True progress begins with curiosity and reflection. Where does unconscious bias show up in our own lives? In our workplaces, our teams, our decision-making? More importantly, how often do we pause to question the systems that shape these choices and their outcomes? 

Merit is defined by those in power and reinforced by familiarity. Without conscious effort, we replicate what feels safe, hiring in our own image and rewarding those who fit the mould. These patterns will persist unless we actively challenge them. 

Without transparency and structured evaluation, claims of ‘merit’ risk being self-serving rather than objective. Therefore, businesses must embed DEI into leadership, governance, and culture to ensure equitable hiring and promotion practices, challenging biases, and amplifying diverse voices. 

DEI is about ensuring real talent isn’t overlooked due to systemic biases. ABGF Managing Director and CEO Anthony Healy puts it plainly: “As another International Women’s Day approaches, I question why so many leaders choose to ignore evidence of the benefits that come from prioritising diverse, equitable and inclusive organisations.” 

He adds “At the Australian Business Growth Fund (ABGF), we see diversity for what it is—an incredible opportunity for us to construct a high-performing portfolio, drive strong shareholder returns and support the wellbeing of our employees, partners, and investee companies alike.” 

Harvard’s Robin Ely and David Thomas note that “increasing diversity does not, by itself, increase effectiveness; what matters is how an organisation harnesses diversity, and whether it’s willing to reshape its power structure.”  

Without real commitment, diversity, equity and inclusion are just checkbox exercises. Anthony adds: “Rewriting the well-worn script on diversity and combatting pervasive unconscious bias means switching off autopilot and committing to doing things differently.” 

A truly inclusive workplace fosters psychological safety, allowing diverse perspectives to surface, challenge assumptions, and avoid groupthink—ultimately leading to better decisions. As Elana explains: “Good governance and structured processes play a key role in ensuring issues are raised and dealt with, that we’ve got a consistency of approach, that we’re not building bias into our decision-making.” 

Companies like Disney and Citigroup are repositioning (or ‘reframing’) their DEI messaging to avoid political backlash, but the work continues. Businesses that grasp DEI’s long-term value know progress isn’t linear. As Holly explains: “Businesses are cyclical. You see a pendulum swing one way and it will go the other. Now it might be two steps forward, one back. In the end, we always move forward.” 

As a Jewish Australian woman and business leader, Elana has long been vocal about the importance of speaking up in sustaining momentum. “I grew up in a household where my parents truly believed in a fairer society, and they instilled in me that if you want things to get better, you have to work for it,” she reflects. “I would hate to look back at the end of my career and think, oh gosh, I wish I had said something.” 

As she reminds us: “We stand on the shoulders of those who came before us.” It’s time to continue to march forward for ourselves and the next generation.