First, since the advent of DEI, there have been positive changes in the inclusion of women, racial and ethnic minorities, Indigenous, LGBTQIA+, and others who have been historically undervalued. Preserving these gains and building upon them makes good business sense. Signaling a permanent rather than fleeting commitment to DEI is critical to retaining the diverse talent companies have already attracted (McKinsey & Co., 2020). A recent survey conducted by the Pew Research Center (Minkin, 2023) found that despite some differences along political and demographic lines and reservations about it in their organizations, most respondents believe focusing on DEI at work is a good thing to do.

Second, substantial research demonstrates a positive relationship between diversity, innovation, and performance (e.g., Creary et al., 2019; Gomez & Bernet, 2019; Richard et al., 2021; Sung & Choi, 2021). DEI opponents choose to ignore research documenting its benefits in the workplace. Instead, they dwell on the downsides that typically accompany strategic change initiatives. Several studies indicate that gains from diversity are maximized when reflected in the profile of top management (Richard et al., 2021) and board composition (Creary et al., 2019; Roberson et al., 2017), and when companies deftly manage the tensions associated with the profound cultural change needed to ensure a favorable climate for inclusion (Holmes et al., 2021)   A review of research on diversity practices by van Knippenberg et al., (2020) concluded a bundle of integrated diversity management initiatives works much better than a stand-alone intervention. A study conducted by the Drucker Institute in conjunction with the Wall Street Journal to compile its annual Management Top 250 in 2022 found firms that had someone in an Executive DEI role scored on average significantly higher in nearly all elements of the ranking criteria (Wartzman & Tang, 2023).

Third, research suggests workplaces remain important sites where people with diverse backgrounds interact, underscoring the vital role organizational leaders have played and must continue to play in advancing equity and equality. For example, a study conducted by Hall et al., (2019) found that Black-White segregation in workplaces is half the level of that in residential settings. Their research supports earlier work that reported more intergroup interaction takes place in work settings than in neighborhoods (Ellis et al., 2004).

Fourth, the growing diversity of the world is a foregone reality, and organizations that embrace it will prosper. Relatedly, research indicates younger employees tend to expect their employers to commit to DEI and broader social responsibility (Deloitte., 2023). Millennials and Gen Z are forecasted to represent the highest percentage of the global workforce by 2030 (Lettink, 2019a, 2019b).

Fifth, we have learned much more from research about what types of diversity training and programs work. For example, in Dobbin and Kalev (2022), empowering managers to make their work units more inclusive was more effective than sending them to general DEI training. Training where employees learn the benefits of understanding the perspectives of others may work better than teaching about bias directly (Ragins & Ehrhardt, 2021).

This is not the time to abandon the progress and accumulated knowledge about effective DEI practices. Yes, leading DEI is hard work. The Minkin (2023) survey reveals the ongoing challenges of creating inclusion for everyone. However, given the current poly-crisis facing the world — climate change, environmental disasters, growing economic inequality, possible new pandemics, and regional wars with the potential to spread — organizations will need the talents of all of humanity if they want to do more than survive. Accelerating, rather than abandoning, DEI efforts is the best path to more significant progress toward genuinely inclusive workplaces and equality.