McDonald’s Shameful Retreat from DEI

McDonald’s has built its empire on the backs of Black and Brown Americans. Let’s not mince words: from the franchise operators who weathered systemic barriers to the diverse customers who have made the Big Mac a cultural icon, McDonald’s owes much of its success to communities of color. Yet, in a move that can only be described as an abdication of moral responsibility—and let’s be honest, basic business sense—McDonald’s has decided to abandon its Diversity, Equity, and Inclusion (DEI) initiatives, citing recent Supreme Court rulings on race-based programs.

Let’s call this what it is: a cowardly, pusillanimous capitulation to a cynical attack on workplace talent and inclusion. And yes, I said pusillanimous—because if there was ever a time for boldness in the face of adversity, this is it. Instead, McDonald’s has chosen the path of least resistance, throwing its hands up and declaring, “Not our problem anymore.” Shame on them.

What’s Really Happening Here?

McDonald’s isn’t walking away from DEI because it’s suddenly out of touch with business realities. Ronald McDonald and his friends are running away because of fear and greed. It’s as simple as that. By cravenly admitting to their fear of lawsuits and conservative backlash, they don’t have to explain why inclusion is not just about doing the right thing but also the smart thing. Their rationale, tying this retreat to the Supreme Court’s affirmative action rulings, is nothing more than a smokescreen. These decisions focus on educational institutions and narrowly tailored race-conscious programs, not the broader principles of inclusion and belonging.

But McDonald’s recent move goes further. The company is not just pausing or rethinking; it’s eliminating inclusion programs wholesale—programs designed to ensure that everyone, including white men and the working class, feels safe, valued, and productive. They’re abandoning surveys that measure belonging and goals that promote inclusive hiring and talent management. These are not race-exclusive tools; they’re best practices in workforce management, proven to drive engagement, innovation, and, ultimately, profitability.

Why Inclusion Still Matters

Let’s get one thing straight: inclusion is not a favor you do for marginalized groups. It’s imperative for a business to manage talent effectively and efficiently. Research has repeatedly shown that inclusive workplaces are happier workplaces, and happier workplaces are more productive and profitable. Employees who feel valued and supported are less likely to leave and more likely to innovate. Crucially for McDonald’s, inclusion management is more likely to provide the excellent customer service that keeps people coming back for those fries.

Inclusion is not about quotas or performative diversity. It’s about creating an environment where everyone—yes, including white men—feels they belong. It’s about addressing the systemic issues that have historically excluded talent based on race, gender, class, age or other identities and creating pathways for everyone to succeed. With its sprawling workforce and deep community ties, McDonald's is uniquely positioned to lead on this front. Instead, it’s choosing to retreat, leaving its employees and customers to wonder whether they matter at all.

A Legacy of Dependence on Black and Brown Communities

The irony of McDonald’s decision is almost too rich. This company has profited immensely from Black and Brown communities as a cultural touchstone and a source of critical talent. Its advertising has long courted these demographics, often emphasizing themes of family, resilience, and community. Its franchises have been a gateway to entrepreneurship for many people of color, often in neighborhoods that other corporations ignored or abandoned.

Yet now, when the fight for equity and inclusion faces backlash, McDonald’s is pulling up the drawbridge. This is a betrayal of its talent force and the communities that helped it thrive. It’s the corporate equivalent of taking the money and running, leaving behind the very people who’ve fueled its success.

DEI Needs Revamping, Not Abandonment

To be fair, DEI programs across industries do need a rethink. Too many companies have approached DEI as a box-checking exercise, focusing on optics rather than outcomes. However, the solution is not to abandon DEI altogether. It’s to reimagine it, focusing on inclusion and belonging as foundational principles. These are not just lofty ideals; they’re actionable strategies that lead to measurable results.

For example, inclusion management—ensuring that employees at all levels feel valued and supported—is not just “nice to have.” It’s a proven driver of engagement and retention. Inclusion surveys provide critical data that help companies identify and address systemic talent management issues. And setting measurable goals for inclusion and belonging ensures accountability and progress toward a talent-first workplace. These are not radical ideas; they are best practices in talent management. By walking away from them, McDonald’s signals that it values neither its talent force nor its long-term success.

The Broader Implications

McDonald’s decision follows a troubling trend of companies using the Supreme Court’s rulings as an excuse to undermine talent-first management. This is not just a failure of leadership; it’s a capitulation to a cynical effort to undermine greater belonging and prosperity for the talent force. By abandoning these programs, companies are failing their employees and risking their competitive edge in an increasingly diverse global marketplace.

Let’s be clear: the attack on DEI is not about protecting fairness or leveling the playing field. It’s about preserving the status quo. And companies like McDonald’s, by caving to this pressure, are complicit in perpetuating systemic inequities that hurt everyone, not just marginalized groups.

Shame on McDonald’s

McDonald’s has long prided itself on being a company that serves communities and provides opportunities. Its decision to abandon DEI initiatives flies in the face of that legacy. It’s a short-sighted move that prioritizes fear over courage, complacency over innovation, and exclusion over belonging.

In a world that is becoming more diverse, more interconnected, and more demanding of accountability, McDonald’s cowardly retreat is not just disappointing; it’s unacceptable. The company’s leadership should be ashamed of this pusillanimous response to a cynical attack on workplace equity. Because at the end of the day, inclusion is not just the right thing to do; it’s the smart thing to do. And McDonald’s, of all companies, should know better.