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<!DOCTYPE html><html dir="ltr" lang="en"><head><meta charSet="utf-8"/><meta name="viewport" content="width=device-width, initial-scale=1.0"/><meta http-equiv="X-UA-Compatible" content="IE=edge"/><script async="" src="//sandbox.piano.io/xbuilder/experience/load?aid=cJo8WPy0su"></script><script></script><script>var McKinsey = {"ArticleTemplate":"Legacy","DaysSinceCMSPublication":"726","DisplayDate":"11/18/2022","OriginalPublicationDate":"11/18/2022","SitecoreId":"{E74B4B6C-FB23-4D1F-B162-09B6D1F32190}","Title":"Unlocking the potential of chief diversity officers","ArticleType":"Article","ContentType":"Article","ServerNumber":"","IsPageRestricted":"true","UserID":"","RegistrationDate":"","LoginStatus":"logged_out","JobTitle":"","CompanyName":"","blogTags":null,"enableRegWall":false}; var pageMetaInformation = {"CurrentLanguage":"en","AlternateLanguages":[{"DisplayName":"English","LanguageCode":"en","Url":"/capabilities/people-and-organizational-performance/our-insights/unlocking-the-potential-of-chief-diversity-officers"}],"NavigationLink":"capabilities","ActiveItemId":"{263B5075-2E73-4049-ACE5-A781C619B562}","OfficeCode":"","MiniSiteId":"{3BACEF67-76B1-4244-B48C-DBD94B0F2B61}"};</script><link rel="icon" href="/favicon.ico"/><link href="https://www.mckinsey.com/redesign/resources/css/styles-rc.css" rel="stylesheet"/><link rel="manifest" href="/manifest.json"/><link rel="dns-prefetch" href="//cdn.dynamicyield.com"/><link rel="dns-prefetch" href="//st.dynamicyield.com"/><link rel="dns-prefetch" href="//rcom.dynamicyield.com"/><link rel="dns-prefetch" href="//cdn.cookielaw.org"/><link rel="preconnect" href="//assets.adobedtm.com"/><link rel="preconnect" href="//connect.facebook.net"/><link rel="preconnect" href="//static.hotjar.com"/><link rel="preload" as="font" href="/next-static/fonts/bower/Bower-Bold.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/regular/McKinseySans-Regular.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/medium/McKinseySans-Medium.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/light/McKinseySans-Light.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/italic/McKinseySans-Italic.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/light-italic/McKinseySans-LightItalic.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/medium-italic/McKinseySans-MediumItalic.woff2" type="font/woff2" crossorigin=""/><meta name="apple-itunes-app" content="app-id=674902075"/><link rel="apple-touch-icon" sizes="57x57" href="/next-static/images/mck-touch-icon-57x57.png"/><link rel="apple-touch-icon" sizes="72x72" href="/next-static/images/mck-touch-icon-72x72.png"/><link rel="apple-touch-icon" sizes="114x114" href="/next-static/images/mck-touch-icon-114x114.png"/><link rel="apple-touch-icon" sizes="144x144" href="/next-static/images/mck-touch-icon-144x144.png"/><link rel="apple-touch-icon" sizes="152x152" href="/next-static/images/mck-touch-icon-152x152.png"/><link rel="apple-touch-icon" sizes="167x167" href="/next-static/images/mck-touch-icon-167x167.png"/><link rel="apple-touch-icon" sizes="180x180" href="/next-static/images/mck-touch-icon-180x180.png"/><meta content="no-referrer-when-downgrade" name="referrer"/><meta content="McKinsey & Company" property="og:site_name" name="site_name"/><meta content="Unlocking the potential of chief diversity officers" property="og:title" name="title"/><meta content="Demand for chief diversity officers has boomed--and so has turnover. Here's how companies can ensure CDOs succeed." property="og:description" name="description"/><meta content="https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/unlocking-the-potential-of-chief-diversity-officers" name="url" property="og:url"/><meta content="index,follow,all" name="robots"/><meta content="https://www.mckinsey.com/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/unlocking%20the%20potential%20of%20chief%20diversity%20officers/unlocking-cdo-1295596614-1536x1536.jpg" property="og:image" name="image"/><meta content="{E74B4B6C-FB23-4D1F-B162-09B6D1F32190}" name="sid"/><link href="https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/unlocking-the-potential-of-chief-diversity-officers" rel="canonical"/><meta content="Organization" name="practice-name"/><meta content="N10" name="practice-code"/><meta content="summary_large_image" name="twitter:card"/><meta content="@mckinsey" name="twitter:site"/><title>How to set your chief diversity officer up for success | McKinsey</title><meta content="Insights & Publications" name="sections"/><meta content="Unlocking the potential of chief diversity officers" name="twitter:title"/><meta content="Demand for chief diversity officers has boomed--and so has turnover. Here's how companies can ensure CDOs succeed." name="twitter:description"/><meta content="Article" property="contenttype" name="contenttype"/><meta content="https://www.mckinsey.com/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/unlocking%20the%20potential%20of%20chief%20diversity%20officers/unlocking-cdo-1295596614-1536x1536.jpg?mw=677&car=42:25" name="twitter:image"/><meta content="Unlocking the potential of chief diversity officers" name="twitter:image:alt"/><meta content="public" name="accesslevel"/><meta content="false" name="excludefromclientlink"/><meta content="article" name="articletype"/><meta content="Drew Goldstein | Manveer Grewal | Ruth Imose | Monne Williams" name="authors-name"/><meta content="2022-11-18T00:00:00Z" name="itemdate"/><meta content="Organization | Article | November 18, 2022" name="searchresults-tags"/><script type="application/ld+json">{"@context":"https://schema.org","@type":"Article","url":"https://www.mckinsey.com","publisher":{"@type":"Organization","name":"McKinsey & Company","logo":{"@type":"ImageObject","url":"https://www.mckinsey.com/~/media/Thumbnails/Mck_Logo"}},"mainEntityOfPage":{"@type":"WebPage","@id":"https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/unlocking-the-potential-of-chief-diversity-officers"},"datePublished":"2022-11-18T00:00:00Z","dateCreated":"2022-11-15T03:49:26Z","dateModified":"2022-11-18T00:00:00Z","heading":"Unlocking the potential of chief diversity officers","image":"https://www.mckinsey.com/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/unlocking%20the%20potential%20of%20chief%20diversity%20officers/unlocking-cdo-1295596614-1536x1536.jpg","description":"Demand for chief diversity officers has boomed--and so has turnover. 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class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/drew-goldstein" class="mdc-c-link-inline___7DRrt_8032924 mdc-c-link-inline--secondary___YKoOK_8032924"><span class="mdc-c-link__label___Pfqtd_8032924">Drew Goldstein</span></a> </span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j">Manveer Grewal </span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j">Ruth Imose<span> </span></span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j">Monne Williams</span></span></div><div class="mdc-u-grid-col-md-start-8 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-8 mdc-u-grid-col-lg-end-11 ArticleContent_mck-c-article-content__share-tools__kWRRw"></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_8032924 mdc-u-ts-5"><div class="mck-u-links-inline">Demand has boomed for heads of diversity in the United States—but so has turnover. Here’s how companies can reshape a role vital to navigating today’s turbulent social and economic climate.</div></div></div></section><main data-layer-region="article-body" class="mdc-u-grid mdc-u-grid-gutter-xxl"><div class="mdc-u-grid mdc-u-grid-col-1 mdc-u-grid-col-md-12"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div class="mdc-o-content-body mck-u-dropcap"> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="DownloadsSidebar_mck-c-downloads-sidebar__iFmyt mck-o-xs-right-span"><div data-layer-region="downloads-right-rail"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-c-heading--title___5qyOB_8032924 mdc-c-heading--border___K8dj3_8032924"></h3><div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_8032924"><a data-component="mdc-c-link" href="#/download/%2F~%2Fmedia%2Fmckinsey%2Fbusiness%20functions%2Fpeople%20and%20organizational%20performance%2Four%20insights%2Funlocking%20the%20potential%20of%20chief%20diversity%20officers%2Funlocking-the-potential-of-chief-diversity-officers-vf.pdf%3FshouldIndex%3Dfalse" class="DownloadsSidebar_mck-c-downloads-sidebar__download-link__fPqFQ mdc-c-link___lBbY1_8032924" target="_self" data-layer-event-prefix="Download Link" data-layer-action="click" data-layer-report-type="" data-layer-file-name="unlocking-the-potential-of-chief-diversity-officers-vf" data-layer-report-name="unlocking-the-potential-of-chief-diversity-officers-vf>"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_8032924 mdc-c-icon--size-md___yi5fA_8032924 mck-download-icon"></span><span class="mdc-c-link__label___Pfqtd_8032924"> (9 pages)</span></a></div></div></div></div> <p><strong>It’s a critical role</strong> at a critical time. Positions dedicated to diversity, equity, and inclusion (DE&I) have quadrupled in the past five years in the United States, and no DE&I role is more visible than the chief diversity officer (CDO). The rate of new CDO hires in 2021 was nearly triple the rate of hires in the previous 16 months.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="51ef655f-62c7-4244-b416-6a43f0219864"><sup class="FootNote_footnotesup__e73z_">1</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="51ef655f-62c7-4244-b416-6a43f0219864" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Jeff Green, “Companies scramble to hire diversity officers, but progress is slow,” <em>Los Angeles Times</em>, March 12, 2021.