“Diversity increases revenue, improves productivity, sparks creativity, and boosts innovation.” In my line of work, the business case for diversity is practically a mantra. As Diversity & Inclusion has gained mainstream acceptance, so too has this “business case” emerged as the centerpiece of many modern organizations’ D&I efforts. It figures prominently in keynote talks, diversity panels, and internal presentations alike. And when corporate leaders talk about D&I, the business case for diversity is always one of their talking points. This is, unfortunately, a big problem. Under its flashy exterior, “business