The idea of embedding diversity, equity, and inclusion brings up a lot of reactions—both good and bad. Before we run in one direction or the other, it’s important to understand the implications of both.

On the surface, embedding DEI is smart and strategic. Companies want the value of diversity, equity, and inclusion to live in their work rather than exist on a separate plane. That is great thinking. The challenge is figuring out how to embed DEI in a way that integrates seamlessly into an organization’s operations and sustains over time.

I often make the case that before you can embed DEI effectively, you first have to advance the idea and its underlying principles. A sophisticated chef will immediately recognize the elements of a cake and can ensure those elements remain intact, even when a new staff member is preparing the cakes. In the same way, an organization must deeply understand DEI—why it matters, how it’s integrated, and how to protect it—before it can be embedded successfully. If you just embed it without this foundation, only the people who implemented it will understand why it’s there. Over time, as conditions inevitably change, new team members won’t know how to sustain it.

That’s why embedding should be an outcome of advancing and integrating DEI—not the first step.

The Risk of Misinterpretation

For some, the idea of embedding DEI might feel like tucking it away where it won’t be seen. For underrepresented groups, that can raise concerns about returning to a time when they were not valued, included, or appreciated. It’s important to be mindful of this perception and clarify that embedding does not mean sidelining. Instead, the goal is to ensure DEI is intentionally present in every aspect of the organization, guiding everyday decisions and experiences. Saying this out loud helps reduce concerns and reinforces that DEI remains a visible and active priority.

Embedding is Not the Finish Line

Another challenge with embedding DEI is the misconception that once it’s embedded, the work is done. That couldn’t be further from the truth. Advancing equity and inclusion requires continuous practice. As new leaders join an organization, they will need to learn. Embedding DEI into systems, policies, and culture creates a structure that helps guide the organization in the right direction, but it does not guarantee success.

Think of it like bowling with bumper guards. The guards won’t ensure a strike, but they help prevent a gutter ball. Similarly, strong DEI practices built into policies and culture won’t automatically create a fully inclusive workplace, but they provide guardrails that prevent organizations from veering off course. While the new team learns, these structures will support them in developing the right form for long-term success.

Balancing these two realities—ongoing learning and structured support—is the work of the HR and DEI teams. They must collaborate to create continuous development opportunities while building HR systems that help leaders succeed, even before they are fully competent in DEI practices.

Let’s continue to advance while we embed, ensuring we develop leaders who can sustain and champion DEI—even when systems shift, as they sometimes do.

Dr. Lisa

Our theme song is “Keep on Movin’” by Soul II Soul.