Beyond the Headlines: Implementing DEI With Data, Talent, and Intention – Q4 2025 Facts & Findings
Do you know the phrase, “Things will get worse before they get better?” This is how I feel about the state of diversity, equity, and inclusion in the US, commonly known as DEI. This three-letter acronym has become the subject of legal battles, corporate statements, rallies, educational bans, and political contests dominating the news cycles. Beyond the headlines, we can only imagine that there are people who continue working to bring monumental change, social impact, and fairness through DEI, even if it is under a different name.
STATE OF PLAY
After the death of George Floyd in 2020, corporate America pledged billions toward racial equity and inclusion through loans, investments, scholarships, and grants. Leading organizations created the role of Chief Diversity Officer and elevated the position to their strategic leadership teams. There was a broad acknowledgement of systemic racism and discrimination across many institutions, and people from all walks of life worked to address inequities, especially in workplaces and educational institutions. Some referred to it as the “Racial Reckoning.” DEI initiatives and strategies opened doors, created opportunities, and brought together people with different perspectives to solve complex problems.
In 2023, the US Supreme Court ruled that race-based affirmative action policies in college admissions are unconstitutional, creating what I titled “SCOTUS’ color-blind doctrine.”1 More recently, legal headlines have covered backlash against DEI, investigations into law firm hiring, executive orders targeting DEI language, and public debate over what fairness means. If you work in the legal field, you already know that DEI is not a moment or an acronym. It is a method that represents respect for all people—regardless of race, gender, age, ethnicity, ability, national origin, sexual orientation, political affiliation, or any other characteristic. It focuses on fairness in theory and in daily practice through policies, customs, and traditions.
DIVERSITY & DATA
Research shows that diversity is a key performance indicator for business success.2 In earlier decades, it was also part of corporate marketing strategies. Think about how companies sold sneakers to Black youth living well below the poverty line throughout urban communities in the US. Doll makers and clothing brands followed the same blueprint. Diversity was an important business strategy for companies that achieved success in booming markets. What changed? With the political pendulum swinging on DEI, many organizations have stepped away from visible commitments, such as DEI programs and initiatives, and removed or demoted the role of Chief Diversity Officer.
Not all companies have retreated. Some use other names to drive social impact and equity. The principle remains the same: build diverse teams to serve a diverse group of customers with diverse needs. If we want to shape a stronger, more resilient future, we must treat DEI as a strategic method grounded in humanity and decency—not a divisive tool. Like any sound strategy, it needs to be supported by data, measured by results, and championed by leaders at every level.
It is important for leaders in law firms and corporate legal teams to look at talent data and results as rigorously as they evaluate billable hours, customer satisfaction, or financial analyses. Who is leaving? Who is moving into leadership? Who keeps getting passed over? Why? These are not just DEI questions. They are business questions designed to address inequities and exclusion of talent that inhibit organizational success and health. They go directly to the core of long-term sustainability.
A MOMENT OF OPPORTUNITY
The legal profession has always claimed justice and equity as its North Star. Our internal practices and policies should reflect that promise. Paralegals, legal operations professionals, and administrative leaders have a vital role in this work, along with general counsels, chief legal officers, and managing law firm partners. These are the people who track progress, staff teams, challenge assumptions, and work to ensure that excellence in legal services never comes at the expense of equity.
I believe better is possible. We can work to increase the demand for diverse, equitable, and inclusive practices in ways that meet legal requirements and encourage humanity and decency. You do not need a program, initiative, or political green light to build inclusive teams and practices. You simply need leadership, courage, intention, and data.
RESOURCES
1 Snell, Oyango. January 2024. SCOTUS’ Color-Blind Doctrine: A Brief Look at the Ban on Race-Conscious Affirmative Action in Higher Education. https://nala.org/january-dei-scotus-color-blind-doctrine/.
2 Rodriguez-Vila, Omar, Dionne Nickerson, and Sundar Bharadwaj. 2024. How Inclusive Brands Fuel Growth. Harvard Business Review. https:// hbr.org/2024/05/how-inclusive-brands-fuel-growth; Torossian, Ronn. February 2025. The Power of Inclusivity: Effective Marketing to Minority Communities. https://ronntorossian.com/the-power-of-inclusivityeffective-marketing-to-minority-communities/.
Author
Oyango A. Snell, Esq., serves as the Executive Director of the Corporate Legal Operations Consortium (CLOC), a peer-led, member-driven association for legal operations professionals. Oyango recently served as a visiting professor of law at the University of the Pacific McGeorge School of Law and as CEO and Executive Director of the California Lawyers Association and its charitable arm, the California Lawyers Foundation. With nearly 20 years of experience in legal, legislative, regulatory, and corporate affairs, Oyango is known for his energetic leadership, motivational speaking, and endless innovation. He transforms organizations and teams through transparent, inclusive business practices, effective communication, development, and empowerment.
email: oyango.snell@cloc.org
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