</span></span></span></a></span> In fact, among Fortune 500 companies, 53 percent now have a CDO or equivalent role<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="aea53093-6341-4d72-8e74-837d010a4a17"><sup class="FootNote_footnotesup__e73z_">2</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="aea53093-6341-4d72-8e74-837d010a4a17" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Fortune 500 with executives N-2—that is, two degrees from the CEO—or above dedicated to DE&I.</span></span></span></a></span> and more than 60 have since May 2020 appointed their first-ever diversity leader.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="4478bbe8-1ebc-42b0-b973-c6f44e45af4e"><sup class="FootNote_footnotesup__e73z_">3</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="4478bbe8-1ebc-42b0-b973-c6f44e45af4e" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">“Companies scramble,” March 12, 2021.</span></span></span></a></span></p>  <p>Today, amid economic uncertainty, heightened social tensions, and the ongoing competition for talent, the CDO role has arguably never been more important. The last US recession was devastating for Hispanic and Black households, which between 2005 and 2009 lost on average more than three times the wealth of White households.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="96dc9909-5a9f-4b74-9a55-df1ad1b6b071"><sup class="FootNote_footnotesup__e73z_">4</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="96dc9909-5a9f-4b74-9a55-df1ad1b6b071" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Kimberly R. Huyser, Jillian Medeiros, and Gabriel R. Sanchez, “The Great Recession: Implications for minority and immigrant communities,” Russell Sage Foundation, March 2012.</span></span></span></a></span> CDOs can be at the forefront in positioning organizations to cushion any downturn for similarly vulnerable employees, knowing that companies that have more diverse workforces on average financially outperform those that don’t.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="086354b3-0416-4692-b702-d54a55a9f216"><sup class="FootNote_footnotesup__e73z_">5</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="086354b3-0416-4692-b702-d54a55a9f216" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Sundiatu Dixon-Fyle, Kevin Dolan, Dame Vivian Hunt, and Sara Prince, “<a href="/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion-matters">Diversity wins: How inclusion matters</a>,” McKinsey, May 19, 2020.</span></span></span></a></span></p> <p>So why are so many CDOs struggling?</p> <p>Among CDOs and their equivalents holding the position in 2018, 60 percent have left the role.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="6ccf5fc8-616e-4bc8-9f93-454218d9b108"><sup class="FootNote_footnotesup__e73z_">6</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="6ccf5fc8-616e-4bc8-9f93-454218d9b108" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Tina Shah Paikeday, “Positioning your chief diversity officer for top performance,” Russell Reynolds Associates, June 1, 2021.</span></span></span></a></span> In fact, while it’s a relatively new role, it’s already the C-suite seat with the shortest tenure. The CDO position may have been created with the best of intentions, but many organizations don’t seem to know quite what it is. The scope and nature of the position are often poorly defined, with ambiguity about everything from its purpose to its authority and even seniority within the organization.</p> <div data-module-category="" class="PullQuote_mck-c-pullquote__DbaQ5 mck-o-lg-center"><blockquote data-component="mdc-c-blockquote" class="PullQuote_mck-c-blockquote__6n21p PullQuote_mck-c-blockquote--hide-quotes__CpGpg mdc-c-blockquote mdc-c-blockquote--is-quotes___TozKo_8032924"><p>The CDO position may have been created with the best of intentions, but many organizations don’t seem to know what it is.</p></blockquote></div> <p>This is unfortunate for any C-suite role. But the CDO position carries additional risks for organizations that fail to get the role right. Employees and customers alike pay keen attention to how companies follow through on promises related to DE&I, especially the extent to which they reinforce public declarations with actions. For example, organizations that are inconsistent in their support of issues such as LGBTQ rights have been publicly called out for trying to leverage DE&I for marketing purposes.</p> <p>High-potential leaders should aspire to the CDO role, both for the impact DE&I efforts can have on a company’s performance and for their potential to address inequities and drive positive societal change. Ensuring the position flourishes rather than flounders—and that CDOs help organizations successfully navigate the current climate—requires that companies reassess how they approach the role to ensure their best and brightest employees are set up for success and experience a positive impact on their career trajectory.</p> <h2>An evolution, not a revolution</h2> <p>The conversation on issues of DE&I is global, with examples ranging from the Indian Supreme Court’s 2017 declaration that freedom of sexual orientation is a fundamental right to efforts across Asian countries for greater gender parity and German initiatives to increase representation of women in the technology sector beyond their current 15 percent of data analytics roles.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="a6b6657d-97e4-4f27-8fad-575d8a5fc3e4"><sup class="FootNote_footnotesup__e73z_">7</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="a6b6657d-97e4-4f27-8fad-575d8a5fc3e4" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Benjamin Kentish, “India declares freedom of sexual orientation a fundamental right,” <em>Independent</em>, August 26, 2017; “<a href="/featured-insights/gender-equality/the-power-of-parity-advancing-womens-equality-in-asia-pacific">The power of parity: Advancing women’s equality in Asia Pacific</a>,” McKinsey Global Institute, April 23, 2018; Laura Redlich, “#DiversityDrivesData: With the ‘Women-in-Data’ scholarship for more women in the data industry,” Stackfuel, May 26, 2021.</span></span></span></a></span> The definition of DE&I—and the important areas of focus—may vary across communities in different regions, but the benefits associated with the steady expansion of individual freedom transcend any border.</p> <p>In the United States, the murder of George Floyd saw a paradigm shift in societal expectations for corporations to support the work of racial justice and play an active role in addressing inequities affecting employees from underrepresented groups. The meteoric rise of DE&I-related roles was a direct result as organizations established new teams and positions to support DE&I efforts.</p> <p>But DE&I’s importance and influence within corporations had been steadily evolving for years as its connection to both financial and talent outcomes has become clearer. Our research showed organizations with more female senior leaders outperformed their peers, for example, providing a critical edge in emerging successfully from the Great Recession of 2008.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="83d617a5-49fc-45d0-9a3c-af58d4704245"><sup class="FootNote_footnotesup__e73z_">8</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="83d617a5-49fc-45d0-9a3c-af58d4704245" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Georges Desvaux, Sandrine Devillard, and Sandra Sancier-Sultan, <em><a href="/capabilities/people-and-organizational-performance/our-insights/women-matter">Women Matter 3: Women leaders, a competitive edge in and after the crisis</a></em>, McKinsey, April 2010.</span></span></span></a></span> We’ve also found employees are 47 percent more likely to stay with an organization that’s inclusive,<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="b67faca0-d485-47e6-b481-b031b1225bc7"><sup class="FootNote_footnotesup__e73z_">9</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="b67faca0-d485-47e6-b481-b031b1225bc7" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">“<a href="/capabilities/people-and-organizational-performance/our-insights/understanding-organizational-barriers-to-a-more-inclusive-workplace">Understanding organizational barriers to a more inclusive workplace</a>,” McKinsey, June 23, 2020.</span></span></span></a></span> and 39 percent of job seekers are more likely to turn down a job opportunity if they perceive a lack of inclusion.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="b953e1c0-2b4f-4248-9dd9-1299c6472920"><sup class="FootNote_footnotesup__e73z_">10</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="b953e1c0-2b4f-4248-9dd9-1299c6472920" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">“<a href="/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion-matters">Diversity wins</a>,” May 19, 2020.</span></span></span></a></span></p> <p>In short, DE&I has evolved from a legal requirement to a critical business driver (Exhibit 1). In 2002, for instance, just 5 percent of US private enterprises had nondiscrimination policies based on gender identity; by 2010, 72 percent did.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="4dbcd24f-5fbf-4fa0-bb26-f13ef987ad24"><sup class="FootNote_footnotesup__e73z_">11</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="4dbcd24f-5fbf-4fa0-bb26-f13ef987ad24" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Corporate Equality Index 2018, Human Rights Campaign Foundation, 2017.</span></span></span></a></span> Between 2015 and 2020, the number of DE&I-related roles increased by 71 percent<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="ae3df523-9444-4e14-b620-56104e922927"><sup class="FootNote_footnotesup__e73z_">12</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="ae3df523-9444-4e14-b620-56104e922927" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline"><em>LinkedIn Talent Blog</em>, “Why the head of diversity is the job of the moment,” blog entry by Bruce M. Anderson, September 2, 2020.