By focusing on how the three pillars of our DEI strategy work in concert, we are starting to make progress.
Snap’s DEI strategy is built around three interlocking pillars: Inspiring Empathy, Redesigning Systems, and Driving Accountability. While maintaining those core principles, Snap has spent the past year focusing on essentials across the board. We learned that prioritizing DEI, especially during difficult times, requires a true paradigm shift: instead of treating DEI as one aspect of our work, we must bring a DEI lens to all our work. To make this shift, we’ve identified three key learnings that drive our strategy around empathy, systems, and accountability:
Stories have the power to change hearts, minds, and behaviors; foster empathy; and create a culture of belonging. This section considers how to engage team members who may have very different backgrounds but who all want the opportunity to do their best work in a culture where success is determined by talent, not identity.
What worked: inspiring empathy to drive intrinsic motivation and meet people where they are.
What doesn’t work: treating DEI primarily as a “check the box” exercise.
In 2022, we considered how changes to systems could drive the greatest impact. For example, instead of focusing on individual teams to promote inclusive hiring, we worked to incorporate inclusive hiring across our whole recruiting system.
What worked: prioritizing systems change over ad hoc DEI initiatives, and committing to cross-functional experimentation, such as our hiring pilot to bring more women into tech roles.
What didn’t work: bringing teams together without first engaging cross functional senior leaders to develop and operationalize joint objectives.
Accountability drives improved DEI outcomes. Like any other priority, DEI needs well-defined goals, governance systems, and data. Snap aims to support accountability for DEI at the personal, corporate, and industry level.
What worked: sharpening accountability and governance structures to drive DEI objectives, inviting the C-Suite to develop their own DEI Objectives & Key Results (OKRs) based around company-wide priorities, and establishing a clear, measurable plan facilitated by C-Suite Quarterly Business Reviews.
What didn’t work: expecting change without leadership accountability.