Organizations That Elevate Strategic Inclusion Will Win the Long Game
When Lisa P. Jackson joined Apple as Vice President of Environment, Policy, and Social Initiatives, it marked not just a personal milestone for a woman whose unique brilliance and contribution to the world were still in the process of being unleashed. It also served as a testament to what becomes possible when systems shift to remove barriers and elevate inclusive leadership (23, 24). Raised in a working-class family in New Orleans, Jackson became the first African American to lead the U.S. Environmental Protection Agency, where she shaped national environmental policy through an equity-focused lens and impact-driven approach. While her personal resilience provided the firm foundation for her rise, her path was marked by structural support, mentorship, and organizations that intentionally valued her potential before it became universally visible.
In a year when political winds are pressuring business leaders to walk back their commitments to Diversity, Equity, and Inclusion (DEI), it’s worth restating a simple truth: Inclusion is not a liability. It’s an accelerator of performance, innovation, and resilience. When organizations are entrenched in barriers that systematically hold certain groups of people back, they miss out on the competitive advantage of unleashing the full, unique potential of every member of their team. Talent becomes underleveraged. Insight goes unheard. Engagement and innovation suffer.
We’ve seen what happens when companies cultivate inclusive environments—ones where people feel seen, valued, and empowered—they don’t just perform better; they unlock a different tier of organizational capability. Jackson’s trajectory shows us that it’s not just individual grit that drives transformation—it’s systems that remove friction. I highlighted her story for this article as a single example of the tangible outcomes of strategic inclusion, but her story is one of many. Unfortunately, in the current environment, we have reverted to suppressing talent like Jackson's more than unleashing it. For organizations truly aiming to thrive, not just survive... to play the long game and build resilient, enduring organizations, inclusion is not optional. It is essential. It’s the strategic foundation for long-term success.
The Business Case: Still Clear. Still Compelling.
The business case for inclusivity is well established. Let’s begin with the numbers, backed by decades of evidence across sectors, industries, and methodologies. Diverse groups consistently outperform homogeneous ones (19):
McKinsey’s (16) research on over 1,000 companies across 15 countries found that those in the top quartile for ethnic and racial diversity in leadership were 36% more likely to have financial returns above their industry average.
Boston Consulting Group (4) found that companies with diverse management teams generated 19% more innovation revenue.
The Peterson Institute (18) reports that having 30% female representation in C-suite positions can add a 6% boost to net margins.
A 2020 report from Josh Bersin Research (3) also found that inclusive companies are 1.7 times more likely to be innovation leaders in their respective markets.
CEB research found that in a more diverse and inclusive workforce, individual discretionary effort improves by 12%, intent to stay improves by 20%, and team collaboration and commitment improve by approximately 50% (11, 15).
Diverse teams work more efficiently, make smarter decisions, and adapt more quickly to change. But here’s what’s often overlooked. Inclusion is an activator. Without inclusion, diversity cannot flourish. Without systems of equity, talent gets overlooked and even minimized. And without a visible, consistent commitment to these values, trust breaks down and undermines the organization from within.
Stay the Course Amid Pressure
Many organizations, particularly those receiving federal funding or facing public scrutiny, are under pressure to scale back or eliminate their diversity, equity, and inclusion (DEI) efforts. Despite current sociopolitical challenges, resilient organizations recognize that inclusivity is a core system driver and a bottom-line imperative, not a political agenda. Leading companies are standing firm, especially when they've mastered the art of elevating it as a strategic priority. Delta Air Lines (8) has framed its people-centered initiatives as essential to excellence, not “politics.” Costco (6) shareholders recently voted overwhelmingly to support the company’s current DEI strategy. Ben & Jerry’s (2) has continued to integrate equity into its brand identity, yielding tangible results—deeper customer loyalty, stronger brand affinity, and measurable social impact. Marriott International (5, 22) has also remained resolute, embedding DEI into its global talent strategy and emphasizing inclusive leadership in all management training programs. Marriott leaders from around the world are regulars in my leadership classrooms. I can personally attest that the company’s "Culture of Inclusion" framework is treated not as an initiative but as part of its operational infrastructure, guiding hiring, development, and performance. The evidence of Marriott’s success is not only well-documented but also reflected in brand loyalty from customers worldwide.
