DEIB Must Stay in Tech - Now More Than Ever

Over the past year we’ve watched as Diversity, Equity, Inclusion, and Belonging (DEIB) initiatives have been cut across the tech industry. Roles dedicated to DEIB have been eliminated, employee resource groups have lost funding, and initiatives once considered crucial have been deprioritised in favour of “more immediate business needs.”

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 often follows a familiar script: 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.

Tech without DEIB Is not tech at its best

Tech has always prided itself on pushing boundaries, breaking the status quo, and solving problems that others have not been able to. But without diverse teams, inclusive cultures, and equitable opportunities for growth, we lose our ability to do that well.

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 some as a “soft” initiative. Something that is nice to have when times are good but expendable when they are not.

The irony is that times of uncertainty are exactly when DEIB matters 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.

The false choice between DEIB and business success

One of the biggest misconceptions about DEIB is that you can either focus on diversity and inclusion or focus 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. They are making their businesses less competitive, not more.

Then there is the fact that 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 prioritise belonging.

DEIB and merit are not mutually exclusive

The opposition between DEIB and merit represents a false dichotomy that undermines both concepts. 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

One of the challenges with how DEIB is often approached in tech is that it is treated as something to be celebrated during specific moments - International Women’s Day, Black History Month, Pride Month - rather than something that is deeply embedded into company culture year-round.

These moments of recognition are important, but they cannot be the foundation of an organisation’s DEIB efforts. True commitment means integrating DEIB into 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 means holding leaders accountable for fostering inclusion, not just HR teams.

DEIB is a business priority, not an optional initiative. A diverse workforce makes us stronger, an inclusive culture makes us more innovative, and providing equitable opportunities make a company where people want to stay and build their careers.

A call to action

Tech has a choice to make. We can either let progress backslide, using economic uncertainty and an important/ timely debate about the space as a justification for deprioritising DEIB, or we can recognise that true leadership means staying committed to the values that make us better.

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 long-term success of the business.

For employees, it means 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 be the ones that understand the power of diversity, the importance of inclusion, and the value of creating workplaces where all employees can succeed.