Fixing DEI: From Marketing Gimmick to Meaningful Change

Diversity, equity, and inclusion (DEI) initiatives seem everywhere in today's business world, and with Donald Trump's presidency, they have become more popular in public opinion, too :)

Mission statements are featured in keynote speeches and highlighted in annual reports. But behind the glossy headlines and polished presentations, one question remains: are companies making progress?

Many organisations genuinely try to do the right thing. And believe me, as an ex-LEGO? employee, it was an important topic for us, too. And it worked. More or less.

However, it often takes a wrong turn in many other companies with more corporate culture. Instead of driving real change, they invest in superficial solutions like poorly executed diversity training (think Coca-Cola’s notorious attempt at "be less white" training). Others, like Ubisoft and Bud Light, have gone overboard with tone-deaf DEI messaging or alienated customers by turning diversity into a marketing gimmick.

This tendency to confuse DEI with “queer-washing,” “gender-washing,” or “black-washing” doesn’t just fail—it sparks backlash, erodes trust, and harms both employees and brand reputations. On the political front, the conversation around DEI has become polarising. In some circles, what started as a positive movement for equality has collapsed into a battlefield where meaningful reforms are dismissed or derailed entirely.

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So, as I am on this new path in academia, I decided to stop wondering and take a more structured approach. I turned to academic research tools to find answers to the questions that had never occurred to me in my social LEGO? bubble.

What’s going on with DEI? Why are so many well-intentioned efforts missing the mark? Why has the topic of equality become so weird, and what can businesses do to fix it?

My study systematically reviewed over 37 recent diversity, equity, and inclusion studies. The goal was to uncover companies' biggest mistakes and identify patterns in both failures and successes. (By the way. Wish me luck; the paper is now waiting for approval.)

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Key insights from the research

1. Overestimating Progress

One of the most common mistakes companies make is assuming they’ve already made substantial improvements in diversity. Executives might point to increased hiring of underrepresented employees or a few new DEI initiatives as proof of success. But this creates a false sense of achievement, which slows the momentum for further improvements.

For example, many organisations push for increases in diversity without examining who holds positions of power. A diverse workforce on paper doesn’t translate to equity if most leadership roles remain overwhelmingly dominated by one demographic. This disconnect can lead to tokenism, where diverse employees feel included only in entry or mid-level positions without growth opportunities.

Research shows that smugness around progress leads to stagnation. Without measurable goals tied to leadership accountability, organisations risk stalling and missing the mark on long-term inclusion. In simple language, it is a quick fix with no real effect. Companies must recognise that diversity is not a one-time goal but an ongoing journey.

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2. Relying on Mandatory Training

Many companies believe mandatory diversity training is the silver bullet for tackling workplace bias. In reality, forced programs often lead to unintended consequences. Research highlights that employees subjected to compulsory training feel defensive, resistant, or even more rooted in their biases. It's like with kids, right? If you tell them, don’t do it, they want to do it even more.

For instance, high-profile cases like Coca-Cola’s failed training initiative show how poorly designed sessions can harm rather than help. Their “be less white” messaging sparked outrage and reinforced scepticism about DEI’s legitimacy.

The problem with many training programs is that they focus on controlling behaviour rather than encouraging personal growth and empathy. Employees feel targeted rather than supported, which leads to resistance or passive compliance. Effective programs, by contrast, emphasise cultural intelligence and foster open dialogue rather than fear-based instruction.

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3. Ignoring Structural Barriers

Leadership often overlooks the deeper, systemic barriers to inclusion, even with training programs and new policies. Issues such as biased recruitment practices (with negative and positive biases), lack of representation in leadership, and exclusionary workplace cultures prevent real progress. DEI efforts stagnate without top-down accountability and structural change.

This is where leadership buy-in becomes critical. If senior leaders see DEI as merely an HR initiative rather than a core part of business strategy, the organisation’s culture will reflect that. In these cases, all emerge in obvious and subtle forms—such as passive resistance, non-compliance with policies, and sabotaging initiatives. Employees often internalise the message that diverse efforts are temporary or performative, leading to further disengagement.

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What Can Organizations Do to Improve?

Breaking out of the DEI cycle of failure requires more than slogans and symbolic gestures like rainbow flags in social media during Pride Month. ?Organisations need a strategic, data-driven approach that targets cultural, structural, and leadership challenges. Here’s a deep dive into how your organisation can take meaningful, sustainable action.

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1. Secure Leadership Commitment

One of the biggest predictors of DEI success is visible, sustained commitment from leadership. Without executive buy-in, DEI efforts tend to be underfunded, deprioritised, or dismissed as "just another HR initiative." Leaders who merely pay lip service to diversity—without integrating it into the company’s core mission—send a message that inclusion isn’t a true priority.

