Why DEIB is Imperative to Tech’s Future
Recently, we’ve watched Diversity, Equity, Inclusion, and Belonging (DEIB) initiatives being cut time and time again throughout the tech industry. DEIB dedicated roles have been eliminated, employee resource groups have lost funding, and initiatives once considered crucial have been deprioritised in favour of “more immediate business needs.”
Unfortunately, this is happening at a time when the industry continues to struggle with representation at leadership levels, when the gender pay gap remains stubbornly persistent, and when the voices that have historically been underrepresented are still fighting to be heard.
The justification for these cuts is often the same: Economic conditions are tough. Budgets are tight. We have to focus on the core business. But let us be clear, DEIB is not separate from business success. It is not a luxury, it is a fundamental driver of innovation, collaboration, and long-term growth. If we genuinely believe in tech as a force for progress, then cutting DEIB is a step in the wrong direction.
Diversity of thought
Tech has been built upon pushing boundaries, breaking the status quo, and solving problems that once seemed unsolvable. Yet, without diverse teams, inclusive cultures, and equitable opportunities for growth, we lose our ability to do that well.
Trending
There is overwhelming data that shows diverse teams perform better. Companies with inclusive cultures are more innovative, more financially successful, and better at retaining top talent. Yet, despite all this, DEIB is still viewed by many as something that is nice to have when times are good, but expendable when they are not.
Yet, it could be argued that now is when DEIB is needed most. When companies are forced to make tough decisions, it is inclusive leadership that ensures the impact of those decisions is fair and thoughtful. When industries face rapid change, it is diversity of thought that helps organisations navigate complexity. When businesses need to attract and retain the best talent, it is a culture of belonging that keeps people engaged.
Focus in the right areas
One of the biggest misconceptions about DEIB is that you either focus on diversity and inclusion, or on profitability and efficiency. Yet, when companies cut DEIB, they are not just eliminating programs and roles. They are weakening their talent pipelines, creating cultures where employees do not feel seen or valued, and limiting their ability to build products that serve diverse markets. In short, they are making their businesses less competitive, not more.
A workforce that lacks diversity is more prone to blind spots. Without different perspectives, leadership teams are more likely to make decisions that do not reflect the realities of customers. Plus, companies that do not invest in inclusion are more likely to struggle with retention, losing top talent to organisations that do.
DEIB and merit go hand in hand
There is a common but misguided argument that DEIB efforts somehow come at the expense of meritocracy, as if companies are forced to choose between hiring based on diversity or hiring based on skill. But the reality is that DEIB and merit go hand in hand. DEIB ensures that everyone has an equal opportunity to participate fully by removing barriers and addressing systemic biases. Merit ensures that people who perform are recognised and rewarded.
The assumption that we must choose between diversity and excellence ignores how these principles work together to create stronger businesses, better products, and more dynamic teams.
DEIB as a daily commitment
It is important to deeply embed DEIB into company culture year-round, not just celebrate it during specific annual touchpoints such as International Women’s Day, Black History Month, or Pride Month.
These moments of recognition are important, but they cannot be the foundation of an organisation’s DEIB efforts. True commitment means integrating DEIB top to bottom in hiring practices, leadership development, mentorship programs, product design, decision-making, and workplace policies. It means ensuring diverse representation in leadership, not just on early-career teams. It also means holding leaders accountable for fostering inclusion, not just HR teams.
DEIB should be a core business priority, not simply a nice to have. A diverse workforce makes us stronger, an inclusive culture makes us more innovative, and providing equitable opportunities make a company one where people want to stay and build their careers.
A choice to make
Tech has a choice to make. We can either let progress backslide, using economic uncertainty and a justification for deprioritising DEIB, or we can recognise that true leadership means staying committed to the values that make us a better society to live in.
For executives and decision-makers, this means resisting the urge to treat DEIB as expendable. It means ensuring that diversity remains a priority in hiring and promotions, that inclusion is part of how we lead, and that belonging is a core part of company culture. It means recognising that an investment in DEIB is an investment in the future success of the business.
For employees, it means to not compromise, but continuing to advocate for workplaces that are equitable, inclusive, and diverse. It means holding leadership accountable, pushing for transparency, and ensuring that DEIB is not just a corporate buzzword but a real commitment.
And for the industry as a whole, it means understanding that tech cannot afford to move backward. The companies that thrive in the future will surely be those that understand the power of diversity, the importance of inclusion, and the value of creating workplaces where all employees can succeed.
