The business case for diversity is a sinking ship

This essay belongs to Beyond the Business Case, a Medium-exclusive essay series exploring the big-picture questions about diversity & inclusion work. Intended for D&I practitioners, C-Suite executives, and other leaders looking to shape the future of D&I.

“Diversity increases revenue, improves productivity, sparks creativity, and boosts innovation.”

In my line of work, the business case for diversity is practically a mantra. As Diversity & Inclusion has gained mainstream acceptance, so too has this “business case” emerged as the centerpiece of many modern organizations’ D&I efforts. It figures prominently in keynote talks, diversity panels, and internal presentations alike. And when corporate leaders talk about D&I, the business case for diversity is always one of their talking points.

This is, unfortunately, a big problem.

Under its flashy exterior, “business case” rhetoric has resulted in an epidemic of misinformed leaders and D&I strategies that don’t work. It has created organizations with good diversity optics, but plagued with a revolving door of diverse talent and stagnant progress on important D&I issues. The cause: well-meaning advocates and leaders fundamentally misunderstand and misuse the business case for…