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2. Plan Thoughtfully

Many organisations rush to implement DEI programs without fully understanding their current state. They want to have the checklist done. This results in wasted resources and initiatives that fail to address the real barriers employees face. Instead, organisations should adopt pre-implementation assessments, such as surveys, focus groups, and cultural audits, to identify pain points, biases, and opportunities and tackle them only after that.

For example, a company might assume that its biggest challenge is hiring diverse candidates when the issue may lie in retaining and promoting those employees already in the company. Without data to guide their efforts, companies often implement programs that address symptoms rather than cure the causes.

Pro Tip? Pre-mortem analysis! A method where teams anticipate and brainstorm potential risks before starting an initiative. That has proven to be particularly effective for avoiding costly mistakes. This approach can save time and money by identifying hidden obstacles early.

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3. Tailor Your Approach carefully

There is no "one-size-fits-all" solution to DEI! Every one of us is different, every company is different, and every society is different. ?Each organisation has its own culture, industry dynamics, and employee demographics. Cookie-cutter programs fail because they don’t reflect the lives of those on the ground.

For instance, an organisation in the tech sector may need to prioritise gender diversity in engineering roles. At the same time, a global supply chain firm might face challenges related to cross-cultural collaboration.

Research suggests that cultural intelligence (CQ)—the ability to navigate and adapt to diverse cultural contexts—is a critical success factor. Effective organisations tailor their training and policies to build CQ at all levels. This might mean providing ongoing leadership development rather than relying on annual "checkbox" training sessions.

Another big mistake is extremely doing everything. As we can see in the gaming industry, fixing gender diversity has replaced most senior developers without considering the consequences for their core customers. They can see that this “DEI as a marketing gimmick” backfires in sales. ?

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4. Measure and Adjust

A common mistake in DEI efforts is the lack of ongoing evaluation. Companies launch initiatives with fanfare but fail to measure their effectiveness—or worse, they refuse to swing when strategies fall short. Regular, data-driven reviews help organisations stay agile and ensure their efforts align with business objectives.

Measurement involves more than just counting diversity hires. Organisations must assess quantitative (e.g., representation data) and qualitative (e.g., employee feedback) indicators. For example, tracking employee retention, promotion rates, and job satisfaction among underrepresented groups can reveal whether inclusion efforts work.

For example, companies like Salesforce have adopted real-time dashboards to monitor their diversity metrics, allowing them to respond quickly to setbacks and successes.

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5. Address Systemic Issues

Superficial DEI initiatives often fail because they ignore the deeper structural barriers perpetuating inequality. Recruitment processes, for example, may be unintentionally biased toward candidates from certain schools, regions, or social networks. Promotion criteria may reward traits that align with dominant cultural norms while disadvantaging others. And not talking about so popular “positive discrimination” that does not fix anything in the end.

Organisations must fix these systems to create lasting change, making equity a core part of hiring, developing, and evaluating talent. This might involve bias training for recruiters, anonymous application reviews, and inclusive leadership development programs.

Organisations also need to tackle power dynamics within their cultures. Employees are more likely to buy into DEI initiatives when they see leaders and peers taking tangible action to reduce bias and inequity. It is not rocket science. Just lead by example.

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The Bottom Line

If companies want to move beyond performative DEI, they must shift their focus from short-term optics to long-term strategy. This requires committed leadership, thoughtful planning, tailored solutions, continuous measurement, and structural reform.

When done right, DEI isn’t just a moral imperative; it’s a business advantage. Inclusive organisations foster greater innovation, stronger team dynamics, and better decision-making. They also attract and retain top talent who want to work in environments where they feel seen, valued, and empowered to succeed.

It’s time for organisations to stop chasing quick fixes and start building cultures where diversity and inclusion are the foundation of their success. Are you ready to work hard and take your business to the next step? Believe me, it is worth it.

And by the way… organisations and companies are just small samples of larger behaviour. What does it mean? Imagine I am not talking about business; imagine I am talking about society and the world we are living in.

Your Tomas LeBrun?

Bonus! 10 Golden Action Steps:

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1.???? Make DEI goals part of leadership performance reviews and compensation incentives.

2.???? Ensure leaders participate in DEI initiatives as figureheads and active recruitment, mentorship, and decision-making participants.

3.???? Conduct DEI audits to evaluate your organisation’s starting point, including representation, employee experience, and systemic barriers.

4.???? Use post-mortem analysis to anticipate challenges and design resilient, adaptable DEI strategies.

5.???? Design DEI strategies that align with your organisation’s culture and goals.

6.???? Focus on context-specific training that enhances employees' collaboration capacity across diverse teams.

7.???? Establish key performance indicators (KPIs) for DEI efforts, including representation, turnover, and engagement metrics.

8.???? Create feedback loops where employees can share experiences and suggest improvements.

9.???? Audit recruitment, promotion, and performance review processes to eliminate biases.

10.? Implement policies that promote transparency in career advancement opportunities.