Diversity vs. Excellence: A False Trade-Off in Tech?

I recently finished reading Rebel Ideas: The Power of Diverse Thinking by Matthew Syed, and it provided something invaluable: a clear narrative on how to approach the conversation around diversity at a time when many organisations are scaling back or completely eradicating their DEI initiatives. Having built Northcoders and Counter, diversity for me has never been a tick in a box – it’s something I’ve always seen value in. But as companies globally rethink their commitments, it’s crucial to reinforce the fact (because it is a fact) that diverse teams aren’t just about representation; they drive real innovation. Syed argues that “the most powerful ideas emerge not within individuals but between them – from the exchanges and collisions that happen when different perspectives, backgrounds, and ideas rub together.” That friction, that collision – it’s messy, but it’s where innovation happens.

It got me thinking about a question I hear from CTOs and engineering leaders: Diversity vs. excellence. Do we have to choose?

It’s a fair question. The pace of change in tech is relentless, and businesses need to move fast. And while meritocracy matters, it’s important to recognise that true merit isn’t limited to a narrow set of credentials or backgrounds. There’s pressure to deliver, hit deadlines, and close skill gaps – often without the luxury of hiring full-time staff. Many leaders worry that prioritising diversity means sacrificing elite technical skills or slowing down delivery. But what if that’s the wrong way to look at it?

The Problem with Groupthink

Syed dedicates a significant portion of Rebel Ideas to the dangers of groupthink – the phenomenon where teams become so homogenous in experience and thinking that together they miss blind spots. And in tech, blind spots can be fatal.

Take the Challenger disaster. Syed outlines how NASA’s engineers had concerns about the shuttle’s O-rings, but groupthink kept them from speaking up. The result? One of the most catastrophic failures in space exploration.

Now, let’s bring this closer to home. Think of a software team where everyone has the same background – same computer science degree, same route to tech, same demographic background. They’ll likely work efficiently, but what happens when they face an unfamiliar challenge? Without diverse perspectives, they risk solving problems in predictable ways, missing creative solutions that could have been game-changers.

In The Difference, Scott Page takes this a step further, using mathematical modelling and computational simulations to show that diverse teams can outperform homogenous teams when solving complex problems. Don’t think ticking boxes, think outperforming your competition in ways they won’t see coming.

Tech’s Struggle: Diversity vs. Excellence?

The tech industry has long grappled with diversity. The sector moves at breakneck speed, and companies want top talent – often defined by rigid criteria like elite university degrees or years of experience with a specific stack.

This narrow definition of excellence can reinforce bias. So often when hiring, we prioritise “cultural fit” and often end up hiring people who think just like the rest of our team. And when everyone thinks the same, innovation stalls. Instead, we can counter this way of thinking and focus on cultural add – bringing in people who enhance and expand the team’s capabilities rather than simply fitting an existing mould.

Some of the most successful tech companies have embraced diversity as a core strength. Google, for example, has long valued cognitive diversity – bringing together engineers, designers, and social scientists to solve problems from multiple angles.  And the data supports this approach:

  • A McKinsey & Company report (Diversity Wins: How Inclusion Matters, 2020) found that companies in the top quartile for ethnic and cultural diversity on executive teams were 36% more likely to outperform their peers on profitability. They were also 1.7x more likely to be innovation leaders in their markets.
  • A Harvard Business Review study (How Diverse Leadership Teams Boost Innovation, 2018) showed that companies with above-average diversity had 19% higher innovation revenues from products launched in the past three years. 

It’s worth asking: if diversity is good enough for the companies defining the future of tech, why is it still seen as a trade-off elsewhere? We like to consider diversity and excellence as complementary. By not compromising on skill and expanding the talent pool, you end up gaining overlooked excellence. 

The Paradox of Specialisation in Software Development

Specialisation is the lifeblood of software engineering. You need deep expertise to build scalable systems, optimise performance, and ship robust products. But specialisation has a paradoxical downside—it can create silos and tunnel vision.

As Syed points out, “People with expertise are better at solving routine problems, but novices are more likely to come up with unconventional solutions.” That’s why some of the best tech teams balance deep expertise with fresh perspectives – pairing seasoned engineers with those from different backgrounds, whether that’s career changers, returners, bootcamp grads, or engineers with experience in adjacent industries.

Netflix is a prime example of getting this balance right. They actively foster cross-disciplinary collaboration, ensuring that engineers, data scientists, and product teams challenge each other’s assumptions. The result? A relentless culture of innovation.

Finding the Sweet Spot

So, do we have to choose between diversity vs. excellence? I’d argue the opposite. True excellence comes because of diversity, not in spite of it. The best engineering leaders I know aren’t just looking for raw technical ability; they’re looking for teams that can think in different ways, challenge norms, and push each other to be better.

And let’s be honest – tech leaders don’t just need teams that can ship code; they need teams that can adapt, learn, and solve complex challenges. A high-performing team isn’t one that just executes well today; it’s one that’s still relevant tomorrow.

If you’re leading a tech team, the question isn’t Should we prioritise diversity or excellence? It’s how do we build a team that delivers both? And that’s a challenge worth solving.

I’d love to hear your thoughts. Have you found ways to balance diversity and technical excellence in your teams? Drop me a message or let’s chat.

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