I wrote about my experience working as a software developer and being black in the industry and I was lucky to have it published on BBC [1]. What immediately followed, every large company reached out to have me work as a consultant for their diversity program. I found it fascinating that they had a team of DEI experts in place already. Like what makes one an expert? In addition to my job, I spent nights developing pr…
This is saying those businesses all used DEI for show, and suggests their efforts were half-hearted, if I read correctly. Their metrics I assume are zero / flat, around 'success' for DEI, derivatively. To me this suggests the next best focus area for increased fairness of societal fiscal (opportunity) performance is regulation, perhaps driven by social change and social pressure. I have next to no influence. Still I…
A good DEI program should, IMHO, be indistinguishable from good management culture embedded at every level in an org.
- It should not be controversial to assert, and product management to insist, say, that products designed for humanity should be usable by humanity: men and women, for example - but we still have medicine and cars tested on male models, and software that is unusable if you have low vision or cant operate a mouse and keyboard simultaneously. That doesn't automatically mean one must hire 50:50 men:women, say (see legal rocks, above), but it certainly starts to smell like a missed opportunity if you don't have a single person on your staff or in your network of consultants who can explain what it feels like to wear a seatbelt when you are 1.5m and 50kg not 2m and 85kg. If you want better products, this seems like a no brainer, but it doesnt seem to happen.
- It must absolutely be a mandate for all managers to avoid cliques. All men? All women? All Indians? All Purdue grads? Close watching needed, especially when those groups hire and promote. Doesn't need a mandate, needs better managers of managers.
Tldr is that no amount of DEI will fix bad management culture.