The Next Chapter of DEIB: The Story of an Evolution

This article is a follow-up from my panel discussion at Lattiverse. I hope to provide context and direction.

Enjoy

The Beginning of the DEIB Journey

We often talk about DEI as if it’s this static concept, born out of corporate need, but the truth is, DEI has always been an evolving, living entity. It’s deeply rooted in the civil rights movement—a call for basic human decency and equality. At its core, DEIB started with raw emotion, a need to belong, to be seen, and to be heard. But as it grew into the corporate world, something shifted. DEIB became more about compliance than connection. And here’s the thing: that’s not where the story ends—it's where the next chapter begins.

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1. The Emotional Roots of DEIB: From Movements to Mainstream

It all started with heart. The 1960s were the fertile soil in which DEI was planted. It wasn’t about checking boxes; it was about justice. It was raw, messy, and unapologetically emotional. Fast-forward to the 90s and 2000s, when corporations began to adopt DEI practices, and suddenly, it became more about HR policy than human progress. DEIB turned from heart to head—filled with metrics and quotas. Necessary, yes—but it lost a bit of its soul along the way.

But here’s the thing: DEIB is cyclical. The pendulum swings, and what we’re seeing now is a resurgence of that heart—an attempt to balance metrics with meaning.

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2. 2020: A Call to Action—Not Just Another Pendulum Swing

2020 wasn’t just a moment; it was a reckoning. The rise of social movements like Black Lives Matter reignited the spark that had dimmed. DEIB came rushing back into the corporate spotlight, but this time, the pendulum swung with more weight. People demanded more than empty promises—they wanted accountability, change, and most importantly, humanity. Organizations scrambled to react, but that reaction wasn’t sustainable. It was driven by emotion, yes—but without a roadmap, you can't navigate for long.

The lesson here? Emotions are the fuel, but strategy is the engine. 2020 reminded us why DEIB matters, but now, we must evolve it into something lasting.

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3. The Shift of 2022: DEIB Under Pressure—But Not Abandoned

In 2022, DEIB faced economic and political pressures. Companies began to deprioritize it, treating DEI as something that could be shelved in tough times. This is part of the familiar DEIB cycle—when the world gets complicated, DEIB is often pushed aside as a “luxury” rather than a necessity. But this shift taught us something crucial: DEIB is not just a trend—it’s a business imperative. It cannot be a reactionary tool; it must be embedded in the DNA of an organization.

We’re entering the next chapter of DEIB—where it is no longer a "nice to have" but an integrated, essential part of how we do business. It’s not about survival; it’s about thriving.

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4. The Next Chapter: DEIB as a Strategy, Not a Solution

So where do we go from here? The next chapter of DEIB isn’t about reaction—it’s about intention. It’s about moving away from the “pendulum swing” of DEIB efforts and building a foundation that doesn’t crack under pressure. DEIB needs to be proactive, not reactive. It must be embedded into the very framework of an organization—woven into everyday practices, leadership development, and decision-making processes.

This is where DEIB becomes more than just about diversity and inclusion—it becomes about belonging. It evolves into a culture of connection, where every individual feels seen, valued, and empowered to contribute. This chapter is about emotional intelligence meeting strategic foresight.

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Conclusion (but not really): The Future of DEIB—What We Need to Remember

The next chapter of DEIB won’t be written overnight. It requires patience, grace, and most importantly, intention. We’ve learned that DEIB cannot be static, nor can it be reactionary. It’s time to stop treating DEIB as a temporary initiative and start seeing it as a long-term commitment to cultural transformation.

DEIB is about moving from compliance to connection, from strategy to soul. This next chapter is our opportunity to create workplaces that aren’t just diverse but are dynamic—where inclusion isn’t a policy but a practice, and where belonging is the bottom line.

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The future of DEIB is in our hands. As leaders, practitioners, and allies, we have a responsibility to drive this evolution forward. Let’s make sure we’re not just meeting the moment but building the movement.