Organizations are recognizing the potential of workforce diversity as a source of innovation more and more but empirical evidence on this connection is torn. This paper is an analysis of the role of demographic, cognitive, and experiential diversity in determining the outcome of innovations, and the role of the climate of inclusion in affecting the same. The study is a quantitative study that relies on a complete use of secondary data to draw the conclusions as a result of the theories of management of performance within a team and the sociological approach to identity and group interaction. They have collected data based on the publicly available annual reports, sustainability reports, and human-resources disclosures of ten medium and large companies operating in the technology, manufacturing, and service sectors. Diversity ratios, education diversity index, experiential diversity, inclusion rating, patents, research and development expenditures, number of new products were obtained. The relationships were analysed using descriptive statistics, correlations and simple regression equations. Findings show that there are positive relationships between cognitive and experiential diversity and innovation indicators but demographic diversity has a positive relationship with innovation only when accompanied with high inclusion scores. These results support the claim that diversity is not enough and should be followed by an inclusive climate that allows sharing the knowledge and participating in the activities equally. The research adds a fairly easy yet significant piece of evidence to the workforce diversity research, as it allows managers and researchers to gain insights into the use of diversity at work in order to be innovative.