Diversity | Inclusion Works - and It's Time We Stopped Asking If It Does

By Aggie Yemurai Mutuma, Leadership Coach and CEO of Mahogany Inclusion Partners

It’s a question that keeps surfacing in boardrooms and HR circles: Is inclusion really worth it?

In her recent HR Most Influential podcast, Aggie Yemurai Mutuma answers with a confident yes - but not in the way you might expect. For Aggie, inclusion isn’t a “nice-to-have” or a compliance tick-box. It’s the backbone of high-performing, future-ready workplaces.

So, what did we learn? Here are the key takeaways from Aggie’s insightful conversation - straight from one of the UK’s most influential voices in leadership, equity, and culture.

After years of working across leadership, equity and culture, I still get asked: Does inclusion really work? The short answer is yes. The longer answer is: we shouldn’t still be asking.

Inclusion isn’t a cost. It’s a performance driver. And more than that, it’s a human imperative.

Whether you call it DEI, EDI or D&I - inclusion is the heartbeat of thriving organisations. When it’s missing, we see it quickly: in high turnover, poor decision-making, low morale and missed opportunities. So instead of asking if inclusion works, let’s talk about how - and why it’s time to move from intention to action.

Inclusion isn’t HR work. It’s human work.

Inclusion is often seen as HR’s responsibility. But it doesn’t sit in one team - it belongs everywhere. In leadership. In team meetings. In design and delivery.

When people say they’re scared of “getting it wrong,” they’re often leaning away from tricky inclusion conversations - race, equity, identity. But that fear usually signals something positive: “I care about people and don’t want to cause harm.”

That’s not a weakness. It’s a beautiful place to start. Inclusion strategies help us move through fear with courage and clarity - equipping us to show up better, not perfectly.

Belonging boosts performance

We’ve all felt like we don’t belong - in a new job, school, or group. And when we feel that way, we shrink. We mask. We don’t bring our best selves. The same thing happens in the workplace. If people don’t feel seen, valued or psychologically safe, they hold back - which affects performance, innovation and engagement.

When people do feel included, they thrive. They share ideas. They contribute more. That isn’t just good for people - it’s good for business. Inclusion creates the conditions for high performance and business success.

Exclusion is the real risk

Inclusion is often held to higher scrutiny than other ‘people strategies’. We don’t ask for proof that wellbeing or talent mapping “works.” But with inclusion, we want the receipts.

So, let’s flip it: Where does exclusion drive better outcomes?

Think of any people process - hiring, development, decision-making. When exclusion creeps in, we see bias, missed voices, poor culture and reputational risk. Inclusion helps prevent this. It strengthens systems, surfaces challenge, and brings in wider perspectives.

Managers are key - but they need support

People tend not to leave companies; they leave managers. That makes inclusive management non-negotiable. But it’s unfair to expect line managers to lead diverse teams well without proper support.

They need training, coaching and tools. They need to know how to lead people with different lived experiences, perspectives and needs. And that’s on the organisation - not just the individual.

Inclusion must be modelled from the top, supported from the centre, and owned by everyone and every lived experience throughout the organisation.

Inclusion isn’t just a value — it’s a driver of performance

We’ve seen the research - from McKinsey, Deloitte, CIPD and beyond - that inclusive organisations outperform on productivity, profitability and innovation. But even without the stats, the principle holds and the logic is sound:

When people feel safe, supported and valued, they show up. They contribute more, stay longer, and deliver better results - for clients, teams and the business.

Inclusion isn’t fluff. It’s a business strategy. So, here’s the question I pose to every leader:
If you’re not embedding inclusion - what exactly are you building instead?

The future of inclusion is infused

Inclusion isn’t a side project. It should be infused into everything - recruitment, onboarding, team dynamics, product design, customer experience, and everything in between.

That doesn’t mean it happens overnight. But it does mean starting today. With honest questions. With practical steps. With a shift from words to action.

My vision? That one day, inclusion is so woven into the fabric of how we work that I’m no longer needed to remind people of its importance.

We’re not there yet. But every conscious step - every shift in behaviour, policy or mindset - moves us closer.

Seeking guidance on inclusive leadership?

Connect with me on LinkedIn for regular reflections, coaching tips, and resources to support your growth as an inclusive leader.

Connect with Aggie