“There is a crucial organizational design flaw with the current model of hiring a head of DEI, paying them handsomely, and giving them ‘influence, not power.’”
“In the last 15 years, less than 0.01% of print features and critical pieces were edited by a Black editor. More women were able to publish profiles in the magazine between 1925 and 1935 than between 1990 and 2000. And over the last 30 years, spanning 1990 to 2020, few to no reviews of cinema, fine arts or classical music were published by either women or writers of color…. written [on Twitter] by a New Yorker insider: Erin Overbey, the magazine’s own archive editor.”
Is your company’s DEI work built-in or bolted-on? Every system is perfectly designed for the results it gets – particularly when it comes to diversity, equity, and inclusion.
“Companies’ top diversity executives too often lack the power or resources to effect real change.”
Moving from $100k to $500k is a plausible financial action to back up your increased commitment to diversity, but what do you do if that type of budget is unavailable? What’s more, a dramatic increase in budget doesn’t necessarily align with the multi-year, even multi-decade process of DEI evolution.
As we speak to a variety of DEI teams, oftentimes the pressure to act immediately (validate their value) outweighs the ability to strategically evaluate what can and will move the needle in certain pockets or across the organization. This gap hasn’t dissipated, rather it is wider now with weight of external organizational forces.
Not everyone has $300M to dedicate to these initiatives, but this is Whye (and we) believes more companies need to work with each other to innovate and create sustainable, measurable and cross-industry #diversity, #inclusion and #culture capabilities.