</span></span></span></a></span>; following the murder of George Floyd in May 2020, DE&I job postings jumped 123 percent in the next three months alone.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="469e8bb7-ab32-4df2-b403-cf149927d188"><sup class="FootNote_footnotesup__e73z_">13</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="469e8bb7-ab32-4df2-b403-cf149927d188" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Jane Kellogg Murray, “Jobs in diversity, inclusion and belonging have risen 123% since May—here’s how to get one,” Indeed, October 13, 2020.</span></span></span></a></span> And this growth mirrored broader societal shifts: the number of married same-sex households increased by almost 70 percent from 2014 to 2019, for example.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="ceca4bd9-2825-477c-8ee4-89bcbd48813c"><sup class="FootNote_footnotesup__e73z_">14</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="ceca4bd9-2825-477c-8ee4-89bcbd48813c" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">American Community Survey, US Census Bureau, 2019; Mike Schneider, “Gay marriages rise 5 years after Supreme Court ruling,” Associated Press, September 17, 2020.</span></span></span></a></span></p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mck-c-content-header"><div class="ContentHeader_mck-c-content-header__eyebrow__cBTe_"></div></div><div class="mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/unlocking%20the%20potential%20of%20chief%20diversity%20officers/svgz-cdo-ex1.svgz?cq=50&cpy=Center"/><img alt="Since 2000, diversity, equity, and inclusion has evolved from a regulatory issue to a key business driver." src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/unlocking%20the%20potential%20of%20chief%20diversity%20officers/svgz-cdo-ex1.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <h2>The rise of the CDO</h2> <p>The emergence of the CDO role—and its senior-leadership equivalents such as head of diversity and director of diversity—resulted primarily from two factors, one external and one internal. The external push came from rapid shifts in societal expectations about equality and social justice, which put a spotlight on the extent to which companies should or could play a positive role in fostering societal advancement by reflecting the views of their employees.</p> <p>The internal factor stemmed more specifically from the growing realization that diversity is a source of competitive advantage. As we revealed in 2020, companies in the top quartile for gender diversity in executive teams were 25 percent more likely to have above-average profitability than companies in the fourth quartile. And in the case of ethnic and cultural diversity, top-quartile companies in profitability outperformed those in the fourth quartile by 36 percent.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="0adb939a-aafd-4580-b1ba-a053a31658c9"><sup class="FootNote_footnotesup__e73z_">15</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="0adb939a-aafd-4580-b1ba-a053a31658c9" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">“<a href="/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion-matters">Diversity wins</a>,” May 19, 2020.</span></span></span></a></span></p> <p>In the past few years, hard metrics such as these have further underlined the growing consensus that a focus on DE&I issues is critical to an organization’s ability to grow, innovate, and compete for talent. And it has demanded the expansion of roles to drive those efforts, resulting in the dramatic rise in DE&I-related positions and the creation of the CDO role to oversee it all (Exhibit 2).</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mck-c-content-header"><div class="ContentHeader_mck-c-content-header__eyebrow__cBTe_"></div></div><div class="mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/unlocking%20the%20potential%20of%20chief%20diversity%20officers/svgz-cdo-ex2.svgz?cq=50&cpy=Center"/><img alt="There has been a meteoric rise in positions related to diversity, equity, and inclusion in recent years." src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/unlocking%20the%20potential%20of%20chief%20diversity%20officers/svgz-cdo-ex2.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <h2>The challenges holding back CDOs</h2> <div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="" data-module-gradient-position="bottom-right" class="mck-c-inline-module-container SideBar_mck-c-sidebar__bgimg-wrapper__Qj4Dt mck-o-sm-left-span SideBar_mck-c-sidebar__sidebar-wrapper__Dpjw2 SideBar_mck-c-sidebar__sidebar-wrapper--istablet__IQ6ii mck-u-screen-only mck-c-module-wrapper" data-layer-region="sidebar"><div class="SideBar_mck-c-sidebar__epoAm mck-o-md-center"><div class="SideBar_mck-c-sidebar__share-icons-wrapper__9gB_c"><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_8032924 mdc-c-link-container--display-column___X0HDD_8032924 SideBar_mck-c-sidebar__share-icons___eQy6"><div data-component="mdc-c-dropdown-menu" class="mdc-c-drop-down"><button data-component="mdc-c-button" aria-label="" type="button" id="button_id" class="mdc-c-button___U4iY2_8032924 mdc-c-button--ghost mdc-c-button--size-medium mdc-c-drop-down__rootmenu___yJzvz_8032924" aria-expanded="false" aria-haspopup="menu"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_8032924 mdc-c-icon--default___f-hQM_8032924 mdc-c-icon--size-md___yi5fA_8032924 mck-share2-icon"></span></button><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="white" data-module-category="" class=""></div></div><button data-component="mdc-c-button" aria-label="Expandable Sidebar" type="button" id="button_id" class="mdc-c-button___U4iY2_8032924 mdc-c-button--ghost mdc-c-button--size-medium SideBar_mck-c-sidebar__toggle-btn__EL8iE" aria-expanded="false" data-layer-event-prefix="UI Item" data-layer-action="click" data-layer-category="sidebar" data-layer-subcategory="open" data-layer-text="open sidebar"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_8032924 mdc-c-icon--radial___y3csX_8032924 mdc-c-icon--size-xxl___cL3ZT_8032924 mck-plus-no-circle-icon"></span></button></div></div><div class="SideBar_mck-c-sidebar__content-outer__UdWCq"><div class="SideBar_mck-c-sidebar__eyebrow__5GSEq"></div><div class="SideBar_mck-c-sidebar__content__raEwe"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-u-ts-3 SideBar_mck-c-sidebar__content-heading__NJekY"><div>Driving change through influence</div></h2><div class="SideBar_mck-c-sidebar__content-description__4p9iI mdc-u-ts-7"><div class="mdc-o-content-body"><p><strong>The most challenging</strong> element of being a CDO was clear to Ares Management’s first global chief DE&I officer, Indhira Arrington. “You don’t own any place where the work gets done,” she said in an interview published by McKinsey in August. “You don’t own any of the functions. I’m meant to drive change through influence, which is awesome but can also be challenging.”</p> <p>In her first months in the role, Arrington met with more than 120 colleagues, sat with functional leaders from recruiting and HR to understand the company’s talent management process, and worked with business leaders to understand how they viewed DE&I from a business perspective. “Together with a core set of our portfolio companies, we went through a pipeline assessment to help identify our diversity gaps, an infrastructure assessment to see whether we had the infrastructure in place to operationalize DE&I, and an inclusion assessment that included a global inclusion survey across all participating firms,” she said.</p> <p>“That last assessment gave us quantifiable inclusion ratings, as well as our gaps by diversity dimension, line of business, title, and location. We could look within our firms and be very surgical about how we were going to narrow those gaps. We then worked with these portfolio companies to create strategic plans for each individual firm, in addition to further refining Ares’s own strategic plan. Each developed a three-year DE&I plan of its own, with a vision, objectives, initiatives, and metrics to monitor. In total, more than 200 DE&I initiatives were planned.”<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="11fa7d45-7e91-4c00-ac79-a48e9e6e1d0e"><sup class="FootNote_footnotesup__e73z_">1</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="11fa7d45-7e91-4c00-ac79-a48e9e6e1d0e" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">To read the full interview, see “‘<a href="/featured-insights/diversity-and-inclusion/making-the-world-a-better-place-never-feels-like-work-an-interview-with-chief-dei-officer-indhira-arrington">Making the world a better place never feels like work’: An interview with chief DEI officer Indhira Arrington</a>,” McKinsey, August 11, 2022.</span></span></span></a></span></p></div></div></div></div></div></div> <p>On paper, the CDO role is a dream for a high-potential leader: it’s visible and critical to an organization’s operations and reputation and has the opportunity to drive meaningful change for employees and society (see sidebar, “Driving change through influence”). Yet we find three distinct challenges holding CDOs back.</p> <p>First, there is still ambiguity about what the role should entail, and organizations don’t always establish clear expectations and scope. This uncertainty partly explains why the average tenure of a CDO was just 1.8 years as of 2019,<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="73373e92-e38a-4b27-9e1f-31899a317a96"><sup class="FootNote_footnotesup__e73z_">16</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="73373e92-e38a-4b27-9e1f-31899a317a96" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">“Positioning your chief diversity officer,” June 1, 2021.