How to position EDI as business critical (and other insights from the Global Talent Conference)

In challenging economic times, no employer can afford to sleep on productivity and performance. But with recent attacks on corporate investment in equality, diversity and inclusion (EDI) causing some organisations to rethink or even row back from their commitments, there’s a risk that they are doing just that.

That’s the argument that the chair of CMI Women, Tamara Box CMgr CCMI, partner at law firm Reed Smith, made while speaking at the Green Park Global Talent Conference 2025. She drew on examples of companies that have failed to innovate – such as Blockbuster – to powerfully illustrate the value of EDI.

What the data says

Today, EDI is facing a number of challenges in organisations. These include being used as a weapon in the culture wars, being perceived as excluding some groups from opportunities, and being seen as a ‘nice to have’ by leaders who are under intense economic pressure. 

On the contrary, managers and leaders need to position EDI as business critical, especially when dealing with bottom-line pressures – talent should be treated like a core product. CMI research confirms that this approach drives positive business outcomes.

Tamara cited CMI’s 2025 Filling in the Gaps report, which found that gender pay gaps can cause organisations to miss out on vital talent. That research found that:

• 64% of managers said they would consider gender pay gaps when deciding whether or not to join an organisation, with 24% saying pay gaps are a major factor in their decision-making. 
• 33% of managers who reviewed an organisation’s gender pay gap before applying decided not to join due to disparities – that equates to 500,000 potential leaders opting out (or 6% of the total estimated number of managers).

Separate CMI research, Walking the Walk?, found a link between inclusive practices and an organisation meeting its objectives. It found that:

• Where HR leaders report that their organisation views EDI as business critical, 75% of them say that their organisation is meeting most or all of its overall objectives.
• This figure drops to 47% among HR leaders whose organisations don’t share this business-critical view. 

“Our success and our failure in achieving good equality in our workplaces can directly impact the company’s bottom line,” Tamara said. “Organisations that value EDI are more successful. It’s that simple.”

Here are five more EDI insights from the Global Talent Conference.

1. EDI drives innovation

Tamara was clear: diversity is “not about ticking boxes”, but about driving fresh thinking. 

“The life cycle of a company depends on its ability to come up with new ideas,” she said. “Companies that stagnate inevitably fail. But traditional leadership teams, with their lookalike managers and groupthink, simply aren’t agents of disruption.”

EDI should bring the diverse perspectives, ideas and experiences that lead to innovation, while inclusion encourages them to thrive. 

“Diverse viewpoints need to be heard, and that's where inclusion comes in,” said Tamara. “Leaders need to be open to new ideas, wherever they come from.” 

Looking at EDI through the lens of innovation means seeing it less as a political act, and more as a business necessity.