As the global disruption and devastation caused by the COVID-19 pandemic which claimed over five-million lives and severely wounded economies recedes, and a new world order emerges, leadership has never been more important.

Whilst I cannot predict the future with certainty for ED&I, I can provide some thinking on its potential direction and share my aspirations:

1. ED&I Grows Beyond ESG

ED&I, which is shaped by societal changes, evolving perspectives, and collective concerted efforts will remain on the leadership agenda. Attempts to subsume or minimise its level of attention and prioritisation by its inclusion within Environmental Social Governance (ESG) frameworks will ultimately fail. ED&I is a complex issue that requires focused and specialised attention.

ESG frameworks tend to be compliance-based risk management approaches and issues of diversity require a more transformational, culture change approach. ED&I affects all aspects of business operations as it intersects with talent management, customer services and relationships, innovation as well as core business functions.

ED&I is about people not just those with protected characteristics or in underrepresented groups and ‘people’ are the responsibility of leaders.

Leaders are in the people business; they achieve their results through people.

2. Recognising Intersectionality

The future is likely to see a better understanding and integration of intersectionality with inclusivity. Recognising that individuals are intersectional, ie, unique and can experience multiple forms of discrimination simultaneously, has been game changing in ED&I.

Utilising this understanding, means leaders will be better informed when shaping policies and strategies. Subsequently moving away from cookie cutter policy making to a more nuanced approach to talent management and the promotion of equality and inclusion.

3. The Impact Of Social Movements

Organisations will become more sensitive to the needs of their clients, service users, investors, and advocacy groups. Stakeholders no longer blindly believe what organisations tell them and loyalty as a commodity is diminishing. Box ticking exercises, tokenism, poor ethics, and non-alignment with espoused values will be punished, often publicly.

Social movements and advocacy groups have won LGBTQ+ and disability rights, movements like #BlackLivesMatter, #MeToo and others have had a substantial impact on public discourse and policy. Social movements will continue to play a significant role in pushing for change.

4. Inclusive Leadership In Action

The future of leadership will witness a remarkable transformation with inclusive leadership models being at the forefront and gaining greater prominence. What leaders say and do will continue to play an influential role in s haping organisational cultures.

To excel as a leader in the future a profound understanding of the diverse and non-homogenous, non-uniform nature of the workplace will be imperative. Cultivating an inclusive mindset and consistently exhibiting inclusive behaviours will emerge as a critical leadership competency, enabling leaders to harness diverse perspectives and deliver optimal workplace performance.

Future leaders will need to continue to be innovative, collaborative, adaptive and agile as the ever-evolving work environment demands these attributes. Their visible commitment and active advocacy for cultural diversity will be pivotal in not only attracting, but also retaining the next generation of talented individuals ensuring a thriving and dynamic organisational landscape.

5. New Metrics & Assessment Tools

In the evolving landscape of organisational metrics there is likely to be a marked enhancement, sophistication and precision within metrics and reporting methodologies. These advancements will enable a more comprehensive understanding of the intricate nuances and interplay between the various factors within ED&I work.

New and bespoke assessment tools will emerge to better gauge and measure the impacts of programmes and provide organisations with improved capabilities to assess and quantify the tangible effects of programmes.

As the metric methodology landscape evolves, leaders will also be better able to communicate the social value, impact and outcomes stemming from these ED&I initiatives.

6. Changes In Legislation/Policy

As we look to the future, it is inevitable that changes in legislation and regulations will occur. These changes may require organisations to adapt to new policy and legal requirements, elevating and prioritising the importance and significance of equality, diversity and inclusion and cultural awareness within their operational frameworks.

In Conclusion

In closing, the future of equality, diversity, and inclusion hinges on the collective endeavours of individuals, communities, organisations, and governments. It will require ongoing persistent commitment, education, and unwavering advocacy to shape a world that is truly inclusive and equitable for all.

Whilst resistance and backlash may inevitably arise, as is often the case in transformative change, the challenges ahead are not insurmountable.

We have already made significant strides in the ED&I journey and by each individual playing their part we can transform this vision into a reality. It may be daunting and tiring at times, but I encourage us all to remember where there is a collective will, there is always a way.