Over the past decade, the conversation around diversity in organizations such as corporations, universities, and the media has reached a pivotal moment. Diversity policies have become foundational for organizations aiming to be recognized as leading companies or institutions at a global level. Numerous organizations have been striving to ensure diverse human compositions concerning race, gender, ethnicity, sexual orientation, and class hierarchy, establishing dedicated departments and roles to implement related policies. However, recent reports suggest a shift in this trend, with some media reporting that many organizations abroad are retracting their diversity policies, often attributing this to a fatigue with political correctness.

Nonetheless, the situation is more nuanced than it appears. While it is true that diversity policies are facing fluctuations due to changes in the political climate, considering this as a total abolition or retreat is not entirely accurate. There is indeed a visible shift where organizations may simply be changing branding strategies or modifying expressions linked to diversity, leading to a reduction in overt activities. Terms associated with diversity might be replaced by phrases focusing on belonging, organizational culture, or talent strategy, reflecting a reconceptualization of policies providing fair opportunities to all employees rather than direct benefits to specific groups. Despite these shifts, many organizations remain steadfast in their commitment to the original diversity policies. Overall, the discourse surrounding diversity seems to be undergoing a quiet and pragmatic transition rather than a full-scale abandonment.

The reason why diversity policies cannot vanish overnight is that they are not merely about ethical imperatives but are closely tied to organizational survival strategies. A McKinsey study indicates that companies in the top 25% for gender and cultural diversity in their executive teams are 39% more likely to outperform the bottom 25% in terms of profitability. Similarly, research by the Boston Consulting Group (BCG) suggests that firms with diverse executive backgrounds achieved innovation revenues that were 19% higher than those without. CloverPop's research shows that teams with a diverse background are better at decision-making than homogeneous teams, further underscoring the critical role diversity plays in organizational success and resilience.