</span></span></span></a></span> compared with an average of 4.9 years for all C-suite roles.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="1a2c5afb-c1b1-40e5-a970-f0e527a6bb17"><sup class="FootNote_footnotesup__e73z_">17</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="1a2c5afb-c1b1-40e5-a970-f0e527a6bb17" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Dave Magnani, “Average C-suite tenure and other important executive facts - Updated for 2022,” M&A Executive Search, November 19, 2020.</span></span></span></a></span></p> <p>Second, this failure to clearly define the role can also significantly alter the trajectory of a leader’s career. Of the more than half of CDOs in 2018 who have since left their roles, a majority left the CDO track entirely. This is forcing organizations to increasingly seek candidates without relevant experience, something that would never be considered for other C-suite roles. One report noted that just 18 percent of CDOs in 2021 had previous diversity experience, down from 26 percent in 2018.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="c6e48ba9-e37d-4074-9e69-7da52a36029a"><sup class="FootNote_footnotesup__e73z_">18</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="c6e48ba9-e37d-4074-9e69-7da52a36029a" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Amber Burton and Paolo Confino, “Your chief diversity officer might soon be planning their exit - and it’ll be a costly loss,” <em>CHRO Daily</em>, September 6, 2022.</span></span></span></a></span></p> <p>Third, the DE&I function is still often regarded as “nice to have” rather than a strategic imperative critical to achieving key talent and performance outcomes. As a result, CDOs often operate with limited organizational resources and support, severely curtailing their potential impact. For example, just 35 percent of CDOs say they have the employee demographic data they need to make meaningful decisions about diverse representation and build an equitable, inclusive culture. This indicates that most CDOs struggle to navigate existing organizational hierarchies and structures to be successful, with the challenge compounded by the fact that many organizations still don’t have a clear talent profile for an effective CDO.</p> <h2>Setting up CDOs for success</h2> <p>Setting CDOs up for success requires getting several elements right. At the most basic level, organizations should ask critical questions across three dimensions before anyone is appointed:</p> <ol> <li>What’s the exact <em>mission and scope</em> of the role, and how will its impact be measured?</li> <li>Where will the role sit within the <em>organizational structure</em> to best position it to succeed?</li> <li>What’s the right <em>talent profile</em> for the role in terms of knowledge, skills, attributes, and experience?</li> </ol> <h3>Specifying the CDO’s mission and scope</h3> <p>Our research indicates the CDO’s mission and scope can be summarized in three focus areas, which may vary based on an organization’s DE&I strategy and context (Exhibit 3).</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mck-c-content-header"><div class="ContentHeader_mck-c-content-header__eyebrow__cBTe_"></div></div><div class="mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/unlocking%20the%20potential%20of%20chief%20diversity%20officers/svgz-cdo-ex3.svgz?cq=50&cpy=Center"/><img alt="The role of chief diversity officer has three focus areas." src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/unlocking%20the%20potential%20of%20chief%20diversity%20officers/svgz-cdo-ex3.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p>Ultimately, the scope and mission of the CDO role should be informed by the organization’s broader DE&I strategy. That’s easier said than done because companies have a plethora of areas they can focus on.</p> <p>Internally, for example, they can drive DE&I impact and improve the organization by creating a diversity of identities, building an inclusive environment, and providing equitable access to opportunities and benefits. Externally, companies can focus on improving communities and societies through corporate and social-responsibility efforts, explicitly designing operations and investment processes to improve DE&I outcomes, and embedding equity considerations through their core business and strategy. As part of the Chefsache initiative in Germany to increase gender parity in employment, organizations have taken action both internally and externally.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="95baffa4-1c21-4f91-8d18-0604c93222a7"><sup class="FootNote_footnotesup__e73z_">19</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="95baffa4-1c21-4f91-8d18-0604c93222a7" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">“New career and diverse leadership: What companies should do now,” Chefsache Initiative, May 2022.</span></span></span></a></span> Internally, one organization launched an initiative to support women in families, including advertising jobs as both full-time and part-time, establishing parent–child offices so employees can bring their children to work, and founding a community for support and sharing. Externally, another organization launched a grant aimed at training and mentoring women to take on data analytics roles. The training is part-time and digital by design to give women flexibility in integrating it into their daily routines.</p> <p>Organizations don’t need to try to do it all. What’s important is that the scope of the CDO role mirrors the specific aspirations of the organization’s DE&I strategy.</p> <h3>Finding the CDO’s place within the organizational structure</h3> <p>Achieving DE&I impact and progress requires careful consideration of where the CDO role is situated within the broader organizational structure. There are two critical aspects to keep in mind: where in the organization the CDO would be best positioned for impact, and how the CDO should be expected to work with stakeholders and be held accountable for impact.</p> <p>Globally, we find CDOs tend to sit two levels below the CEO, often reporting to the chief human resources officer. In the United States, however, CDOs typically report directly to the CEO, although in some instances they report to COOs (Exhibit 4).</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mck-c-content-header"><div class="ContentHeader_mck-c-content-header__eyebrow__cBTe_"></div></div><div class="mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/unlocking%20the%20potential%20of%20chief%20diversity%20officers/svgz-cdo-ex4-rev.svgz?cq=50&cpy=Center"/><img alt="Most CDOs across the globe report into the CHRO, while more US CDOs report into the CEO compared to peers worldwide." src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/unlocking%20the%20potential%20of%20chief%20diversity%20officers/svgz-cdo-ex4-rev.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p>Regardless of hierarchy, industry, or region, DE&I is the main responsibility of the CDO, although companies are increasingly building equity into their DE&I efforts, which has implications for who CDOs work with and what they are held accountable for. A CDO typically works closely with the CEO and other members of the executive leadership team to set a DE&I vision and get support for proposed initiatives.</p> <p>The CDO then translates the vision and implements the initiatives in concert with business and functional leaders as well as with DE&I-specific and HR colleagues. Global Fortune 100 and US Fortune 400 companies most often address DE&I topics within broader committees such as HR and sustainability, although some may opt to establish DE&I councils—groups of cross-functional decision makers—to drive goals and initiatives.</p> <p>Ultimately, while the CDO role’s location within the organizational structure is important from a perception standpoint, it’s less important than the degree to which the person in the role is empowered to work with and through stakeholders in the business to drive progress. CDOs’ areas of focus should also inform where they sit. For example, CDOs with a primarily external focus may be best positioned to work most closely with an environment, social, and governance (ESG) function.</p> <h3>Defining the right talent profile</h3> <p>What does a truly effective CDO look like? And how might a CDO’s talent profile shift depend on the intended focus of the role? Getting this right is especially important given that a lack of clear expectations and fit regarding knowledge, skills, attributes, and experience (KSAE) may be contributing to relatively high turnover for CDOs.</p> <div data-module-category="" class="PullQuote_mck-c-pullquote__DbaQ5 mck-o-lg-center"><blockquote data-component="mdc-c-blockquote" class="PullQuote_mck-c-blockquote__6n21p PullQuote_mck-c-blockquote--hide-quotes__CpGpg mdc-c-blockquote mdc-c-blockquote--is-quotes___TozKo_8032924"><p>What does a truly effective CDO look like? And how might a CDO’s talent profile shift depend on the intended focus of the role?</p></blockquote></div> <p>As the CDO role has become more mature, organizations have increasingly relied on prior experience as a proxy for potential—even though only 18 percent of current CDOs previously worked in the same role at another company. We believe the KSAE that best positions a potential CDO for success extends far beyond prior experience and may shift depending on the intended focus areas of the role.</p> <p>CDOs with both internal and external remits need a diverse set of KSAEs to be successful. They should understand DE&I, of course, but also how to manage programs and drive change. In this vein, they should be able to develop and set a strategy, build credibility with various sets of stakeholders, and ultimately influence and build commitment for diversity goals.