI is how we turn complexity into capability. It is how we build teams that can function, grow, and lead in the world as it is, not as we imagine it should be.

Through my work at Scale Lite helping blue-collar businesses scale operations, I've seen how diverse teams consistently outperform homogeneous ones in problem-solving and innovation. When we worked with Valley Janitorial to reduce their operational chaos, their most effective solutions came from frontline employees with different backgrounds who spotted inefficiencies management missed entirely. The data backs this up in my portfolio companies too. At BBA, which operates afterschool programs across 15+ states, their most successful regional expansions happened when they hired locally diverse teams who understood community nuances. Those markets saw 40% faster program adoption compared to regions where they used cookie-cutter approaches. From a private equity perspective, acquirers are increasingly factoring workforce diversity into valuations because it directly correlates with operational resilience and market adaptability. Companies that can serve diverse customer bases and adapt to changing demographics simply command higher multiples—I've seen this bump valuations by 15-20% in recent deals. The businesses doubling down on DEI aren't being idealistic—they're being strategic about long-term competitive advantage in an increasingly diverse marketplace.

Diverse teams make better investment decisions, period. And in today's economy, every business decision is essentially an investment decision about where to allocate limited resources. When I was coaching two different e-commerce founders last year, I noticed how different heir approaches were. The first guy - white, male, Stanford MBA - kept developing products he and his friends would use. His conversion rates were mediocre because he was essentially building for a market of one. The second founder had a team that included a Latina marketing lead, a Black product manager, and founders from different socioeconomic backgrounds. They caught blind spots constantly - from color choices that didn't work across skin tones to payment options that excluded customers without traditional banking relationships. The diverse team's business grew 3x faster because they were designing for the actual market, not just their own assumptions. When 70% of purchasing decisions are made by women and minority buying power is over $3 trillion annually, having diverse perspectives isn't about being nice - it's about not leaving money on the table. The brutal reality is that if your team all thinks the same way, you're going to miss massive market opportunities that your competitors will capture. In my investing work, I've seen homogeneous teams repeatedly underestimate market size, misread customer needs, and build products that only appeal to narrow demographics. The companies that double down on DEI aren't being politically correct - they're being financially smart.

As CEO of Mercha, I've seen that doubling down on DEI isn't just morally right—it directly impacts our bottom line. When we built our sustainable merchandise platform, we finded that embracing diverse perspectives led to better product innovation and stronger client relationships, particularly with forward-thinking brands like TikTok and Uber who demand partners that share their values. The compelling business reason to double down on DEI today is simple: it drives sustainable growth through authentic connection. Our internal data shows that companies ordering eco-friendly merchandise featuring diverse messaging and inclusive designs see 30% higher engagement rates from their employees. This translates to better retention at a time when talent acquisition costs are skyrocketing. I experienced this personally when revamping our team's feedback systems to ensure anonymous input from all levels. The improvements suggested by our most diverse team members led to platform innovations that directly addressed pain points our competitors missed. This wasn't just good workplace culture—it was competitive advantage in action. The promotional products industry has historically been slow to evolve, but at Mercha we've found that companies embracing genuine DEI principles outperform their peers in employee satisfaction and customer loyalty. Your merchandise choices reflect your values, and in today's marketplace, authenticity isn't optional—it's essential for survival.

As the co-founder of Clean Squad, I've seen how doubling down on DEI isn't just good practice—it's essential for business survival and growth. When my business partner and I started as two moms with different life circumstances (one displaced by divorce, one leaving banking to raise her child), our diverse experiences became our competitive advantage in an industry that needed change. Our cleaning business has grown to over 20 team members completing 17,000+ visits because we built inclusivity into our foundation. We've retained clients from our earliest days specifically because our diverse team brings different perspectives to cleaning challenges—identifying needs in homes and offices that more homogeneous teams might miss, like specialized post-renovation cleaning approaches or custom eco-friendly solutions for families with different sensitivities. The compelling reason to double down on DEI today? It directly impacts customer satisfaction and retention. When we expanded our commercial cleaning division in Riverview and Woodhaven, we intentionally built teams with varied backgrounds who could better understand different business environments—from healthcare facilities to retail spaces. This diversity-driven approach resulted in 42% faster problem resolution and significantly higher client retention compared to our local competitors with more homogeneous teams. In today's challenging market, DEI isn't a luxury—it's how small businesses like mine survive economic turbulence. By embracing team members with different perspectives, we've developed innovative cleaning protocols, identified emerging client needs, and built a reputation for understanding diverse customer preferences that larger, less adaptable companies simply can't match.

As the CEO of a legal marketing agency working with diverse law firms across the country, I've seen how DEI creates measurable competitive advantages. When we incorporated inclusive marketing strategies for a struggling employment law firm, their client acquisition in underrepresented communities increased by 27% in just one quarter. Doubling down on DEI isn't just morally right—it's essential for business sustainability. Law firms with diverse leadership consistently capture broader market segments because clients seek representation from those who understand their unique experiences. The most successful firms I've worked with recognize this and build teams reflecting the communities they serve. I remember speaking at an ABA conference where I shared how one of our clients restructured their intake process to accommodate cultural differences, resulting in a 35% increase in client retention. In today's climate where consumers increasingly make decisions based on company values, the firms thriving are those genuinely committed to diversity. My approach has always been "good for them" when seeing others succeed through inclusive practices. This isn't just idealism—it's practical business sense. The legal marketplace is evolving, and those firms doubling down on DEI are the ones positioned to thrive through changing demographics and social expectations.