At IT Patagonia, diversity is lived and built as a team.

Inclusion cannot depend on altruism, individual empathy, or the "good economic climate" of a company. 

When diversity becomes associated with charity, social responsibility, or symbolic gestures, it loses internal legitimacy and is exposed to vulnerabilities linked to organizational "humor," among other risk factors.

From this perspective, Diversity must be supported by the business. Not because it is being commercialized, but because only business has the strength to make it sustainable and scalable. 

In IT Patagonia, This vision translates into integrating the DEI (Diversity, Equity and Inclusion) agenda into the strategy defined by the board, understanding that diverse work teams are not an "extra"., but an indispensable condition for growth.

In this article we share some key issues related to our commitment to an inclusive and diverse culture, highlighting the importance of putting it into daily practice and the role of leadership in consolidating these types of strategies.

We also analyzed the connection between diversity and purpose, and the importance of our DEI Commission in achieving these goals.

In addition, we explain Why diversity creates value and impacts results.

From discourse to management: when inclusion becomes operational

One of the keys to building an inclusive culture lies in taking the conversation about diversity off autopilot. Simply “agreeing” is not enough. 

The focus needs to be on concrete actions that last over time.

That is why The real challenge arises when inclusion gets down to the operational level., where concrete decisions are made about people, budgets, and priorities.

Building diverse work teams involves various aspects of corporate dynamics. These include:

• How are the desired profiles defined?.
• Which paths are considered valid or desirable?.
• How selection and promotion processes are designed.
• Which leadership styles are rewarded or reproduced?.

At IT Patagonia we have a clear interpretation: if these processes are not consciously reviewed, diversity remains trapped in discourse, while in practice homogeneous teams are reproduced. 

That is why our attention is primarily focused on transform management, It's not just about developing a narrative that fosters a diverse and inclusive culture. A narrative without concrete actions becomes mere window dressing.

Impact of leadership in a diverse culture

Businesses have a direct and decisive impact on people's lives. This is not a metaphor, but a concrete reality. 

Organizations decide who gets a job, who grows in their structure, who leads, how work teams are formed, and who is left out of the project.

In this context, Those who make decisions – leaders, managers, directors – have a non-delegable role., because diversity is not built solely from specialized areas, but from every daily decision.

Let us remember that not deciding is also a decision, and often this inaction reinforces existing inequalities.

Our perspective proposes actively assuming this responsibility: reviewing decisions, questioning biases, and listening to experiences. In particular, understanding that Building diverse work teams involves being uncomfortable, learning, and changing ingrained practices..

Diverse work teams and organizational culture

Diversity is not limited to the composition of teams, but runs across the organizational culture in a transversal way.

When diversity is genuine, it is felt in the work environment and can be clearly perceived in some recurring elements:

• Spaces for open and unprejudiced listening.
• Assessment of productive intergenerationality.
• Recognition of the contribution of professional experience and previous experiences.
• Each person can show themselves as they are.

Diverse teams not only improve results, they also transform the way we work.

Among the benefits they provide are the promotion of collaboration, the reduction of exclusionary competitive dynamics, and the strengthening of the sense of belonging. 

This explains why diversity is seen as part of IT Patagonia's identity, as a central aspect of our corporate DNA, and not as an isolated policy.

Diversity as a shared identity

At IT Patagonia we define ourselves as a community of diverse people, where Individual differences are not only accepted, but celebrated.

This approach has a direct impact on the building diverse work teams. 

When diversity is identity, it ceases to be experienced as an external imposition and it becomes a shared value. This enables more honest conversations, collective learning processes, and a culture more open to change.

The role of the DEI Commission in consolidating diversity 

Far from being a symbolic space, the IT Patagonia DEI Commission functions as a cultural governance device, where diversity is discussed, problematized and translated into actions.

The motivations for joining the DEI Commission are diverse: leadership, learning, personal experiences, and social commitment. 

But they all share the same conviction: diversity cannot be achieved in isolation. It requires spaces for dialogue, collective building, and concrete policies that permeate the entire organization.

From this perspective, our DEI Commission acts as a bridge between strategy and operation, helping to ensure that diverse work teams are not an exception, but a sustained practice.

At IT Patagonia we have a DEI strategy We seek to promote a genuinely diverse and inclusive culture, because we know that this diversity is what truly enriches us.

Diversity, purpose and triple impact

Another key focus is the connection between diversity and purpose. As a B Corp, we work from a triple bottom line logic: economic, social and environmental. 

In this context, diversity is not an accessory value, but an enabler of purpose.

Diverse work teams strengthen business sustainability because: 

• They expand the capacity for adaptation.
• They reduce reputational risks.
• They generate greater legitimacy in the eyes of clients, talent, and the community.

Diversity, then, does not compete with economic objectives: it enhances them.

From empathy to strategy: a paradigm shift

Perhaps the most disruptive contribution of the approach we promote at IT Patagonia is the paradigm shift we propose. It's not about appealing to empathy to "convince" decision-makers, nor about asking shareholders for altruism. 

The message is clear: we can't ask altruism to foot the bill. Inclusion needs: 

• Strategy, resources, metrics, and leadership. 
• Stay connected to the business so as not to lose momentum or be left behind when priorities change. 

This approach does not dehumanize diversity. On the contrary, It makes it more robust and transformative.

Diversity that is sustained because it creates value

The expanded analysis reveals that, at IT Patagonia, diversity is not an end in itself. It is a way of building a smarter, more humane and sustainable organization.

Diverse work teams are the result of a strategic decision, not chance..

Integrating diversity into the business model is what allows it to stop being a promise and become a real practice, with an impact on people, culture, and results. 

That, ultimately, is the message: When business drives inclusion, diversity ceases to be fragile and becomes transformative..

If you are interested in working in a work ecosystem that promotes diversity, equity and inclusion, Check out our open searches.

If you want to know How we manage diversity at IT Patagonia and the impact that these actions have on the technological solutions we offer to our clients, write to us.