Contrast that with organizations that have caved to external backlash. Target (7), once recognized for its progressive inclusion policies and partnerships with diverse designers and communities, scaled back its inclusive merchandise displays and DEI messaging in response to political and media pressure. The result? Public backlash from both sides, a fractured brand narrative, declining employee morale, and significant earnings loss. Others have quietly rolled back employee resource groups (ERGs), eliminated DEI-focused roles, or rebranded inclusion work as “culture” initiatives. These moves may buy temporary cover, but they breed mistrust and signal a loss of integrity. The long-term costs of disengagement, including increased turnover and missed market opportunities, are already emerging.
The Human and Organizational Culture Impact
Inclusivity strengthens organizational resilience by increasing cognitive diversity—the variety of ways people perceive, frame, and solve problems. Diverse groups consistently outperform homogeneous ones in complex problem-solving scenarios (19). Inclusive leaders cultivate environments where team members feel safe to contribute authentically, even when their ideas challenge the status quo. Psychological safety fuels innovation and learning, particularly during periods of disruption, crisis, and intense change.
Neuroscience research affirms these dynamics. Inclusive cultures activate broader social engagement networks in the brain, increasing trust, emotional commitment, and motivation (20). These environments utilize a wider range of emotional and cognitive resources, resulting in systems that are more flexible, human-centered, and resilient under pressure.
A system that values authentic contribution learns faster, heals faster, adapts faster, and then evolves. In a resilient organization, inclusion doesn’t just support culture—it becomes an integral part of the infrastructure. One that can weather storms and emerge stronger because its foundation is diverse, its systems equitable, and its leaders unafraid to listen deeply and lead boldly.
Inclusion as Strategic Infrastructure
If leaders treat inclusion as a discretionary initiative, that's precisely what it becomes—inconsistent and vulnerable to the very inequity it's intended to break. This misclassification is one of the root causes of DEI's demonization. With "initiative syndrome," you can expect typical poor outcomes. Initiatives, such as DEI, wellness, and even organizational culture, often get launched without leadership sponsorship and buy-in, clear objectives and measurement, and integration into core business processes. As a result, well-intended efforts can inadvertently create the very problems they aim to solve. For example, hiring targets that lack culture alignment and appropriate equity structures get perceived and treated as tokenism or quotas. When inclusion becomes a checkbox instead of a commitment, resistance grows, trust erodes, and growth stalls.
Compare that with how companies approach ensuring safety and quality standards. Organizations would never implement a quality control system without data, accountability, and executive sponsorship. It would be absurd to treat Six Sigma or ISO standards as a “nice-to-have.” Those systems are resourced, monitored, and embedded into operations. The same rigor must apply to building systems of inclusion and equity.
Inclusion, treated with the same strategic seriousness as compliance frameworks, product development, quality control, and client cultivation, becomes a driver of excellence. It builds adaptive capacity, unlocks underutilized talent, and reduces risk. In this way, inclusive infrastructure transforms the organization and builds structural competency.
Inclusive organizations are:
More adaptive in crisis
Better positioned to understand new markets
More attractive to next-generation talent
More resilient over time
What Real Inclusion Looks Like in Practice
I've included a comprehensive, yet not exhaustive, set of tangible, evidence-based tactics to support leaders in building robust and integrated inclusion strategies. The following actions are paired with expert insights that demonstrate how each one shapes healthy, resilient, high-performing organizational cultures:
Understand and Interrupt Bias
Expert Insight: Dr. Mahzarin Banaji (1), co-creator of the Implicit Association Test (IAT), argues that "implicit bias operates outside of awareness, but its effects are tangible—and costly—in workplaces." Interrupting bias, she explains, "creates more equitable pathways and strengthens trust in decision-making systems."
