It doesn’t seem five minutes since DEI (diversity, equity and inclusion) was at the top of every brand agenda. After a slow build-up, in 2020 brands scrambled to hire chief diversity officers, re-evaluated casting decisions, used their social feeds to demonstrate allyship. Perhaps to attenuate the performance challenges during the pandemic, many large businesses made DEI a core pillar of their strategy, buoyed by the evidence of the likes of McKinsey that what was good for the world was also good for business.

In 2025, just as quickly as DEI reached this tipping point, it was ‘cancelled’. Except for Apple and a few other notable brands, the silence from businesses hitherto so vocal has been deafening. Indeed, looking at the big tech platforms, it is clear that self-interest trumps integrity.

Though many brands are quietly getting on with the work, many more have deprioritised DEI, scaled back or shelved their commitments in the face of backlash, economic uncertainty and fatigue. Though many impassioned individuals have continued despite corporate malaise, it’s clear at this point in the culture war who is winning.

Ethnicity pay gap: Brands urged to ‘stop paying lip service to diversity’

DEI remains business-critical

In such a polarised world, where so many corporations have the jitters and may have have been acting for the wrong reasons, marketers have a role to play in reminding us all why DEI matters to our brands, our teams and most importantly our consumers.  DEI will be non-negotiable for the next generation of consumers or employees.

If you are on the fence in the moral argument, let’s remind ourselves why it is a business imperative – it improves creativity, and builds trust and connection with audiences. McKinsey’s work continues to show that more diverse companies outperform those with lower gender and ethnicity diversity in terms of profitability. Kantar’s research shows that campaigns which authentically reflect the experiences of diverse audiences resonate more deeply without causing undue alienation.

Young adult consumers are savvy – they smell inauthenticity a mile away and quietly stay away. When brands shy away from DEI, they may avoid unwanted controversy, but at the same time they allow their brands to go stale.

McKinsey’s work continues to show that more diverse companies outperform those with lower gender and ethnicity diversity in terms of profitability.

Meeting recently with a diverse set of US consumers navigating what they saw as the pros and cons of what was happening there, one comment stood out for me: “The work will go on; maybe quietly, but it will go on.”

And so it is with brands – Ben & Jerry’s has not flinched from its commitment to social justice, even being prepared to engage in dispute with its owner. Sephora continues to tackle racial bias with its ’15 Percent Pledge’ promoting Black-owned brands. Lego has quietly incorporated inclusive representation by introducing characters with disabilities and neurodivergent traits. They do it authentically without seeking attention or causing outrage.

It’s easy in contrast to get it wrong: performative actions such as a rainbow logo for pride month, not supported with meaningful internal change; one-off campaigns versus quiet commitment over time; not doing the work with your internal teams and agencies to ensure a diverse cast creates the work; tokenism – showing diversity at a purely surface level.

The future of marketing is inclusive, not because it’s current, but because it’s necessary

How to realign around DEI

In these difficult times, if a brand genuinely wants to include the broadest audience, it must recommit to DEI strategically, and to align internal actions to external ones seen by consumers. This means inclusion should be hard-wired into brand strategy.

1. Capture it as a brand belief, value or behaviour

Be clear on who your audience is and ensure they are represented in decisions. Retrain your team on the freely available toolkits and audit your last few years’ work. Who is present? How are they portrayed? Who was behind the scenes?

2. Hire diverse perspectives

It’s far easier to hire a team with a reassuringly familiar pedigree of education and work experience. It’s far harder to hire from different circles and create a culture which increases creativity by harnessing those viewpoints. Set KPIs for your team and your agencies, and consider agencies and freelancers who break the mould.

3. Prepare for dissent

When creating work you feel may be controversial assess the risks using external expertise and create a plan to tackle criticism. Know when to stand your ground, but also when to listen, show humility and adapt.

Has work consistent with the brand and relevant to its audience ever been ‘cancelled’? There are only a handful of case studies of brands suffering significantly due to DEI, and the learnings are consistent: it comes from superficial or trend-based campaigns, straying too far from the brand’s core message or audience; flip-flopping; insensitive tone; and a lack of congruency between internal behaviour and external messaging. Inauthenticity is the thing to be wary of, not controversy.

4. Measure it

Understand how your brand performs across broad groups and use creative development techniques that include DEI measures. Understand the make-up of your team and agencies, and be transparent about where you stand and the progress you make against your targets.

The need for courage

In the face of so much uncertainty and political backlash, it’s tempting for brands to play it safe. However, if you want to develop the next generation of marketing talent; to develop a brand which is enduringly relevant, set up for future growth and plays a small but positive role in shaping culture; then you must find your brand’s natural and inclusive voice.

It will take a bit of courage, but then again it always has for change to happen. Marketers have a choice – to let this agenda slide, or to keep showing up and getting better at sympathetically and effectively making work which connects both broadly and deeply.