Eric Levitz

Not sure, but I know that the government has said that they are going to be keeping a keen eye out for that. So I think if you're just trying to do a rebrand, that's probably not the right thing to do. What I see them doing most is that they're maintaining their messages internally, they're changing what they do externally.

Not sure, but I know that the government has said that they are going to be keeping a keen eye out for that. So I think if you're just trying to do a rebrand, that's probably not the right thing to do. What I see them doing most is that they're maintaining their messages internally, they're changing what they do externally.

If a company is big enough, then it sometimes will stay the course, or if they have customers that are widely diverse, where it would harm them to move away. It would harm their brand. It would harm their reputation. Then companies would stay in the course with some of the DEI work.

If a company is big enough, then it sometimes will stay the course, or if they have customers that are widely diverse, where it would harm them to move away. It would harm their brand. It would harm their reputation. Then companies would stay in the course with some of the DEI work.

If a company is big enough, then it sometimes will stay the course, or if they have customers that are widely diverse, where it would harm them to move away. It would harm their brand. It would harm their reputation. Then companies would stay in the course with some of the DEI work.

So I just think people have to kind of do right now what they feel is in their best interest and the best interest of their customers and their brand.

So I just think people have to kind of do right now what they feel is in their best interest and the best interest of their customers and their brand.

So I just think people have to kind of do right now what they feel is in their best interest and the best interest of their customers and their brand.

I would say to you that training alone is insufficient to bring about change. Ultimately, you have to engage in structural change. I think one of the things that the Supreme Court's decision around affirmative action sort of brought to the surface was that oftentimes organizations are trying to have their cake and eat it too.

I would say to you that training alone is insufficient to bring about change. Ultimately, you have to engage in structural change. I think one of the things that the Supreme Court's decision around affirmative action sort of brought to the surface was that oftentimes organizations are trying to have their cake and eat it too.

I would say to you that training alone is insufficient to bring about change. Ultimately, you have to engage in structural change. I think one of the things that the Supreme Court's decision around affirmative action sort of brought to the surface was that oftentimes organizations are trying to have their cake and eat it too.

They don't want to admit to structural inequities, but they then want to implement DEI initiatives. I don't think you can have it both ways. And then when you do that, it should be based upon our work, fairness, equity around the work, not simply identity politics.

They don't want to admit to structural inequities, but they then want to implement DEI initiatives. I don't think you can have it both ways. And then when you do that, it should be based upon our work, fairness, equity around the work, not simply identity politics.

They don't want to admit to structural inequities, but they then want to implement DEI initiatives. I don't think you can have it both ways. And then when you do that, it should be based upon our work, fairness, equity around the work, not simply identity politics.

So we're working with a client right now, Louisville Water. They're an outstanding company in Louisville, Kentucky. So we work organizations through a four-phase process. So we start off sort of light by educating the executives around what inclusion is. Then we educate the workforce so that we can create this top-down, bottom-up kind of strategy.

So we're working with a client right now, Louisville Water. They're an outstanding company in Louisville, Kentucky. So we work organizations through a four-phase process. So we start off sort of light by educating the executives around what inclusion is. Then we educate the workforce so that we can create this top-down, bottom-up kind of strategy.

So we're working with a client right now, Louisville Water. They're an outstanding company in Louisville, Kentucky. So we work organizations through a four-phase process. So we start off sort of light by educating the executives around what inclusion is. Then we educate the workforce so that we can create this top-down, bottom-up kind of strategy.

So there are a number of organizations like NASDAQ and the NFL, McKinsey, that are doubling down their commitments around DEI. What it looks like when they get it right is that they really are studying this and making this a business imperative.

So there are a number of organizations like NASDAQ and the NFL, McKinsey, that are doubling down their commitments around DEI. What it looks like when they get it right is that they really are studying this and making this a business imperative.

So there are a number of organizations like NASDAQ and the NFL, McKinsey, that are doubling down their commitments around DEI. What it looks like when they get it right is that they really are studying this and making this a business imperative.