Train your team to identify unconscious, conscious, and confirmation biases.
Use tools like the IAT to surface hidden biases.
Implement structured hiring and promotion processes to minimize subjective decision-making.
Cultivate Cultural Intelligence
Expert Insight: Dr. David Livermore (10), author of Leading with Cultural Intelligence, emphasizes that “CQ—cultural intelligence—is the key differentiator in today’s diverse, global workforce.” He states that high-CQ teams "collaborate more effectively, innovate faster, and adapt more resiliently in dynamic environments."
Equip leaders to understand cultural nuances in communication, authority, and conflict resolution.
Encourage cross-cultural mentorship and team exchanges.
Host cultural immersion opportunities to foster empathy and broaden awareness.
Revise Policies Through an Equity Lens
Expert Insight: Dr. Stefanie K. Johnson (13), author of Inclusify, writes, “Systems change—not just intention—is required to dismantle inequity.” Revising policies through an equity lens ensures that "fairness isn’t left up to individual discretion but embedded into the culture and operations of the organization."
Audit HR policies and practices to ensure fair access to development, promotion, and flexible work arrangements.
Formalize mentorship and sponsorship programs for underrepresented groups.
Tie inclusive practices to performance reviews and leadership advancement.
Mentor and Sponsor Equitably
Expert Insight: Sylvia Ann Hewlett (12), founder of the Center for Talent Innovation, notes: “Sponsorship, not mentorship, is the critical driver of career advancement.” When leaders sponsor inclusively, they "amplify the visibility of diverse talent and dismantle advancement bottlenecks."
Mentorship ensures learning; sponsorship ensures visibility. Underrepresented team members need both.
Create internal sponsorship goals for high-potential talent from underrepresented groups.
Measure outcomes—not just participation.
Use and Promote Inclusive Language
Expert Insight: Dr. Loretta J. Ross (21), an expert in social justice and inclusion, underscores that "language shapes reality." She argues that inclusive language is “not about being politically correct—it’s about being ethically accurate and relationally responsible.”
Eliminate language that marginalizes, excludes, or reinforces stereotypes.
Train leaders on how inclusive communication enhances team performance and fosters psychological safety.
Normalize the practice of asking team members about their language preferences.
Celebrate Difference with Intention
Expert Insight: Vernā Myers (17), VP of Inclusion Strategy at Netflix, says, “Diversity is being invited to the party; inclusion is being asked to dance. And equity? That’s making sure everyone has the music they love.” Intentionally celebrating difference "signals respect and value to every individual, creating a culture of true belonging."
Move beyond "heritage month" celebrations. Highlight stories, achievements, and voices across the year.
Include intersectional identities (e.g., Black women, veterans, multi-generational team members) in storytelling and leadership spotlights.
Hold Everyone Accountable
Expert Insight: Harvard Business School professor Frances Frei (10) states, “You get what you tolerate—and you get what you measure.” Embedding accountability, she argues, is “how inclusion moves from being a value to becoming a practice.”
Set measurable goals for inclusion and equity in tandem with financial key performance indicators (KPIs).
Incorporate inclusion metrics into leadership evaluations.
Reward inclusive behaviors, rather than simply achieving obscure metrics.
This Moment is a Leadership Test
An inclusive organization does more than weather disruption. It learns from it. It heals faster because it is built on a broader foundation of experiences, greater relational trust, and a wider range of adaptive responses. Inclusivity transforms diversity into organizational resilience, expanding collective strength and unleashing it (9). There has never been a more critical moment to embrace this reality and lead through disruption with conviction. We are watching a live stress test of organizational values. The leaders who hold the line on inclusion now, who back up their commitments with real investment and action, will future-proof their organizations.
