O rganisations across the world have placed a firm focus on DEI; however, nurturing truly inclusive workplaces will not happen simply as the result of a diversity strategy or roadmap. That’s because inclusion is experienced in our day-to-day interactions with others – both our colleagues and our leaders. This means that each of us must see ourselves as key enablers of inclusive workplaces; ones where everyone is valued, respected, appreciated and feels a sense of belonging. To achieve this, we need to practise frequent and consistent allyship behaviours. This is especially important for leaders, who have a responsibility to set the precedent and become role models of inclusive behaviour in their institutions. They must become active allies. Allyship & inclusive leadership Within the context of DEI, an ally refers to “a person who is not a member of a marginalised or mistreated group, but who expresses or gives support to that
While many institutions have placed diversity, equity and inclusion (DEI) at the heart of their agendas, formal strategies alone cannot nurture a truly inclusive environment. Instead, regular acts of allyship must be embedded into everyday practice, contends Poornima Luthra at Imperial Business School Aiming for active allyship
32 Business Impact • ISSUE 3 • 2026
Made with FlippingBook - Share PDF online