I’ve worked with organisations on Equity, Diversity & Inclusion (EDI) for some time and have seen the agenda both evolve — and, more recently, regress.
The changing face of EDI
In the early days, the discussion centred on representation alone, too often reduced to a tick‑box exercise. As globalisation gathered pace, the conversation widened to genuine inclusion and the building of more diverse workforces.
The pandemic then exposed how much remained unresolved. Movements such as #BlackLivesMatter and #MeToo propelled equity and intersectionality to the forefront, forcing leaders to confront the systemic barriers that still hold back under‑represented groups.
Confusing EDI with Culture
Yet today we’re witnessing something of a retreat. Many companies — especially those with US headquarters — now file these efforts under the safer, broader banner of “culture”. Culture is critical, but it is not the same as EDI. Culture describes how work gets done; EDI asks whether everyone has a fair chance to thrive within that culture.
So what truly sits at the heart of any business? The motivations and values of its leaders. Traditional wisdom says emotions and logic don’t mix in commerce, and that success is won through relentless competition. One needn’t look far to find leaders who fit that mould — profitable on paper yet operating in an echo chamber devoid of genuine human connection.
Going Deep not Broad
EDI remains essential to high‑performing organisations, but it is only part of the equation. We must go deeper — into the hearts of our leaders. Passion, emotion and purpose are inseparable. When we build the self‑awareness to understand what truly drives us, we unlock a super‑power: the ability to create businesses with heart, soul and inclusive impact.
Let’s not tuck EDI away beneath a generic culture label. Yes, the two are linked, but EDI is the conscience of culture. When leaders listen to their own “why”, they build workplaces where everyone can belong and succeed.
What to explore this further?
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