</p> <p>Organizational development and learning and development are important skills, but only 33 percent of CDOs at Standard & Poor’s 500 companies have experience in these areas.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="25991c42-f188-4b3d-861a-63c85d71d11b"><sup class="FootNote_footnotesup__e73z_">20</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="25991c42-f188-4b3d-861a-63c85d71d11b" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Tina Shah Paikeday, “A leader’s guide: Finding and keeping your next chief diversity officer,” Russell Reynolds, March 1, 2019.</span></span></span></a></span> Additionally, CDOs should be strong problem solvers with excellent communication skills. And while organizations hold diversity leadership experience in high regard, any progressive leadership experience exemplifying the ability to drive cross-functional teams and change at scale could be sufficient if coupled with other KSAE indicators.</p> <p>What does this mean? If talent disruption is a focus of the CDO role, the search should prioritize experience in project management with extensive knowledge of talent processes. If business integration is the focus, prior experience driving business objectives would help the CDO align other initiatives (such as social impact) with DE&I-related initiatives. In short, skills should align with the role’s focus (Exhibit 5).</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mck-c-content-header"><div class="ContentHeader_mck-c-content-header__eyebrow__cBTe_"></div></div><div class="mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/unlocking%20the%20potential%20of%20chief%20diversity%20officers/svgz-cdo-ex5.svgz?cq=50&cpy=Center"/><img alt="Successful chief diversity officers use specific knowledge, skills, attributes, and experience to successfully navigate the role’s focus areas." src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/unlocking%20the%20potential%20of%20chief%20diversity%20officers/svgz-cdo-ex5.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <hr/> <p>It’s self-evident that employees should bring skills and experiences that directly pertain to their job. But the CDO role is not a narrow, discrete position: it can span internal and external priorities and requires collaboration across business functions and geographies. To set up CDOs for success, organizations need to link the role to a clear and intentional strategy, give it a clear mandate with real authority, and source talent directly linked to the role’s focus areas. Through thoughtful planning and execution, companies can ensure the CDO role fulfills its promise.</p></div><div class="container-placeholder"></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-xl"><section role="contentinfo" data-layer-region="article-about-authors" class="mdc-u-grid mdc-u-grid-col-md-12 AboutAuthor_mck-c-about-author__nRJzu"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-c-heading--title___5qyOB_8032924 mdc-c-heading--border___K8dj3_8032924 mdc-u-align-center"></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_8032924 mdc-u-ts-8 mck-u-links-inline mck-u-links-inline--secondary mdc-u-mt-5"><div><p><strong><a href="/our-people/drew-goldstein">Drew Goldstein</a></strong> is an associate partner in McKinsey’s Miami office, <strong>Manveer Grewal</strong> is a consultant in the Dallas office, <strong>Ruth Imose</strong> is a consultant in the Houston office, and <strong><a href="/sitecore/service/notfound.aspx?item=web%3a%7b3a45bcb7-813b-42a2-8d2d-5056bf52e633%7d%40en">Monne Williams</a></strong> is a partner in the Atlanta office.</p> <p>The authors wish to thank Carolina Bonilla, Daniel Madrigal, Julia Sperling-Magro, and Andy Voelker for their contributions to this article.</p></div></div></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-screen-only"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-5 mdc-u-grid-col-lg-end-9"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-c-heading--title___5qyOB_8032924 mdc-c-heading--border___K8dj3_8032924 mdc-u-align-center">Explore a career with us</h5><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_8032924 mdc-c-link-container--align-center___ar3mu_8032924"><a data-component="mdc-c-link" href="/careers/search-jobs" 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mdc-u-ts-6"><a data-component="mdc-c-link" href="/featured-insights/diversity-and-inclusion/diversity-still-matters" class="mdc-c-link-heading___Zggl8_8032924 mdc-c-link___lBbY1_8032924"><div>Diversity still matters</div></a></h6></div></div></div></div></div></div></div></main></div><script id="__NEXT_DATA__" type="application/json">{"props":{"pageProps":{"locale":"en","dictionary":{},"sitecoreContext":{"route":{"name":"Unlocking the potential of chief diversity officers","displayName":"Unlocking the potential of chief diversity officers","fields":null,"databaseName":"web","deviceId":"fe5d7fdf-89c0-4d99-9aa3-b5fbd009c9f3","itemId":"e74b4b6c-fb23-4d1f-b162-09b6d1f32190","itemLanguage":"en","itemVersion":1,"layoutId":"ae753eb4-a035-40b4-83bf-4b4438df6742","templateId":"683910db-02ba-40ba-92e7-726c880160a9","templateName":"ArticleJSS","placeholders":{"jss-main":[{"uid":"232bb7e9-289f-492d-a916-2b6185e44a84","componentName":"ArticleTemplate","dataSource":"","fields":{"data":{"articleTemplate":{"title":{"jsonValue":{"value":"Unlocking the potential of chief diversity officers"}},"sEOTitle":{"value":"How to set your chief diversity officer up for success"},"description":{"jsonValue":{"value":"Demand has boomed for heads of diversity in the United States\u0026mdash;but so has turnover. Here\u0026rsquo;s how companies can reshape a role vital to navigating today\u0026rsquo;s turbulent social and economic climate."}},"sEODescription":{"value":"Demand for chief diversity officers has boomed--and so has turnover. Here's how companies can ensure CDOs succeed."},"displayDate":{"jsonValue":{"value":"2022-11-18T00:00:00Z"}},"body":{"value":"[[Audio 1]] [[DownloadsSidebar]]\n\u003cp\u003e\u003cstrong\u003eIt\u0026rsquo;s a critical role\u003c/strong\u003e at a critical time. Positions dedicated to diversity, equity, and inclusion (DE\u0026amp;I) have quadrupled in the past five years in the United States, and no DE\u0026amp;I role is more visible than the chief diversity officer (CDO). The rate of new CDO hires in 2021 was nearly triple the rate of hires in the previous 16 months.[[footnote 1]] In fact, among Fortune 500 companies, 53 percent now have a CDO or equivalent role[[footnote 2]] and more than 60 have since May 2020 appointed their first-ever diversity leader.[[footnote 3]]\u003c/p\u003e\n[[MostPopularArticles 5]]\n\u003cp\u003eToday, amid economic uncertainty, heightened social tensions, and the ongoing competition for talent, the CDO role has arguably never been more important. The last US recession was devastating for Hispanic and Black households, which between 2005 and 2009 lost on average more than three times the wealth of White households.[[footnote 4]] CDOs can be at the forefront in positioning organizations to cushion any downturn for similarly vulnerable employees, knowing that companies that have more diverse workforces on average financially outperform those that don\u0026rsquo;t.[[footnote 5]]\u003c/p\u003e\n\u003cp\u003eSo why are so many CDOs struggling?\u003c/p\u003e\n\u003cp\u003eAmong CDOs and their equivalents holding the position in 2018, 60 percent have left the role.[[footnote 6]] In fact, while it\u0026rsquo;s a relatively new role, it\u0026rsquo;s already the C-suite seat with the shortest tenure. The CDO position may have been created with the best of intentions, but many organizations don\u0026rsquo;t seem to know quite what it is. The scope and nature of the position are often poorly defined, with ambiguity about everything from its purpose to its authority and even seniority within the organization.\u003c/p\u003e\n[[PullQuote 1]]\n\u003cp\u003eThis is unfortunate for any C-suite role. But the CDO position carries additional risks for organizations that fail to get the role right. Employees and customers alike pay keen attention to how companies follow through on promises related to DE\u0026amp;I, especially the extent to which they reinforce public declarations with actions. For example, organizations that are inconsistent in their support of issues such as LGBTQ rights have been publicly called out for trying to leverage DE\u0026amp;I for marketing purposes.\u003c/p\u003e\n\u003cp\u003eHigh-potential leaders should aspire to the CDO role, both for the impact DE\u0026amp;I efforts can have on a company\u0026rsquo;s performance and for their potential to address inequities and drive positive societal change. Ensuring the position flourishes rather than flounders\u0026mdash;and that CDOs help organizations successfully navigate the current climate\u0026mdash;requires that companies reassess how they approach the role to ensure their best and brightest employees are set up for success and experience a positive impact on their career trajectory.\u003c/p\u003e\n\u003ch2\u003eAn evolution, not a revolution\u003c/h2\u003e\n\u003cp\u003eThe conversation on issues of DE\u0026amp;I is global, with examples ranging from the Indian Supreme Court\u0026rsquo;s 2017 declaration that freedom of sexual orientation is a fundamental right to efforts across Asian countries for greater gender parity and German initiatives to increase representation of women in the technology sector beyond their current 15 percent of data analytics roles.[[footnote 7]] The definition of DE\u0026amp;I\u0026mdash;and the important areas of focus\u0026mdash;may vary across communities in different regions, but the benefits associated with the steady expansion of individual freedom transcend any border.