We see more and more organizations linking the diversity strategy with the business strategy – primarily leveraging diversity as driver of innovation, a resource to gain customer intelligence and a connection to talent.  The real benefit is derived from harnessing the diversity of thought at that table. It is not enough just to have diversity – you need to create an environment where different perspectives are encouraged and valued.

Once we shift to thinking about diversity from the perspective of leveraging different perspectives in improving decision-making and driving innovation, the business case becomes clear and our ability to draw benefits from diversity becomes more straightforward. The danger is in losing ground in the support of increasing demographic diversity at all levels in our organizations. The trick is to be able to make clear connections between demographic diversity and the diversity of thought.

Building the business case for diversity and inclusion has been an ongoing struggle for diversity practitioners. Over the past decade, we have witnessed a dramatic and significant shift in the conversation.  In order to move from conversation to actions, organizations must dedicate significant intellectual capital and time to developing and executing diversity and inclusion strategic plans that are well aligned with overall business goals.