Focus. Execution. Engagement.

In the aftermath of the killing of George Floyd in 2020, diversity leaders embarked on work that set the stage for efforts to support underrepresented populations within organizations.

Thousands of programs worth billions of dollars were initiated in large and small companies. In the past two years, however, several landmark cases in the United States Supreme Court have created reverberations worldwide, dismantling much of the pivotal work on diversity, equity, and inclusion that was started years ago. DEI leaders are experiencing existential risk, and companies have various reasons to pause or even stop DEI efforts—but the vast majority are not.

One World 50 Group member shared that the level of engagement has changed, but the work is still happening—and it’s more integrated across the enterprise. According to our most recent I&D Impact survey, 93% of respondents said momentum at their company has stayed the same or increased in the past 12 months. Many DEI organizations are clarifying their strategies while they’re gaining maturity.

Leaders attribute success to increased organizational focus and commitment, consistent strategy execution, and company engagement. The fourth annual I&D Impact Report aims to share insight into how companies sustain momentum despite current headwinds.

We surveyed 163 DEI leaders—our most comprehensive survey pool to date—from our Inclusion & Diversity Impact community. Respondents represented various industries and company sizes, with a total of 8.9 million employees worldwide.

The survey—which took place between March 11, 2024, and April 19, 2024—provides a timely look at members’ current progress with DEI efforts, emerging pressures, and strategies for staying the course. We also conducted in-depth interviews with members and winners of our 2024 I&D Impact Awards to offer additional perspective and insight. The Inclusion & Diversity Impact community aims to connect its members with others, equip them with knowledge, and provide them with the tools necessary to maximize their impact in their roles. We hope this report supports this aspirational goal.

Case Study

Bayer: AI and Talent Management

At Bayer, a German multinational pharmaceutical and biotechnology company, DEI is not a standalone organization; instead, DEI is embedded within the talent organization. In recent months, Bayer launched its AI-powered talent management platform, marking the beginning of the company’s shift toward a skills-focused structure. “When we are able to mainly assess an individual based on skills, that’s when the journey to de-bias the talent ecosystem will truly start,” said Beatriz Rodriguez, Bayer’s chief talent and diversity, equity, and inclusion officer. Bayer collaborated with AI experts to develop a platform that uses AI to pair job postings with qualified candidates based on job descriptions and employee profiles. Additionally, the platform matches individuals with appropriate projects and mentors. This system aims to enhance visibility and accessibility to opportunities for underrepresented groups. Rodriguez’s vision is to shift the focus from merely achieving diversity targets to unlocking the potential of individuals through their skills.