The organization’s short- and long-term plans that ensure the organization remains committed to becoming a more diverse, inclusive and equitable organization. This includes the participation of internal teams and collaboration with external partners to support strategic objectives.  


  • Initial steps under way to document DEI program objectives (e.g., draft of vision and/or mission statement)
  • Identify key stakeholders and process owners; gather input from the collective group
  • Overall accountability is unclear or inconsistent
  • Program is reactive based on inbound requests for support and engagement, or in response to an event
  • “Pockets” of support exist without a cohesive plan or alignment
  • Data and metrics are identified, although approach for collection and benchmarking may be nascent
  • Dedicated budget is non-existent; dedicated human resources are inconsistent
  • Absence of alignment with matrixed functions
  • ERGs are non-existent or informal


  • Vision, Mission statement, and objectives are created and aligned with the business objectives, and reviewed and committed to regularly
  • Process is established to ensure collaboration and alignment with enterprise objectives and internal (matrixed)business partners (e.g., DEI/HR team, Governance, or Operations)
  • Accountability, roles and responsibilities are defined
  • Evolving proactive engagement with external diverse organizations, associations, etc.
  • Leadership is engaged as strategic partners in driving the organization’s DEI program(s)
  • Benchmarking and internal and external data gathering becomes the norm, and consistent surveys show trends that drive actions
  • Strategic development is underway, and a “roadmap” is created
  • Budget and human resources are strategically assigned
  • Formal structure and process exists to engage employees through ERGs
  • Performance objectives for people leaders include DEI objectives


  • Strategy deployment process establishes short, medium, and long-term goals and execution plans with clearly defined accountabilities
  • Enterprise and Legal (Law Department) DEI strategies are aligned
  • Mutual support exists to drive outcomes
  • Partnerships with key external organizations and associations have been established and support the strategic objectives
  • Law Department leadership would be part of the leadership team to actively drive accountability within their teams
  • Performance objectives for salaried professionals include DEI objectives
  • Refined intelligence gathering for DEI metrics tailored to the Enterprise
  • Budget and human resources are strategically increased year-over-year, with demonstrated results and metrics
  • ERGs are regularly leveraged to support talent, culture, and marketplace objectives
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