Executive Summary

1. Chief diversity and inclusion officers continue to build momentum.

Of respondents, 93% said momentum stayed the same or increased over the past 12 months. The number of respondents who shared that momentum stayed the same over the prior year increased by 13%, confirming that the journey to success in DEI requires consistency and long-term planning. It’s a marathon, not a sprint.

2. Middle managers are more engaged due to leadership accountability and an employee engagement “groundswell.”

Most respondents (81%) expressed that they had the right amount of influence, and leadership accountability across the organization increased by 5% last year. The number of respondents who felt supported by middle managers increased by 3%; however, 56% of respondents shared they still need help with support from the middle layer.

3. Successful DEI strategies lean into a multidimensional approach.

Those who responded that they witnessed an increase in momentum over the past year mainly attributed their success to increased organizational focus, expanded programs, and greater leadership engagement.

4. Depending on the company’s size, the average DEI team has three to 11 direct reports. Their ability to execute strategy is supported by a massive network of internal partners.

All members who were interviewed referenced the powerful impact of business resource groups and formalized DEI councils within their companies over the past 12 months. Members shared that these cohorts nurture safe spaces for tough conversations, support employee engagement, and incubate product and business ideas.

5. The DEI landscape is shifting to amplify inclusion over diversity.

Amid legal, social, and political backlash, DEI leaders aren’t abandoning their practices; they are reassessing to prioritize inclusion for all.