Lily Zheng Explores Why DEI Efforts Often Fall Short and How to Fix Them

DEI efforts are at a crossroads. New federal policies ban diversity, equity and inclusion programs within the government and among its contractors. Many companies are pulling back their DEI initiatives, hoping to avoid lawsuits and media controversy. At the same time, the systemic inequities that inspired the growth of DEI policies still persist.  

Author and DEI strategist Lily Zheng recently spoke with Jackie Ferguson, Vice President of Content, Products and Programming at The Diversity Movement, about creating real, lasting change in the workplace. Zheng's work has been featured in Harvard Business Review, New York Times, and NPR. Their groundbreaking books— “DEI Deconstructed,” “Reconstructing DEI,” and “Fixing Fairness”—lay out practical, evidence-based strategies for building inclusive and effective organizations.  

During their conversation, Zheng and Ferguson discussed what it will take to create real, measurable change in workplaces.  

Jackie: What inspired you to pursue a career focused on creating change? 

Lily: Like many in this field, my motivation came from personal experience. As a second-generation Chinese American, and as a queer and trans person, I’ve encountered exclusion and inequity firsthand. These experiences led me to study social psychology and organizational sociology, where I realized that we already know a lot about how to reduce bias and create better systems. However, there's a gap between knowledge and action. My work is about bridging that gap—taking what we know works and implementing it effectively to create workplaces that support everyone.

Jackie: Your book "DEI Deconstructed" offers a guide for systemic change. How does your approach differ from traditional DEI strategies?