The governing body of the organization (senior leaders and board members) prioritize creating a work structure and providing resources to support the implementation of the DEI Maturity Model. 


  • No established set of policies that incorporate the organization’s culture, anti-racism, and DEI
  • Informal guidelines / policies for how the organization manages its programs and no established processes for execution of these guidelines / policies
  • DEI management practices are inconsistent across the organization


  • Basic governance model is in place with clarity between governance, planning, and execution
  • Establish committees and / or task forces to manage specific goals and workstreams – but do not act without governing body approval
  • Specific Law Department team resources are committed and aligned to identified goals (i.e., an internal committee is in place to organize and run the program)
  • Funding is planned as part of the budget cycle
  • Process exists to direct funds and resources to projects that address / support key objectives
  • Developing a system of monitoring the execution of identified goals and objectives
  • Begin to close the gaps between policies and practices
  • Aligns with company on proper focus, governance, and resources and provides oversight to manage to target(s)


  • Governance structure is solidified; no longer evolving and changing
  • Governing body takes an innovative leadership role in advancing DEI goals internally and externally
  • Governance is representative of the different regions, functions / business units and people
  • Consistent feedback loop utilizing a cross-section of functional stakeholders
  • DEI resources (both headcount and budget) are committed to the function
  • Legal team DEI resources include all relevant skill sets (e.g., operations, substantive, administrative, technological, and legal)
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