(Written by David Kong)

The national conversation around DEI has shifted dramatically in recent years. Once viewed as essential to corporate culture and long-term competitiveness, many DEI initiatives are now being reduced, rebranded, or eliminated altogether. This shift has raised a critical question: Is DEI truly dead, or is it simply time to correct its course?

To answer that, we must first separate the intent of DEI from the execution that has sometimes distorted it. The core values behind DEI, fairness, equal opportunity, broader perspectives, and inclusive leadership remain vital. What has drawn criticism are approaches that rely on quotas or outcome-driven mandates, often creating resentment and unintended backlash. When promotions appear based on identity rather than merit, even unintentionally, the trust needed for DEI to succeed begins to erode.

Yet abandoning DEI entirely would ignore the long history of bias, both conscious and unconscious, that has shaped who gets visibility, who is considered “leadership material,” and who earns opportunities to rise. This reality is well-documented across industries, including hospitality.

I know this firsthand. As an immigrant, I was raised to keep my head down, work hard, and never call attention to myself. That mindset served me well in terms of discipline and drive, but it clashed with the American expectation of the charismatic, outspoken leader. In my early career, I watched colleagues with less experience move ahead simply because they fit a more familiar mold. It was painful, confusing, and often discouraging. That bias, whether intentional or unconscious, has stayed with me throughout my life. It wasn’t until later in my career that I learned how to succeed because of my strengths, rather than despite my upbringing. Over time, I found my voice, built supportive networks, and eventually became CEO.

Those experiences shaped my deep belief that talent is distributed widely, but opportunity is not. And that is precisely where DEI, when done right, adds tremendous value.

The most effective DEI is not about guaranteeing outcomes or using quotas to boost representation artificially. Instead, it is about expanding access: making sure every talented individual has the chance to develop, contribute, and compete on merit. Companies that take this approach benefit from richer perspectives, stronger team cultures, greater innovation, and better decisions because a wider array of voices is heard.

This balanced vision of DEI is gaining traction among industry leaders. I am encouraged to hear our industry leaders emphasize recalibrating DEI toward what truly works:

• Mentorship and sponsorship to expand talent pipelines
• Education on unconscious bias to improve decision-making
• Inclusive leadership behaviors that build trusted cultures
• Broadening access to stretch assignments and visibility
• Metrics that track progress—without becoming quotas

This modern, grounded approach ensures that hiring and promotion decisions remain firmly merit-based, while opportunities to qualify for those decisions are made more equitable.

The question, then, is not whether DEI is dead. It is whether we will allow the pendulum to swing to extremes, either rejecting DEI entirely or reducing it to numerical targets. The most successful organizations will reject both. They will embrace a model where inclusion clears the path, development builds capability, and merit determines advancement.

When DEI is rooted in fairness, not favoritism, and opportunity is accessible to all, it becomes a powerful competitive advantage. It strengthens culture, fuels innovation, and ensures that the very best talent rises. In that balanced center, DEI is not a divisive force but a unifying one, helping both people and organizations thrive.