I’ve spent years working on inclusion efforts, serving on DEI committees, and at times being one of the voices raising concerns about how DEI was being used.
That last part often surprises people. Because for a period, something shifted.
When DEI became a checkbox
At some point, DEI in many organizations started to feel less like a thoughtful, long-term commitment and more like a checkbox. A program to roll out. A metric to hit. A statement to publish. In some cases, it became a shortcut, a way to signal progress rather than a process to drive it.
And that shift had consequences.
Decisions began to feel rushed or poorly explained. In some cases, leaders struggled to clearly articulate the reasoning behind choices, leaning instead on broad references to DEI. That lack of clarity did not just create confusion, it eroded trust. People started to question not only the decisions themselves, but the processes behind them.
Over time, in certain environments, DEI became associated with optics over substance. Ironically, that did more harm than good to the very goals it was meant to support.
This phase matters because it shaped how many people view DEI today.
The skepticism we see now did not emerge in a vacuum. It is, at least in part, a reaction to how DEI was implemented, not the underlying idea itself. When something meaningful is reduced to a box to check, it loses credibility. Worse, it can create divisions rather than address them.
The problem was never DEI, it was how organizations applied it
So, it is worth being clear. The issue was never the principle of diversity, equity, and inclusion. The issue was how it was operationalized.
And that distinction is critical as we think about what comes next.
Because the answer is not to step back from DEI. The answer is to do it better.
DEI should strengthen how decisions are made
At its core, DEI was never meant to be the reason for a decision. It was meant to inform how decisions are made. That may sound like a subtle difference, but in practice, it changes everything.
When DEI becomes the “why” behind a decision, especially without clear explanation, it invites doubt. It can feel arbitrary or imposed. But when it is embedded in the “how,” it strengthens the entire decision-making process.
It means asking better questions. Who is included in this conversation? What perspectives are we missing? Where might there be blind spots? What risks are we not seeing because of the way we are framing the issue? These are not political questions. They are good business questions.
Why inclusive decision-making matters more in today’s business environment
In today’s environment, defined by complexity, rapid change, and heightened expectations, those redefining questions are essential. Organizations are operating in increasingly dynamic contexts. Markets are shifting faster. Stakeholders are more vocal. Reputational risks can escalate quickly. In that kind of landscape, narrow thinking becomes a liability.
Diverse perspectives, when meaningfully included, help challenge assumptions. They surface risks earlier. They lead to more resilient strategies and better outcomes. But that only happens when inclusion is built into the process from the start, not layered on at the end as a formality.
Too often, DEI was treated as an add-on. A final step. A lens applied after key decisions had already been made. That approach does not strengthen decisions, it weakens them. It signals that inclusion is secondary, rather than integral.
Transparency builds trust in DEI-related decisions
There is another factor at play as well: transparency. Today, there is a growing demand for clarity. People want to understand not only what decisions are made, but how they are made.
If DEI is used as a blanket justification, it can create more questions than answers. It can feel vague or even evasive. But when it is part of a clear, thoughtful, and transparent process, it does the opposite. It builds credibility.
It shows that decisions are being approached with rigor. That multiple perspectives have been considered. That trade-offs have been examined. That leaders are not just aiming to “do the right thing,” but are doing the work required to understand what that means in context.
This is the shift that needs to happen. Away from performative gestures and toward disciplined thinking. Away from symbolic actions and toward substantive change. Away from checking boxes and toward asking better questions.
How corporations can do more and do better
If organizations are serious about restoring trust and unlocking the full value of DEI, the focus needs to move from programs to process.
- Integrate DEI into core decision-making frameworks. This means embedding inclusive thinking into strategy, hiring, product development, and risk assessment, not treating it as a separate initiative. Inclusion should shape how decisions are made at every level.
- Prioritize transparency. Leaders need to clearly communicate not just what decisions are made, but the rationale behind them. When people understand the process, they are far more likely to trust the outcome.
- Measure what matters. Instead of focusing only on representation metrics or public commitments, organizations should evaluate the quality of decision making, employee trust, and long-term outcomes. Metrics should reflect impact, not optics.
- Invest in capability, not just messaging. Training should go beyond awareness and focus on building real skills, such as inclusive leadership, decision-making under uncertainty, and managing diverse teams effectively.
- Finally, hold leadership accountable. DEI cannot sit on the sidelines or within a single function. It needs to be owned at the top and reflected in how leaders operate, make decisions, and are evaluated.
DEI works best when it drives better performance
None of this is quick or easy. But it is necessary. Because when done well, DEI is not a communications exercise or a reputational shield. It is a driver of better thinking and better performance.
DEI still matters. But its value has never been in how loudly it is stated. It lies in how well it is applied. When treated as a framework for stronger, more informed decision making, it does exactly what it was always meant to do. It helps organizations see more clearly, think more broadly, and act more effectively in an increasingly complex world.
And that is where the conversation needs to go next.
If your organization is rethinking how inclusion shapes decision-making, NATIONAL can help you build a clearer, more credible approach. Contact our team to discuss your goals.