\u003c/p\u003e\n\u003cp\u003eIn the United States, the murder of George Floyd saw a paradigm shift in societal expectations for corporations to support the work of racial justice and play an active role in addressing inequities affecting employees from underrepresented groups. The meteoric rise of DE\u0026amp;I-related roles was a direct result as organizations established new teams and positions to support DE\u0026amp;I efforts.\u003c/p\u003e\n\u003cp\u003eBut DE\u0026amp;I\u0026rsquo;s importance and influence within corporations had been steadily evolving for years as its connection to both financial and talent outcomes has become clearer. Our research showed organizations with more female senior leaders outperformed their peers, for example, providing a critical edge in emerging successfully from the Great Recession of 2008.[[footnote 8]] We\u0026rsquo;ve also found employees are 47 percent more likely to stay with an organization that\u0026rsquo;s inclusive,[[footnote 9]] and 39 percent of job seekers are more likely to turn down a job opportunity if they perceive a lack of inclusion.[[footnote 10]]\u003c/p\u003e\n\u003cp\u003eIn short, DE\u0026amp;I has evolved from a legal requirement to a critical business driver (Exhibit 1). In 2002, for instance, just 5 percent of US private enterprises had nondiscrimination policies based on gender identity; by 2010, 72 percent did.[[footnote 11]] Between 2015 and 2020, the number of DE\u0026amp;I-related roles increased by 71 percent[[footnote 12]]; following the murder of George Floyd in May 2020, DE\u0026amp;I job postings jumped 123 percent in the next three months alone.[[footnote 13]] And this growth mirrored broader societal shifts: the number of married same-sex households increased by almost 70 percent from 2014 to 2019, for example.[[footnote 14]]\u003c/p\u003e\n[[Exhibit 1]]\n\u003ch2\u003eThe rise of the CDO\u003c/h2\u003e\n\u003cp\u003eThe emergence of the CDO role\u0026mdash;and its senior-leadership equivalents such as head of diversity and director of diversity\u0026mdash;resulted primarily from two factors, one external and one internal. The external push came from rapid shifts in societal expectations about equality and social justice, which put a spotlight on the extent to which companies should or could play a positive role in fostering societal advancement by reflecting the views of their employees.\u003c/p\u003e\n\u003cp\u003eThe internal factor stemmed more specifically from the growing realization that diversity is a source of competitive advantage. As we revealed in 2020, companies in the top quartile for gender diversity in executive teams were 25 percent more likely to have above-average profitability than companies in the fourth quartile. And in the case of ethnic and cultural diversity, top-quartile companies in profitability outperformed those in the fourth quartile by 36 percent.[[footnote 15]]\u003c/p\u003e\n\u003cp\u003eIn the past few years, hard metrics such as these have further underlined the growing consensus that a focus on DE\u0026amp;I issues is critical to an organization\u0026rsquo;s ability to grow, innovate, and compete for talent. And it has demanded the expansion of roles to drive those efforts, resulting in the dramatic rise in DE\u0026amp;I-related positions and the creation of the CDO role to oversee it all (Exhibit 2).\u003c/p\u003e\n[[Exhibit 2]]\n\u003ch2\u003eThe challenges holding back CDOs\u003c/h2\u003e\n[[Sidebar 1]]\n\u003cp\u003eOn paper, the CDO role is a dream for a high-potential leader: it\u0026rsquo;s visible and critical to an organization\u0026rsquo;s operations and reputation and has the opportunity to drive meaningful change for employees and society (see sidebar, \u0026ldquo;Driving change through influence\u0026rdquo;). Yet we find three distinct challenges holding CDOs back.\u003c/p\u003e\n\u003cp\u003eFirst, there is still ambiguity about what the role should entail, and organizations don\u0026rsquo;t always establish clear expectations and scope. This uncertainty partly explains why the average tenure of a CDO was just 1.8 years as of 2019,[[footnote 16]] compared with an average of 4.9 years for all C-suite roles.[[footnote 17]]\u003c/p\u003e\n\u003cp\u003eSecond, this failure to clearly define the role can also significantly alter the trajectory of a leader\u0026rsquo;s career. Of the more than half of CDOs in 2018 who have since left their roles, a majority left the CDO track entirely. This is forcing organizations to increasingly seek candidates without relevant experience, something that would never be considered for other C-suite roles. One report noted that just 18 percent of CDOs in 2021 had previous diversity experience, down from 26 percent in 2018.[[footnote 18]]\u003c/p\u003e\n\u003cp\u003eThird, the DE\u0026amp;I function is still often regarded as \u0026ldquo;nice to have\u0026rdquo; rather than a strategic imperative critical to achieving key talent and performance outcomes. As a result, CDOs often operate with limited organizational resources and support, severely curtailing their potential impact. For example, just 35 percent of CDOs say they have the employee demographic data they need to make meaningful decisions about diverse representation and build an equitable, inclusive culture. This indicates that most CDOs struggle to navigate existing organizational hierarchies and structures to be successful, with the challenge compounded by the fact that many organizations still don\u0026rsquo;t have a clear talent profile for an effective CDO.\u003c/p\u003e\n\u003ch2\u003eSetting up CDOs for success\u003c/h2\u003e\n\u003cp\u003eSetting CDOs up for success requires getting several elements right. At the most basic level, organizations should ask critical questions across three dimensions before anyone is appointed:\u003c/p\u003e\n\u003col\u003e\n \u003cli\u003eWhat\u0026rsquo;s the exact \u003cem\u003emission and scope\u003c/em\u003e of the role, and how will its impact be measured?\u003c/li\u003e\n \u003cli\u003eWhere will the role sit within the \u003cem\u003eorganizational structure\u003c/em\u003e to best position it to succeed?\u003c/li\u003e\n \u003cli\u003eWhat\u0026rsquo;s the right \u003cem\u003etalent profile\u003c/em\u003e for the role in terms of knowledge, skills, attributes, and experience?\u003c/li\u003e\n\u003c/ol\u003e\n\u003ch3\u003eSpecifying the CDO\u0026rsquo;s mission and scope\u003c/h3\u003e\n\u003cp\u003eOur research indicates the CDO\u0026rsquo;s mission and scope can be summarized in three focus areas, which may vary based on an organization\u0026rsquo;s DE\u0026amp;I strategy and context (Exhibit 3).\u003c/p\u003e\n[[Exhibit 3]]\n\u003cp\u003eUltimately, the scope and mission of the CDO role should be informed by the organization\u0026rsquo;s broader DE\u0026amp;I strategy. That\u0026rsquo;s easier said than done because companies have a plethora of areas they can focus on.\u003c/p\u003e\n\u003cp\u003eInternally, for example, they can drive DE\u0026amp;I impact and improve the organization by creating a diversity of identities, building an inclusive environment, and providing equitable access to opportunities and benefits. Externally, companies can focus on improving communities and societies through corporate and social-responsibility efforts, explicitly designing operations and investment processes to improve DE\u0026amp;I outcomes, and embedding equity considerations through their core business and strategy. As part of the Chefsache initiative in Germany to increase gender parity in employment, organizations have taken action both internally and externally.[[footnote 19]] Internally, one organization launched an initiative to support women in families, including advertising jobs as both full-time and part-time, establishing parent\u0026ndash;child offices so employees can bring their children to work, and founding a community for support and sharing. Externally, another organization launched a grant aimed at training and mentoring women to take on data analytics roles. The training is part-time and digital by design to give women flexibility in integrating it into their daily routines.\u003c/p\u003e\n\u003cp\u003eOrganizations don\u0026rsquo;t need to try to do it all. What\u0026rsquo;s important is that the scope of the CDO role mirrors the specific aspirations of the organization\u0026rsquo;s DE\u0026amp;I strategy.\u003c/p\u003e\n\u003ch3\u003eFinding the CDO\u0026rsquo;s place within the organizational structure\u003c/h3\u003e\n\u003cp\u003eAchieving DE\u0026amp;I impact and progress requires careful consideration of where the CDO role is situated within the broader organizational structure. There are two critical aspects to keep in mind: where in the organization the CDO would be best positioned for impact, and how the CDO should be expected to work with stakeholders and be held accountable for impact.\u003c/p\u003e\n\u003cp\u003eGlobally, we find CDOs tend to sit two levels below the CEO, often reporting to the chief human resources officer. In the United States, however, CDOs typically report directly to the CEO, although in some instances they report to COOs (Exhibit 4).\u003c/p\u003e\n[[Exhibit 4]]\n\u003cp\u003eRegardless of hierarchy, industry, or region, DE\u0026amp;I is the main responsibility of the CDO, although companies are increasingly building equity into their DE\u0026amp;I efforts, which has implications for who CDOs work with and what they are held accountable for. A CDO typically works closely with the CEO and other members of the executive leadership team to set a DE\u0026amp;I vision and get support for proposed initiatives.\u003c/p\u003e\n\u003cp\u003eThe CDO then translates the vision and implements the initiatives in concert with business and functional leaders as well as with DE\u0026amp;I-specific and HR colleagues. Global Fortune 100 and US Fortune 400 companies most often address DE\u0026amp;I topics within broader committees such as HR and sustainability, although some may opt to establish DE\u0026amp;I councils\u0026mdash;groups of cross-functional decision makers\u0026mdash;to drive goals and initiatives.