Deloitte as it exists today is not your father’s Big Four accounting firm. With over $47 billion in revenue and 330,000 employees spread across 150 countries, Janet Foutty and her Deloitte colleagues work with around 70% of the global Fortune 500 companies. On this episode of the Reboot Chronicles, I spoke with Janet Foutty, the executive chair of the board of Deloitte and chair of the Deloitte Foundation, to learn more about diversity, equity and inclusion (DEI) and how Deloitte is helping companies improve their efforts to be more inclusive. Building Agility and Equity to Thrive in a Post-Pandemic World Those companies that have diverse and inclusive cultures provide a competitive edge over their peers. When you compare low and high-performing boards, those are that are high performing are more likely to exhibit gender balance and promote inclusive behavior. Beyond adding value, it’s also about values. In Janet’s view, the more doors and opportunities that companies can create, the more that families benefit, the economy benefits and perhaps most importantly, the next generation benefits. The idea of DEI is not just a moment, but a movement, and it is up to a company’s board to be accountable for fostering an environment where everyone can be included. The Equity Equation While much of the conversation over the years has been around diversity and inclusion, equity has quickly become part of the conversation. Deloitte was at the forefront of diversity in the professional services industry, as it was the first company to have a women’s initiative. That then evolved to be diversity and inclusion, where the organization sought out ways to create an inclusive workforce and promote inclusive behaviors. But what the industry learned is that focusing on just diversity and inclusion is not enough. Instead of being about an initiative or a program, equity is about an outcome. For Janet, this is about "lasting economic and social outcomes, and leveling the playing field." Boardroom Innovation In compiling their Racial Equity Imperative Report, Janet and her team determined that creating sustained change in the boardroom and C-suite starts with changing the questions that are being asked. For example, cybersecurity has changed the way boardrooms have conversations around technology, and the risks that come with it, so now that is part of every board conversation. To help improve DEI efforts, Deloitte is working with its clients to start changing the conversation around a number of related topics. For example, when discussing mergers & acquisitions, the board should be asking questions about whether the move will be dilutive or accretive to diversity efforts. I agree with Deloitte on this, it has proven to to work well with the Dancing with Startups initiatives my group conducts with Fortune 500's, brining DEI directly into their partnership and acquisition target areas—driving both value and values.

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