I’m not the typical person you’d expect to be writing in support of Diversity, Equity, and Inclusion. I’m a white male, a former Fortune 50 vice president, and now an adjunct professor of strategy. Over decades in leadership, I’ve seen firsthand what DEI can accomplish when practiced intentionally—not as a slogan, but as a fundamental principle of effective leadership.
We find ourselves in a difficult moment. Our current administration appears stuck in the 1950s, backed by a Supreme Court that seems complicit. DEI initiatives face unprecedented attacks across corporate America, higher education, and government. Organizations are being pressured, even restricted, from pursuing inclusive personnel policies. The false dichotomy frequently presented—diversity versus talent or equity versus merit—is misguided and damaging.
In reality, DEI and talent are inseparable. Over 70% of America’s workforce comprises women, ethnic minorities, and LGBTQ+ individuals. DEI is not about lowering standards; it’s about removing barriers that have historically excluded highly capable individuals. It’s about respecting everyone, providing equitable opportunities, and recognizing talent irrespective of background.
Throughout my career, I’ve led highly successful, diverse teams. Our achievements came precisely because diversity enriched our perspectives, challenged conventional thinking, sharpened strategic decisions, and aligned us more closely with our customer base. As an adjunct professor, I witness this truth again with my students—talent is everywhere; however, opportunity often isn’t.
I applaud companies like Costco, which courageously stand against regressive administrative pressure, reaffirming commitments to policies reflective of their diverse customer base. Others, like Target, recognize that misguided policy decisions ultimately lead to poor business outcomes.
My commitment to social justice was shaped early, fostered by educational institutions and corporate environments that celebrated and valued diversity. Their success was undeniably intertwined with inclusive principles.
Now is the time to strengthen our resolve and recommit to DEI initiatives—not retreat. Those of us who have benefited from an inequitable system carry a responsibility—not born of guilt, but growth—to speak out. Silence enables backlash, depriving organizations of innovation, deeper insight, and exceptional performance derived from genuinely inclusive cultures.
About the Author:
Robert C. Marshall is a retired Fortune 50 vice president with 30 years of executive leadership experience, currently serving as an adjunct professor of strategy.