Each of us possesses a wide range of talents, passions and insights that an organization can utilize in order to create products and services for an equally diverse world of clients, customers, and consumers. Companies are not simply accepting diversity in the organization; they are encouraging it and embracing it. But then what? Who defines the universe of their operation that will unleash the potential embodied in the diversity of the individuals?

Is diversity part of the fabric of your company? Does your company honestly have a cultural quilt, or does it have a bland blanket on which you periodically have Diversity Day, with a luncheon or dinner featuring the foods and customs of various cultures? You may go even farther and bring in a guest speaker to point out the characteristics and unique qualities of a particular group. At some point in the maturing process of the diversity programs the question needs to be asked, "Are we still talking the talk or have we begun to walk the walk?"

It is very easy for Diversity Councils to focus their attention and priorities on their internal organization and the various Affinity Groups. In the formative days, that is recommended because there is much to do and little time to do it. There are many Affinity Groups that must be formed and nurtured. Plans and Goals must be established for each and then they must put the plans into action. When all of that hard work begins to bear fruit, the teams will develop a sense of pride and satisfaction about the success of their efforts. Like Paul Revere, now is the time to ride and spread the word about what the groups have done and where they plan to take the diversity programs. What is the next challenge? What is the next frontier?

In transmitting their message, diversity groups usually do it in a team fashion. Either an Affinity Group or the Diversity Council will establish programs, organize events and solicit support for their mission. In most cases the objective is for the Diversity Council to exert its influence on the executive team and to educate all of the people on the corporate team. Based on these actions and priorities, the view of the diversity organizations, and its individual members is that their primary focus and identity is that of Diversity. Maybe it is time to expand on that image and identity.

Who amongst us does not aspire to make contributions to the team, the organization and the corporation? Not only do we want to contribute, we would like to get the sense of satisfaction in seeing that our efforts have made unique and significant contributions. If you accomplish that, you will be an asset, in every sense of the word.

Assuming that it is valuable to move diversity from a program to an asset, it is prudent to define what that means. An asset is...something that has value, or provides an advantage. Assets constitute the resources of the business.

If diversity is not an asset, what else could it be...a program, an initiative, an expense? In the difficult and challenging business environment that corporations are currently experiencing it is important that all resources be leveraged to their maximum. It is also critical that all resources/assets be of tactical and strategic value and impact. Tactical resources will produce results in the near term, while strategic assets will position the company for future, sustainable success. In many cases, an asset is classified as either tactical or strategic and is measured by a different set of criteria. It is possible for a particular asset to be defined as tactical and strategic, but the asset will need to withstand the rigors of passing two different measurement standards.

One of the most profound statements on diversity came from a group of former leaders of the United States military, filing a brief with the Supreme Court in support of the University of Michigan Law School. The brief argued that a diverse officer corps is essential to national security(1). In essence, they have deemed diversity to be a critical asset. Obviously, if the military leaders have determined that diversity is an asset, they do not want it eliminated. Assets should be increased and their value maximized.

The position taken by the former members of the military's Joint Chiefs of Staff may set a precedent for other leaders. University Presidents and corporate CEOs may follow their lead and make similar pronouncements. That would prove to be a significant event in the evolution of diversity's journey from program to asset. Diversity groups, Diversity leaders and Diversity Councils have no need to wait for this sea change to take place. Each of them should take responsibility for the Destiny of Diversity. Diversity is an asset. Declare it so!

The Destiny of Diversity Declaration is not synonymous with declaring victory in battle while the battle is still being waged. In the case of diversity, it is critical to define the criterion that allows such a proclamation to be made. In specific and measurable terms, define its "value; advantage". Make sure that diversity can meet the definition of "constituting the resources of the business."

This asset declaration is not a signal that the battle has been won. Rather it is a declaration that;

• Groups are ready to be viewed as an asset.
• Diversity is prepared to impact corporate objectives and priorities
• Diversity groups are capable of leveraging their strength and influence
• Diversity will be measured by asset-oriented criterion
• Executives will invest in diversity, commensurate with contribution
• Diversity will demonstrate tactical and strategic value.
• Organizational structures will adapt to maximize diversity's asset impact
• Executives will utilize asset allocation for the benefit of the individual and the corporation.

Once it has been declared that diversity is an asset, the corporate dynamics should change considerably. If diversity is considered to be an asset, there will be an expectation of measurable value, impact and competitive advantage. Those in positions of Operational, Financial and Strategic responsibility will need to work with the diversity teams to define the methods and measurement for leveraging this asset.

Instead of viewing the movement of these disciplines into the diversity groups, it is more significant to focus on the infusion of the diversity groups into the operational fabric of the corporation. This is where the true impact of diversity will be demonstrated and felt. As with the military, diversity might now be seen as "essential".