Strategic Planning | Association of Corporate Counsel (ACC)

The organization’s short- and long-term plans that ensure the organization remains committed to becoming a more diverse, inclusive and equitable organization. This includes the participation of internal teams and collaboration with external partners to support strategic objectives.

Early

Initial steps under way to document DEI program objectives (e.g., draft of vision and/or mission statement)
Identify key stakeholders and process owners; gather input from the collective group
Overall accountability is unclear or inconsistent
Program is reactive based on inbound requests for support and engagement, or in response to an event
“Pockets” of support exist without a cohesive plan or alignment
Data and metrics are identified, although approach for collection and benchmarking may be nascent
Dedicated budget is non-existent; dedicated human resources are inconsistent
Absence of alignment with matrixed functions
ERGs are non-existent or informal

Intermediate

Vision, Mission statement, and objectives are created and aligned with the business objectives, and reviewed and committed to regularly
Process is established to ensure collaboration and alignment with enterprise objectives and internal (matrixed)business partners (e.g., DEI/HR team, Governance, or Operations)
Accountability, roles and responsibilities are defined
Evolving proactive engagement with external diverse organizations, associations, etc.
Leadership is engaged as strategic partners in driving the organization’s DEI program(s)
Benchmarking and internal and external data gathering becomes the norm, and consistent surveys show trends that drive actions
Strategic development is underway, and a “roadmap” is created
Budget and human resources are strategically assigned
Formal structure and process exists to engage employees through ERGs
Performance objectives for people leaders include DEI objectives

Advanced

Strategy deployment process establishes short, medium, and long-term goals and execution plans with clearly defined accountabilities
Enterprise and Legal (Law Department) DEI strategies are aligned
Mutual support exists to drive outcomes
Partnerships with key external organizations and associations have been established and support the strategic objectives
Law Department leadership would be part of the leadership team to actively drive accountability within their teams
Performance objectives for salaried professionals include DEI objectives
Refined intelligence gathering for DEI metrics tailored to the Enterprise
Budget and human resources are strategically increased year-over-year, with demonstrated results and metrics
ERGs are regularly leveraged to support talent, culture, and marketplace objectives