Diversity THE COST OF SILENCE
As public attitudes grow more divided, long-standing progress in Diversity, Equity and Inclusion (DEI) is at risk of being reversed. Erna de Ruijter-Quist, Chief clear stance on inclusion.
I
am noticing broader societal tensions of power around identity and privilege, and a more vocal expression of views. Tis is interesting in itself,
given that DEI aims to bring about balance and equity. Organisations are increasingly caught between competing pressures: the need to demonstrate and act on inclusive values to employees, customers, and investors, and the risk of being targeted by political or media scrutiny. Tis tension can be hard to manage, with some companies scaling back or rebranding DEI efforts under different terminology, potentially diluting their impact. Yet the underlying issues DEI seeks to address – inequality, under-representation and systemic bias – remain as important as ever.
Why inclusion matters in the channel Te IT channel thrives on collaboration, agility and innovation. Tese qualities are amplified when diverse voices are heard and valued. Whether it’s navigating complex partner ecosystems or responding to fast-changing customer needs, inclusive teams and approaches bring broader perspectives and better solutions. Inclusion, therefore, plays a critical role in talent acquisition
and retention. Amid skills challenges, companies that foster inclusive environments are better positioned to attract talent from underrepresented groups, expanding the pool of qualified candidates and reducing turnover. Employees who feel seen, heard and valued are more likely to stay, contribute and grow. Steering away from DEI initiatives can erode trust among
employees, partners and customers. It has the risk of signalling indifference to inequality. And it can stifle the very innovation the channel depends on. At Westcon-Comstor, we are staying on course. Yes, like many companies, we have not mastered it, yet I am also observing our employees valuing their experiences here.
The business case for DEI DEI is a strategic investment. Numerous studies show that diverse companies outperform their peers in profitability, employee engagement and customer satisfaction. In the channel, where competition is fierce and differentiation is key, inclusive cultures have a competitive advantage. Research consistently demonstrates that companies in the
top quartile for gender and ethnic diversity are more likely to outperform financially. One study found that inclusive teams make better decisions. Tese aren’t abstract statistics – they’re real indicators of business health and resilience.
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Tat’s why, for me, inclusion isn’t just a moral imperative; it’s a business one.
Navigating the backlash with purpose So, how should channel companies consider their approaches? First, by reaffirming their values. Tis doesn’t mean adopting slogans or vague commitments. It means being clear, consistent and courageous in communicating what inclusion means to your business; it means being very intentional with the behaviours you expect to see from not
just leaders, but everyone. Second, by focusing on impact. It’s about creating environments
where everyone can thrive. Tat means setting measurable goals, listening to feedback and continuously improving. It means moving beyond performative gestures to embed inclusion into the DNA, your core processes of the employee touchpoints and processes, like hiring practices, pay equity, performance management, development, mentorship and career progression, while not overlooking day-to-day interactions. Tird, by engaging partners across the supply chain. Inclusion doesn’t
stop at the office door. It extends to how we work with vendors, resellers and service providers. By championing inclusive practices across the channel, we strengthen the entire ecosystem. Tis could mean co- hosting inclusive events, sharing best practices or collaborating on initiatives that support diverse talent pipelines. Fourth, by educating and empowering leaders. Many executives want
to support DEI but may not always have the tools or confidence to do so effectively. Providing training, resources and safe spaces for dialogue can help leaders become advocates. Leadership buy-in is essential, not just for setting the tone but for driving systemic change.
A call to action for channel leaders Te channel has always been about connection. Connecting technologies, partners and people. Now, it’s time to connect values to action. Leaders must speak up, not just when it’s easy, but when it’s hard. In fact, especially when it’s hard. At Westcon-Comstor, we’re proud of our progress, but we know
the journey is ongoing. Our recent Great Place to Work certification in the UK and 26 other countries reflects our commitment, but it also challenges us to keep raising the bar. We’ll continue to invest in inclusive leadership and an inclusive environment more generally, one in which everyone feels valued and has a sense of belonging. To our peers across the channel, inclusion is not a trend; it’s a
cornerstone of sustainable success. Let’s lead with purpose, speak with clarity and build a channel that reflects the diversity of the world we serve.
September/October 2025 | 19
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