Advertising Age published yet another DEIBA+ perspective imploring “business leaders” to recommit to progress vs just rebranding performative rhetoric. The contrived content—from an author who appears to annually draft inclusion instructions—is devoid of original thinking. It even utilizes a clichéd royalty-free stock image.
To put a twist on the definition of insanity attributed to Albert Einstein, “Insanity is publishing the same divertorial over and over again, expecting White advertising agencies to give a shit.”
Why business leaders need to reinforce inclusion, not simply rebrand it
By Latraviette Smith-Wilson
It’s been five years since the murder of George Floyd, a moment that ignited global outrage and catalyzed a long-overdue reckoning with systemic injustice. In its wake, American businesses made bold declarations and pledged to be part of the solution.
Now, diversity, equity and inclusion has been recast as a villain in an elaborately produced drama. These performances condemn efforts to expand fairness and opportunity as harmful. They cast fairness as favoritism, inclusion as division and access and opportunity as flawed.
Data linking diverse companies to outperformance gets no spotlight. Innovation advantages from inclusive practices never make it into the program notes.
Reality versus the narrative
In Edelman’s Summer 2024 Trust Barometer, 64% of Republicans and 87% of Democrats said workplace DEI initiatives are effective in addressing racism. Most also agreed that political misuse of language undermines progress, while inclusive investment drives long-term employee loyalty across demographics.
Like any business initiative, implementation hasn’t always been perfect. Efforts reduced to checkboxes, PR stunts or reactionary statements have compromised real progress. Some training has favored mandates over dialogue, breeding resistance instead of understanding. And when metrics, while vital, eclipse culture and change management, companies miss deeper insights that drive innovation and growth. These growing pains require refinement, not a curtain call.
Some companies have responded by rebranding their efforts. JPMorgan Chase now refers to its initiatives as “Diversity, Opportunity and Inclusion.” Mayo Clinic adopted the “Office of Belonging,” and Kansas State University now uses “Office of Access and Opportunity.” Whether these and other changes reflect a strategic response to political headwinds or a necessary evolution of language, the meaning must outlast the marketing.
Semantics matter less than substance. A rebrand won’t move the needle if the commitment isn’t real. What matters is whether organizations are doing the work, embedding these principles and not just performing the part. The goal isn’t to win a language war. It’s to build organizations where fairness, opportunity and belonging are not slogans, but standards.
So, how do companies move beyond the script? For business leaders stalled in a “wait-and-see” posture, here are five ways to step back into the role:
Audit for authenticity
Revisit commitments made in 2020. What was promised? What was delivered? What is needed now? Treat this as a leadership and accountability checkpoint, not a branding exercise.
Elevate inclusive growth to the C-suite
Embed diversity, equity and inclusion into the heart of innovation, growth and talent strategies—from product development to AI governance. This lives well beyond HR and isn’t about compliance, but about competitive advantage and future readiness.
Build fluency, not scripts
Move beyond performative training to foster real cross-functional learning, dialogue and cultural competence. Leverage technology, including AI-driven insights, to understand employee sentiment, measure impact and tailor learning in personalized ways.
Make inclusion a leadership standard
Set clear expectations for inclusive behaviors at all levels, and make those expectations visible in decision-making, team dynamics and accountability structures. Tie recognition and advancement to outcomes and employee experience metrics.
Communicate with courage
Stakeholders are watching. Say where you stand, what you’ve learned, where you’re going and why. It’s about progress, not perfection; transparency builds trust.
This is a pivotal scene for corporate leaders: Will they react to the moment or define the future?
Future-focused organizations recognize that principles of inclusion and fairness, however labeled, belong at the heart of vision, culture and operations. Research shows companies with diverse teams make better decisions, drive higher revenue and attract top talent. Inclusive workplaces foster stronger employee satisfaction and retention, and environments where the best ideas rise to the top.
Consumers increasingly expect businesses to reflect their values, and companies embracing diversity, equity and inclusion are better positioned to build trust and brand loyalty. Silence is not neutrality but missed opportunity. This moment calls for business leaders to step into the role stakeholders expect: as stewards of progress, innovation and opportunity.
The 2025 Edelman Trust Barometer confirms that business leaders have a license to address societal challenges, especially where they can drive impact, improve performance, remedy problems to which they contributed and protect stakeholders. Representation and fairness align with these imperatives, giving CEOs a mandate to advance equity and inclusion as a strategic advantage.
Despite headlines suggesting widespread retreat, the reality is more nuanced and optimistic.
Littler’s 2025 survey of C-suite executives found nearly half (49%) aren’t considering rollbacks to diversity, equity and inclusion, with only 8% seriously contemplating changes. During 2024’s heightened scrutiny, 76% of organizations maintained or increased their commitments. Businesses staying the course recognize that abandoning these efforts betrays both business interests and the values that strengthen economies.
Undeterred by political disfavor, many corporate boards are doubling down.
Shareholders at Goldman Sachs, Apple, Levi’s, Costco, John Deere and Disney have recently rejected proposals to dismantle DEI programs. These votes affirm what the smartest businesses already know: Inclusion drives performance.
The business case has been made. Now, the spotlight is on the corporate community, facing its moment of reckoning. Will leaders rise to meet it?
The fifth anniversary of George Floyd’s death isn’t just a marker of time, but a mirror held to our commitments. This isn’t about yesterday’s statements or whether diversity, equity and inclusion—or its latest rebrand—will survive the current storm. It’s about whether today’s leaders will act on the values and vision they profess and lead the way forward.
Employees, consumers, communities, and shareholders are waiting—not for applause lines, but for action.
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