Ask yourself—When the heat is turned up, do we retreat? Or do we recommit?
Now is the time to double down, not walk away.
References
Banaji, M. R., & Greenwald, A. G. (2013). Blindspot: Hidden biases of good people. Delacorte Press.
Ben & Jerry’s: Our values. (n.d.). Ben & Jerry’s. https://www.benjerry.com/values/issues-we-care-about
Bersin, J. (2019). Why Diversity and Inclusion Has Become a Business Priority. https://joshbersin.com/2015/12/why-diversity-and-inclusion-will-be-a-top-priority-for-2016/
Boston Consulting Group. (2018). How diverse leadership teams boost innovation. https://www.bcg.com/publications/2018/how-diverse-leadership-teams-boost-innovation
Capuano, A. (2024, May 13). Marriott CEO: ‘We don’t pay attention to the headlines.’ Fortune. https://fortune.com/article/marriott-ceo-best-companies-work-for-interview/
D'Innocenzio, A. (2025, January 24). Costco successfully defends its diversity policies as other US companies scale theirs back. Associated Press. https://apnews.com/article/costco-shareholder-proposal-diversity-dei-0330f448741b35f2f788a36948ff3f95
D'Innocenzio, A. (2025, April). Target CEO: We will not back away from DEI despite boycotts. Fortune. https://fortune.com/article/target-ceo-dei-boycott-sharpton-diversity-equity-inclusion-foot-traffic/
Delta Air Lines CEO on DEI. (2023, October 27). Atlanta Journal-Constitution. https://www.ajc.com/news/business/delta-ceo-ed-bastian-calls-dei-initiatives-merit-based-after-executive-orders/3S76XY4XUBG73NX4BDQGF5KWAA/
DeShields, J. (2023). 9 Leader Touchstones: Unleash Your Team's Unique Potential and Build a Dynamic, Enduring Organization. https://www.9-leader-touchstones.com/
Frei, F., & Morriss, A. (2020). Unleashed: The unapologetic leader’s guide to empowering everyone around you. Harvard Business Review Press.
Gartner. (2020). Creating competitive advantage through workforce diversity. https://www.gartner.com/en/human-resources/trends/workforce-diversity
Hewlett, S. A. (2013). Forget a mentor, find a sponsor: The new way to fast-track your career. Harvard Business Review Press.
Johnson, S. K. (2020). Inclusify: The power of uniqueness and belonging to build innovative teams. Harper Business. https://inclusifybook.com/
Livermore, D. (2015). Leading with cultural intelligence: The real secret to success. AMACOM. https://davidlivermore.com/books/leading-with-cultural-intelligence/
McKinsey & Company. (2015). Why diversity matters. https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/why-diversity-matters
Myers, V. (2014). What if I say the wrong thing? 25 habits for culturally effective people. American Bar Association. https://www.vernamyers.com/
Noland, M., Moran, T., & Kotschwar, B. R. (2016, February 8). Study: Firms with more women in the C-suite are more profitable. Peterson Institute for International Economics. https://www.piie.com/commentary/op-eds/study-firms-more-women-c-suite-are-more-profitable
Page, S. E. (2008). The difference: How the power of diversity creates better groups, firms, schools, and societies. Princeton University Press.
Rock, D., & Grant, H. (2016, November 4). Why diverse teams are smarter. Harvard Business Review. https://hbr.org/2016/11/why-diverse-teams-are-smarter
Ross, L. J. (2025). Calling in the calling out culture. Berrett-Koehler. https://www.lorettajross.com/
Williment, C. (2024, April 10). Why is Marriott doubling down on DEI? Sustainability Magazine. https://sustainabilitymag.com/articles/why-is-marriott-doubling-down-on-dei
United States Environmental Protection Agency. (n.d.). Biography of Lisa P. Jackson. https://www.epa.gov/archive/epa/aboutepa/biography-lisa-p-jackson.html
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