\u003c/p\u003e\n\u003cp\u003eUltimately, while the CDO role\u0026rsquo;s location within the organizational structure is important from a perception standpoint, it\u0026rsquo;s less important than the degree to which the person in the role is empowered to work with and through stakeholders in the business to drive progress. CDOs\u0026rsquo; areas of focus should also inform where they sit. For example, CDOs with a primarily external focus may be best positioned to work most closely with an environment, social, and governance (ESG) function.\u003c/p\u003e\n\u003ch3\u003eDefining the right talent profile\u003c/h3\u003e\n\u003cp\u003eWhat does a truly effective CDO look like? And how might a CDO\u0026rsquo;s talent profile shift depend on the intended focus of the role? Getting this right is especially important given that a lack of clear expectations and fit regarding knowledge, skills, attributes, and experience (KSAE) may be contributing to relatively high turnover for CDOs.\u003c/p\u003e\n[[PullQuote 2]]\n\u003cp\u003eAs the CDO role has become more mature, organizations have increasingly relied on prior experience as a proxy for potential\u0026mdash;even though only 18 percent of current CDOs previously worked in the same role at another company. We believe the KSAE that best positions a potential CDO for success extends far beyond prior experience and may shift depending on the intended focus areas of the role.\u003c/p\u003e\n\u003cp\u003eCDOs with both internal and external remits need a diverse set of KSAEs to be successful. They should understand DE\u0026amp;I, of course, but also how to manage programs and drive change. In this vein, they should be able to develop and set a strategy, build credibility with various sets of stakeholders, and ultimately influence and build commitment for diversity goals.\u003c/p\u003e\n\u003cp\u003eOrganizational development and learning and development are important skills, but only 33 percent of CDOs at Standard \u0026amp; Poor\u0026rsquo;s 500 companies have experience in these areas.[[footnote 20]] Additionally, CDOs should be strong problem solvers with excellent communication skills. And while organizations hold diversity leadership experience in high regard, any progressive leadership experience exemplifying the ability to drive cross-functional teams and change at scale could be sufficient if coupled with other KSAE indicators.\u003c/p\u003e\n\u003cp\u003eWhat does this mean? If talent disruption is a focus of the CDO role, the search should prioritize experience in project management with extensive knowledge of talent processes. If business integration is the focus, prior experience driving business objectives would help the CDO align other initiatives (such as social impact) with DE\u0026amp;I-related initiatives. In short, skills should align with the role\u0026rsquo;s focus (Exhibit 5).\u003c/p\u003e\n[[Exhibit 5]]\n\u003chr /\u003e\n\u003cp\u003eIt\u0026rsquo;s self-evident that employees should bring skills and experiences that directly pertain to their job. But the CDO role is not a narrow, discrete position: it can span internal and external priorities and requires collaboration across business functions and geographies. To set up CDOs for success,\norganizations need to link the role to a clear and intentional strategy, give it a clear mandate with real authority, and source talent directly linked to the role\u0026rsquo;s focus areas. Through thoughtful planning and execution, companies can ensure the CDO role fulfills its promise.\u003c/p\u003e"},"isFullScreenInteractive":{"boolValue":false},"hideStickySocialShareBar":{"boolValue":false},"desktopID":{"value":""},"mobileID":{"value":""},"desktopURL":{"value":""},"mobileURL":{"value":""},"desktopPaddingPercentage":{"value":""},"mobilePaddingPercentage":{"value":""},"desktopOverrideHeight":{"value":""},"mobileOverrideHeight":{"value":""},"cerosOembedURL":{"value":""},"cerosRenderMode":{"targetItem":null},"cerosBackgroundColor":{"targetItem":null},"hideByLine":{"boolValue":false},"tableOfContentsTitle":{"value":"TABLE OF CONTENTS"},"accessStatus":{"targetItem":{"key":{"value":"RegisteredUsers"},"value":{"value":"Registered Users"}}},"articleType":{"targetItem":{"displayName":"Article"}},"hasSpecialReport":{"boolValue":false},"contentType":{"targetItem":{"displayName":"Article"}},"sourcePublication":{"targetItem":null},"externalPublication":{"value":""},"excludeFromClientLink":{"boolValue":false},"originalPublishDate":{"jsonValue":{"value":"2022-11-18T00:00:00Z"}},"footnotes":{"value":"\u003col\u003e\n \u003cli\u003eJeff Green, \u0026ldquo;Companies scramble to hire diversity officers, but progress is slow,\u0026rdquo; \u003cem\u003eLos Angeles Times\u003c/em\u003e, March 12, 2021.\u003c/li\u003e\n \u003cli\u003eFortune 500 with executives N-2\u0026mdash;that is, two degrees from the CEO\u0026mdash;or above dedicated to DE\u0026amp;I.\u003c/li\u003e\n \u003cli\u003e\u0026ldquo;Companies scramble,\u0026rdquo; March 12, 2021.\u003c/li\u003e\n \u003cli\u003eKimberly R. Huyser, Jillian Medeiros, and Gabriel R. Sanchez, \u0026ldquo;The Great Recession: Implications for minority and immigrant communities,\u0026rdquo; Russell Sage Foundation, March 2012.\u003c/li\u003e\n \u003cli\u003eSundiatu Dixon-Fyle, Kevin Dolan, Dame Vivian Hunt, and Sara Prince, \u0026ldquo;\u003ca href=\"/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion-matters\"\u003eDiversity wins: How inclusion matters\u003c/a\u003e,\u0026rdquo; McKinsey, May 19, 2020.\u003c/li\u003e\n \u003cli\u003eTina Shah Paikeday, \u0026ldquo;Positioning your chief diversity officer for top performance,\u0026rdquo; Russell Reynolds Associates, June 1, 2021.\u003c/li\u003e\n \u003cli\u003eBenjamin Kentish, \u0026ldquo;India declares freedom of sexual orientation a fundamental right,\u0026rdquo; \u003cem\u003eIndependent\u003c/em\u003e, August 26, 2017; \u0026ldquo;\u003ca href=\"/featured-insights/gender-equality/the-power-of-parity-advancing-womens-equality-in-asia-pacific\"\u003eThe power of parity: Advancing women\u0026rsquo;s equality in Asia Pacific\u003c/a\u003e,\u0026rdquo; McKinsey Global Institute, April 23, 2018; Laura Redlich, \u0026ldquo;#DiversityDrivesData: With the \u0026lsquo;Women-in-Data\u0026rsquo; scholarship for more women in the data industry,\u0026rdquo; Stackfuel, May 26, 2021.\u003c/li\u003e\n \u003cli\u003eGeorges Desvaux, Sandrine Devillard, and Sandra Sancier-Sultan, \u003cem\u003e\u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/women-matter\"\u003eWomen Matter 3: Women leaders, a competitive edge in and after the crisis\u003c/a\u003e\u003c/em\u003e, McKinsey, April 2010.\u003c/li\u003e\n \u003cli\u003e\u0026ldquo;\u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/understanding-organizational-barriers-to-a-more-inclusive-workplace\"\u003eUnderstanding organizational barriers to a more inclusive workplace\u003c/a\u003e,\u0026rdquo; McKinsey, June 23, 2020.\u003c/li\u003e\n \u003cli\u003e\u0026ldquo;\u003ca href=\"/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion-matters\"\u003eDiversity wins\u003c/a\u003e,\u0026rdquo; May 19, 2020.\u003c/li\u003e\n \u003cli\u003eCorporate Equality Index 2018, Human Rights Campaign Foundation, 2017.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eLinkedIn Talent Blog\u003c/em\u003e, \u0026ldquo;Why the head of diversity is the job of the moment,\u0026rdquo; blog entry by Bruce M. Anderson, September 2, 2020.\u003c/li\u003e\n \u003cli\u003eJane Kellogg Murray, \u0026ldquo;Jobs in diversity, inclusion and belonging have risen 123% since May\u0026mdash;here\u0026rsquo;s how to get one,\u0026rdquo; Indeed, October 13, 2020.\u003c/li\u003e\n \u003cli\u003eAmerican Community Survey, US Census Bureau, 2019; Mike Schneider, \u0026ldquo;Gay marriages rise 5 years after Supreme Court ruling,\u0026rdquo; Associated Press, September 17, 2020.\u003c/li\u003e\n \u003cli\u003e\u0026ldquo;\u003ca href=\"/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion-matters\"\u003eDiversity wins\u003c/a\u003e,\u0026rdquo; May 19, 2020.\u003c/li\u003e\n \u003cli\u003e\u0026ldquo;Positioning your chief diversity officer,\u0026rdquo; June 1, 2021.\u003c/li\u003e\n \u003cli\u003eDave Magnani, \u0026ldquo;Average C-suite tenure and other important executive facts - Updated for 2022,\u0026rdquo; M\u0026amp;A Executive Search, November 19, 2020.\u003c/li\u003e\n \u003cli\u003eAmber Burton and Paolo Confino, \u0026ldquo;Your chief diversity officer might soon be planning their exit - and it\u0026rsquo;ll be a costly loss,\u0026rdquo; \u003cem\u003eCHRO Daily\u003c/em\u003e, September 6, 2022.\u003c/li\u003e\n \u003cli\u003e\u0026ldquo;New career and diverse leadership: What companies should do now,\u0026rdquo; Chefsache Initiative, May 2022.\u003c/li\u003e\n \u003cli\u003eTina Shah Paikeday, \u0026ldquo;A leader\u0026rsquo;s guide: Finding and keeping your next chief diversity officer,\u0026rdquo; Russell Reynolds, March 1, 2019.\u003c/li\u003e\n\u003c/ol\u003e"},"contributoryPractice":{"targetItems":[{"displayName":"People \u0026amp; Organizational Performance"}]},"aboutTheAuthors":{"value":"\u003cp\u003e\u003cstrong\u003e\u003ca href=\"/our-people/drew-goldstein\"\u003eDrew Goldstein\u003c/a\u003e\u003c/strong\u003e is an associate partner in McKinsey\u0026rsquo;s Miami office, \u003cstrong\u003eManveer Grewal\u003c/strong\u003e is a consultant in the Dallas office, \u003cstrong\u003eRuth Imose\u003c/strong\u003e is a consultant in the Houston office, and \u003cstrong\u003e\u003ca href=\"/sitecore/service/notfound.aspx?item=web%3a%7b3a45bcb7-813b-42a2-8d2d-5056bf52e633%7d%40en\"\u003eMonne Williams\u003c/a\u003e\u003c/strong\u003e is a partner in the Atlanta office.