And they establish routines for monitoring progress over time in this way, leaders can hold people accountable for desired outcomes while scaling and sustaining momentum on DEI initiatives that are working. These organizations mobilize the resources and capability building that’s required to deliver on DEI initiatives. They develop a plan for which DEI-related initiatives will be rolled out and when, based on the company’s overarching strategic objectives. They use quantitative and qualitative analytics to establish a baseline and determine what DEI interventions are most needed. They set a bold but achievable DEI aspiration linked to the company’s overall mission and strategy. Others are inconsistent about measuring outcomes from their DEI initiatives, often missing opportunities to build on what is working or to change course when initiatives aren’t faring well.īy contrast, the companies that have begun to fulfill their internal DEI commitments take a systematic approach to establishing their DEI strategies.
Some launch DEI initiatives without establishing a clear baseline: Where has the company been, where is it going, what resources does it need to create DEI impact, and how will it know that its DEI strategy has succeeded? Some companies take an incremental approach to change, which can end up wasting teams’ and individuals’ already scarce time and energy.
For more, see the following: Anas El Turabi, Anjali Menon, Lucy Pérez, and Gila Tolub, “ Health equity: A framework for the epidemiology of care,” McKinsey, MaMilan Prilepok, Shelley Stewart III, Ken Yearwood, and Ammanuel Zegeye, “ Expand diversity among your suppliers-and add value to your organization,” McKinsey, and “ The rise of the inclusive consumer,” McKinsey, February 8, 2022. 5 This article is focused on internal DEI strategies, but other McKinsey perspectives reveal how critical it is to establish a comprehensive DEI strategy that connects internal initiatives with external DEI-related programs-for instance, those relating to health equity, supplier relationships, and consumers. Our work with hundreds of companies seeking to launch or transform DEI strategies points to several common failure modes that organizations and leaders tend to fall into-particularly regarding initiatives aimed at improving DEI internally. What accounts for the shortfall in progress? 4 Women in the Workplace 2022, LeanIn.Org and McKinsey, October 18, 2022. leave companies at a much higher rate than White men. The same body of research also revealed that women leaders, particularly women of color, 3 Women of color include Black, Latina, Native American/American Indian/Indigenous or Alaskan Native, Native Hawaiian, Pacific Islander, Middle Eastern, and mixed-race women. McKinsey’s 2022 Women in the Workplace research, conducted with LeanIn.Org, showed that for every 100 men who are promoted from entry-level to manager positions, only 87 women are promoted, and only 82 women of color are promoted. For instance, there is still a lack of gender parity when it comes to workplace advancement. 2 Lily Zheng, “The failure of the DEI industrial complex,” Harvard Business Review, December 1, 2022. Since then, however, the pace of commitments has slowed, and business leaders, employees, and other stakeholders have expressed frustration with the lack of significant progress that well-intentioned leaders are making on their DEI pledges. 1 Megan Armstrong, Eathyn Edwards, and Duwain Pinder, “ Corporate commitments to racial justice: An update,” McKinsey, February 21, 2023. Following the murder of George Floyd in 2020, companies ramped up those efforts, and the world saw an unprecedented explosion of corporate diversity, equity, and inclusion (DEI) commitments. Many organizations have long been engaged in efforts to make their workforces and communities more diverse, equitable, and inclusive.
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