The ROI (return on investment) on exceptional diversity and inclusion strategy can be staggering. Calculating D&I ROI is akin to diagnosing conditions like Kawasaki’s Syndrome and fibromyalgia. Essentially, doctors cannot directly test for these illnesses, but define their presence through a series of tests on interrelated systems and ruling out other diseases. Vague indicators like elevated white blood cells, acute pain, and the documented experience of others contribute to the final diagnosis. D&I ROI can be measured in similar indirect ways. It’s hard to measure “inclusion” directly, but you can assess the change in organizational culture by comparing organizational data, qualitative and quantitative, before, during, and after D&I intervention. Measurables include employee turnover, recruitment and retention by demographic, cost of investigating HR complaints, community and customer impact, team productivity, the list goes on. A strong D&I strategy can quantifiably influence all of these areas. You are wasting your time and money if you don’t have a clear strategy, and never bother to measure whether your D&I intervention is producing the change you seek.