Early organizations were designed to meet the needs of a homogeneous workforce  and customer base. The “one size fits all” adage worked. This made organizational  design decisions easy-and noncontroversial. Today, women make up half the  workforce, the age profile spans four generations, gender is no longer viewed as a  binary characteristic, historically under-represented racial and ethnic groups make up  an ever-larger percentage of the workforce, and individuals with disabilities are more  frequently welcomed to the workforce. The friction that arose as one-size-fits-all  norms, values, and rules met this increasingly diverse workforce and customer base  led to formal diversity management efforts decades ago, yet the numbers suggest  success has been elusive. Why is it so difficult to “manage” diversity? Is homogeneity  a benefit or the problem? Is the real issue inclusion rather than diversity? Or is lack of  equity the problem? Evidence suggests we are only beginning to appreciate how  complex the answers to these questions are. Contextual moderators, for example, may  impact how, when, where, and why diversity is a benefit. Similar ambiguity surrounds  the effectiveness of diversity and inclusion (D&I) strategies that were once considered  best practices. The result: confusion reigns, despite an explosion of juried and practical  research on equity, diversity, and inclusion (EDI). Meanwhile, organizations just want  clear answers: What should we do to achieve our EDI goals?