JPMorgan Chase is making a strategic shift in its diversity efforts, renaming its Diversity, Equity, and Inclusion (DEI) program to Diversity, Opportunity, and Inclusion (DOI). The change, outlined in an internal memo, swaps “equity” for “opportunity,” aligning with the bank’s emphasis on merit-based hiring and career advancement.
As part of this transition, some DEI programs will now fall under other departments, such as HR and corporate responsibility, while training initiatives will be scaled back. However, employee resource groups will remain, continuing to foster engagement, cultural recognition, education, and historical awareness, according to Chief Operating Officer Jenn Piepszak.
Piepszak explained that JPMorgan always viewed “equity” as ensuring equal opportunities, not equal outcomes. She emphasized that the revised approach better reflects the company’s commitment to reaching a broad client base, fostering an inclusive workplace, and expanding access to opportunities.
The move comes amid growing scrutiny of DEI programs. At the World Economic Forum in January, CEO Jamie Dimon strongly defended the bank’s initiatives, challenging critics with a bold “bring them on.” However, in today’s shifting political climate, many companies are reevaluating their DEI strategies. A recent Littler survey found that 53% of C-suite executives plan to scale back DEI commitments in 2025, a 15-point increase from pre-inauguration polling.
JPMorgan’s adjustments align with this broader corporate trend. In light of recent executive orders affecting DEI policies, organizations are being advised to proceed with caution rather than abandon these efforts altogether. Earlier this year, SHRM recommended companies refine their approaches to remain compliant while still fostering inclusive workplaces.
Piepszak reinforced that JPMorgan remains dedicated to fair and merit-based hiring, compensation, and promotions. The memo also made clear that the company does not use quotas or offer pay incentives tied to diversity goals. Additionally, it reaffirmed JPMorgan’s commitment to serving individuals of all backgrounds, including those with diverse political or religious beliefs.
“We’re not perfect,” Piepszak acknowledged, “but we take pride in constantly challenging ourselves, raising the bar, and welcoming feedback on how we can improve.”
JPMorgan’s shift signals a new era in corporate diversity strategies—one that balances inclusion with evolving political and business realities.