\u003c/p\u003e\n\u003cp\u003eThe authors wish to thank Carolina Bonilla, Daniel Madrigal, Julia Sperling-Magro, and Andy Voelker for their contributions to this article.\u003c/p\u003e"},"authors":{"targetItems":[{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"937356CDE8214BCD89897434D6AB6649","name":"Drew Goldstein","authorTitle":{"value":"Drew Goldstein"},"description":{"value":"Guides successful change management for sustained business performance, including driving talent initiatives, enhancing culture, and leveraging inclusion for diverse outcomes"},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[{"standardImage":{"src":"/~/media/mckinsey/our people/drew goldstein/drew-goldstein_headshot_v2_988x741.jpg","alt":"Drew Goldstein"},"emailLinks":{"value":"Drew_Goldstein@mckinsey.com"},"linkedInUrl":{"value":"https://www.linkedin.com/in/drewtrappgoldstein/"},"description":{"value":"Designs transformative strategies that reshape workplace culture and environments to align with business goals and ignites organizational excellence by defining new benchmarks for performance, talent development, and inclusivity"},"locations":{"targetItems":[{"name":"Carolinas - Charlotte","displayName":"Carolinas - Charlotte"}]},"firmTitle":{"value":"Partner"},"thumbnailImage":{"alt":"Drew Goldstein","src":"/~/media/mckinsey/our people/drew goldstein/drew-goldstein_headshot_v2_988x741.jpg"},"url":{"path":"/our-people/drew-goldstein"}}]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"31F14011F55444B59DF58B8F6559980B","name":"Manveer Grewal","authorTitle":{"value":"Manveer Grewal"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"888A39750ECF45B9B6D673B88D8CA2D2","name":"Ruth Imose","authorTitle":{"value":"Ruth Imose"},"description":{"value":"Researches, develops products, and counsels clients on talent strategy topics including DE\u0026I, performance management, and talent selection and assessment"},"thumbnailImage":{"alt":"Ruth Imose","src":"/~/media/mckinsey/our people/ruth imose/ruth-imose_profile_1536x1152.jpg"},"profile":{"targetItems":[]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"5CC0AE1D023D4F0491395E59CE82FCD1","name":"Monne Williams","authorTitle":{"value":"Monne Williams"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[]}}]},"nonPartnerAuthors":{"targetItems":[]},"interactiveToUse":{"targetItem":null},"enableArticleComponents":{"boolValue":false},"relatedArticles":{"targetItems":[{"sourcePublication":{"targetItem":null},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"Diversity wins: How inclusion matters"},"url":{"path":"/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion-matters"},"eyebrow":{"targetItem":{"name":"Report"}},"articleType":{"targetItem":{"name":"Report"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"The business case for diversity, equity, and inclusion \u0026#40;DE\u0026amp;I\u0026#41; 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And how might a CDO’s talent profile shift depend on the intended focus of the role?"},"mediaID":{"value":"2"},"renderMode":{"targetItem":{"key":{"value":"center"},"value":{"value":"center-align"}}},"citation":{"value":""},"enableQuotes":{"boolValue":false},"enableSingleQuotes":{"boolValue":false},"CTA":{"url":"","linkType":"internal","text":"","target":"","className":"","queryString":"","anchor":"","targetItem":null}}]},"disruptorsignup":{"results":[{"mediaID":{"value":"full-width"},"renderMode":{"targetItem":{"key":{"value":"fullwidth"},"value":{"value":"Full Width"}}},"callToAction":{"url":"/user-registration/register-mvc","text":"Subscribe"},"title":{"jsonValue":{"value":"Stay current on your favorite topics"}}},{"mediaID":{"value":"left"},"renderMode":{"targetItem":{"key":{"value":"left"},"value":{"value":"Left"}}},"callToAction":{"url":"/user-registration/register-mvc","text":"Subscribe"},"title":{"jsonValue":{"value":"Stay current on your favorite topics"}}}]},"articlesidebar":{"results":[{"mediaID":{"value":"1"},"description":{"jsonValue":{"value":"\u003cp\u003e\u003cstrong\u003eThe most challenging\u003c/strong\u003e element of being a CDO was clear to Ares Management\u0026rsquo;s first global chief DE\u0026amp;I officer, Indhira Arrington. \u0026ldquo;You don\u0026rsquo;t own any place where the work gets done,\u0026rdquo; she said in an interview published by McKinsey in August. \u0026ldquo;You don\u0026rsquo;t own any of the functions. I\u0026rsquo;m meant to drive change through influence, which is awesome but can also be challenging.\u0026rdquo;\u003c/p\u003e\n\u003cp\u003eIn her first months in the role, Arrington met with more than 120 colleagues, sat with functional leaders from recruiting and HR to understand the company\u0026rsquo;s talent management process, and worked with business leaders to understand how they viewed DE\u0026amp;I from a business perspective. \u0026ldquo;Together with a core set of our portfolio companies, we went through a pipeline assessment to help identify our diversity gaps, an infrastructure assessment to see whether we had the infrastructure in place to operationalize DE\u0026amp;I, and an inclusion assessment that included a global inclusion survey across all participating firms,\u0026rdquo; she said.\u003c/p\u003e\n\u003cp\u003e\u0026ldquo;That last assessment gave us quantifiable inclusion ratings, as well as our gaps by diversity dimension, line of business, title, and location. We could look within our firms and be very surgical about how we were going to narrow those gaps. We then worked with these portfolio companies to create strategic plans for each individual firm, in addition to further refining Ares\u0026rsquo;s own strategic plan. Each developed a three-year DE\u0026amp;I plan of its own, with a vision, objectives, initiatives, and metrics to monitor. In total, more than 200 DE\u0026amp;I initiatives were planned.\u0026rdquo;[[Footnote 1]]\u003c/p\u003e"}},"aboutTheAuthors":{"jsonValue":{"value":""}},"headline":{"jsonValue":{"value":"Driving change through influence"}},"footnotes":{"value":"\u003col\u003e\n \u003cli\u003eTo read the full interview, see \u0026ldquo;\u0026lsquo;\u003ca href=\"/featured-insights/diversity-and-inclusion/making-the-world-a-better-place-never-feels-like-work-an-interview-with-chief-dei-officer-indhira-arrington\"\u003eMaking the world a better place never feels like work\u0026rsquo;: An interview with chief DEI officer Indhira Arrington\u003c/a\u003e,\u0026rdquo; McKinsey, August 11, 2022.\u003c/li\u003e\n\u003c/ol\u003e"},"showShareTools":{"boolValue":true},"backgroundColor":{"targetItem":{"key":{"value":"Lightest Grey"},"value":{"value":"lightest-grey"}}},"gradientDirection":{"targetItem":{"key":{"value":"Bottom Right"},"value":{"value":"bottom-right"}}},"renderMode":{"targetItem":{"key":{"value":"Collapsible"},"value":{"value":"default"}}},"isAboutAuthor":{"boolValue":false},"background":{"targetItem":null},"image":{"src":null,"alt":""}}]},"boxout":{"results":[]},"globalsidebar":{"results":[]},"video":{"results":[]},"scrollycontainer":{"results":[]},"bespokeinteractive":{"results":[]},"storycontainer":{"results":[]},"interactive":{"results":[]},"sectionheader":{"results":[]},"statementdisruptor":{"results":[]},"fullbleedphoto":{"results":[]},"tocitem":{"results":[]},"quizcontainer":{"results":[]},"generalup":{"results":[]},"twoupmedium":{"results":[]},"accordion":{"results":[]},"factoid":{"results":[]},"promobarwithquote":{"results":[]},"oneupmedium":{"results":[]},"oneupmediumquote":{"results":[]},"gridwall":{"results":[]},"twoupsmall":{"results":[]},"oneclicksubscribe":{"results":[]},"promobar":{"results":[]},"promobanner":{"results":[]},"sectionhero":{"results":[]},"threeuplinklist":{"results":[]},"table":{"results":[]},"explainertooltip":{"results":[]},"isFiveFiftyHorizontalArticle":{"boolValue":false},"fiveFifty":{"results":[]}},"contextItem":{"ancestors":[{"breadCrumbUrl":{"path":"/capabilities/people-and-organizational-performance/our-insights"},"breadCrumbTitle":{"value":"Our Insights"},"isMiniSite":{"boolValue":false},"displayName":"Insights on People and Organizational Performance","template":{"id":"85FF05307883480F9A4C82123F72FFD8"}},{"breadCrumbUrl":{"path":"/capabilities/people-and-organizational-performance/how-we-help-clients"},"breadCrumbTitle":null,"isMiniSite":{"boolValue":true},"displayName":"People \u0026 Organizational Performance","template":{"id":"414C6C64AD35440E9668CF39D8A18CCF"}},{"breadCrumbUrl":{"path":"/capabilities"},"breadCrumbTitle":{"value":"Capabilities"},"isMiniSite":{"boolValue":false},"displayName":"Capabilities","template":{"id":"85FF05307883480F9A4C82123F72FFD8"}},{"breadCrumbUrl":{"path":"/"},"breadCrumbTitle":{"value":""},"isMiniSite":{"boolValue":false},"displayName":"Home","template":{"id":"85FF05307883480F9A4C82123F72FFD8"}}]}}},"placeholders":{"main-area":[],"sidebar-area":[]}}]}},"itemId":"e74b4b6c-fb23-4d1f-b162-09b6d1f32190","pageEditing":false,"site":{"name":"website"},"pageState":"normal","language":"en","pageMetaData":{"alternateLanguages":[{"languageCode":"en","displayName":"English","url":"/capabilities/people-and-organizational-performance/our-insights/unlocking-the-potential-of-chief-diversity-officers"}],"currentLanguage":"en","navigationLink":"capabilities","activeItemId":"{263B5075-2E73-4049-ACE5-A781C619B562}","miniSiteId":"{3BACEF67-76B1-4244-B48C-DBD94B0F2B61}","officeCode":"","officeDisplayName":"","subscriptionPracticeData":null,"isAlaisedPage":false,"originalHostName":"www.mckinsey.com","updatedDate":"2023-03-04T09:44:03Z","createdDate":"2022-11-15T03:49:26Z","practice":{"isDefaultPractice":false,"name":"Organization","code":"N10","stickyTitle":"Sign up for emails on new Organization articles","stickySubtitle":"Never miss an insight. 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