It’s no secret that the US, with the Trump administration’s renewed focus on dismantling government-led DEI efforts, is sparking a shift among major companies.
The question for British business leaders is whether to follow suit — or whether they might regret cutting back on policies designed to foster more diverse, equitable and inclusive workplaces.
What’s clear from fresh research is that the most successful DEI strategies are those woven into a company’s core values and day-to-day operations. Treating them as an afterthought or a separate programme is where things often go wrong. Worse, cosmetic gestures can alienate those who feel left out — turning what should be a collaborative mission into a source of division.
Focus on leadership and data
Leaders and managers who actively promote inclusive thinking set the tone. This starts with the ability to coach teams, tailoring conversations to individual needs, and encouraging honest, open dialogue. Pay attention to who gets listened to in meetings and who might be talked over or overlooked. Make sure people receive credit for their ideas — and that standards apply equally, irrespective of background, role or seniority.
At the same time, track the data. Monitor who is joining your organisation, who is being promoted and whether any unconscious bias creeps into assessments. Targets and measurement still matter. Recent history shows that clear goals have driven progress on issues like gender pay gaps and women on boards.
Ditch the big gestures (or not?)
Some organisations are moving away from high-profile campaigns or ‘celebration days’, partly because these can leave some employees feeling excluded. Instead, they’re promoting inclusive culture through everyday steps that benefit everyone. This could include internal mentorship schemes, sponsorship programmes, flexible working arrangements, robust data collection, and transparent promotion policies.
Of course, there’s nothing wrong with celebrating shared experiences. Groups and networks can give employees from different backgrounds a space to connect. But, as with anything, it’s about balance. Constant fanfare without practical change won’t deliver real results.
Keep an eye on the bottom line
Ultimately, companies that nurture inclusivity are more likely to attract top talent, improve staff retention and spur innovation. If inclusivity is integral to how you do business, you’ll see better engagement and stronger overall performance. But if you treat DEI as a box-ticking exercise — or, conversely, if you drop it altogether — you risk alienating current and potential employees, undermining trust and losing your competitive edge.
For British firms pondering a similar rollback to their US counterparts, the key takeaway is simple: DEI on paper achieves little. DEI in practice, supported by genuine managerial commitment, performance targets and real accountability, can keep your workforce engaged — and keep your organisation ahead.
Paul Jones
Harvard alumni and former New York Times journalist. Editor of Business Matters for over 15 years, the UKs largest business magazine. I am also head of Capital Business Media’s automotive division working for clients such as Red Bull Racing, Honda, Aston Martin and Infiniti.