Diversity and inclusion have become familiar slogans in today’s corporate world. Yet for all the messaging, branding, and social media posts, meaningful progress remains slow. Most companies continue to issue well-crafted diversity statements without taking the necessary steps to create lasting change. Behind the polished language lies a truth many employees already know: inclusion, when not actively pursued, becomes performance.

According to a 2025 report by the Global Diversity Institute, only 20% of Fortune 500 companies have significant diversity in their leadership teams. This statistic reveals a core issue — not a lack of awareness, but a lack of will. Many CEOs publicly support diversity, yet hesitate when real change demands uncomfortable choices. Employees are increasingly skeptical of efforts that look good on paper but fail to bring underrepresented voices into leadership or decision-making roles.

One major challenge is the treatment of diversity as a branding tool rather than a structural priority. Jesse Jackson, civil rights activist, underscores the critical role of inclusion in organisational growth: “Inclusion is not a matter of political correctness. It is the key to growth.”

Hiring a few individuals from marginalised communities or scheduling annual bias training is not enough. These symbolic moves may generate temporary goodwill but do not alter the policies, culture, or systems that maintain inequality. Tokenism might ease external criticism momentarily, but it creates internal frustration and distrust.

Another roadblock is the lack of accountability at the leadership level. A 2025 Corporate Leadership Council survey found that 70% of employees believe their CEOs are not doing enough to promote diversity. Without tying DEI outcomes to executive evaluations and compensation, there is little incentive for genuine transformation.

From Symbolic Gestures to Systemic Change

Transparency is another crucial piece of the puzzle. Most companies still resist sharing diversity data, which makes it nearly impossible to evaluate progress or apply pressure for change. Transparent tracking of hiring, retention, pay equity, and promotion rates across demographic groups can create accountability and momentum.

What can set a workplace apart in the inclusion space is the ability to move from symbolic gestures to systemic change. This means reevaluating hiring practices to eliminate bias, embedding DEI into strategic planning, and promoting a culture where all voices matter — not just the most senior or familiar. Leaders must not only support inclusion rhetorically but lead by example, championing diverse talent and creating space for feedback that drives continuous improvement.

Bo Young Lee, Chief Diversity & Inclusion Officer at Uber, captures this shift in ownership well: “D&I needs to be something that every single employee at the company has a stake in.”

The benefits of doing so are far from abstract. Diverse workplaces are consistently shown to be more innovative, better at problem-solving, and more resilient. With a broader range of perspectives, teams are less prone to groupthink and more equipped to see blind spots in products, services, or strategies. Whether the approach is analytical or collaborative, diversity drives richer, more creative solutions.

Pat Wadors, Chief Talent Officer at ServiceNow, emphasises the importance of understanding both shared and unique experiences among employees: “When we listen and celebrate what is both common and different, we become wiser, more inclusive, and better as an organisation.”

It’s also critical to recognise that diversity doesn’t end with race, gender, or nationality. Experiential diversity — differences in education, life background, and job function — is equally valuable. Companies dropping degree requirements in hiring, for instance, report that doing so increases socioeconomic and educational diversity. Functional diversity can be enhanced by cross-training employees and building mixed-discipline teams to stimulate innovation.

Inclusion isn’t about grand statements or quick wins. It’s about daily practices, systemic reforms, and a genuine willingness to listen and evolve. The companies that stand out in this space will be those who understand that inclusion is not a trend — it’s the foundation of a better, more effective workplace.

Why There’s So Much Talk but Little Progress

The biggest culprit is our short attention span. Inclusion is treated like a trend: public interest in DEI surged to new heights during social movements before the pandemic, only to fade once it became old news. Much of the waning interest arises from fear of discomfort. Real inclusion challenges existing power structures, and people are not comfortable pushing back once they are no longer protected by a large and vocal crowd.

Unsurprisingly, corporations which doubled down on DEI in response immediately reversed course once that social pressure was no longer present. This is the second culprit: lack of commitment. This displays itself in a lack of accountability. Few companies actually report consistently and in detail on their DEI initiatives; even fewer tie the achievement of their DEI goals to leadership KPIs. In other words, progress remains optional.

And when progress is optional, structural flaws will not be addressed. Biased hiring, pay gaps, and non-inclusive work environments will remain, because tackling them is too difficult in the absence of pressure.

The third killer of DEI progress is a "good enough" attitude. The most glaring example is when people mistake training for transformation. One-time workshops don’t create long-term culture change, yet these continue to be a preferred low-hanging fruit among companies that lack the leadership, commitment, or in the best case the resources to effect genuine change.

What Companies Must Do Differently

Any solution must address the "three killers" described above. Firstly, DEI must be kept constantly in front of people's eyes. Measuring and sharing results must be normalised, just as it is for any other important KPI. Metrics like pay equity, representation, and retention need to be tracked and reported on.

Secondly, companies must put their money where their mouths are, literally. They have to allocate real budgets for DEI initiatives and inclusive infrastructure, and they have to hold leaders accountable. And of course, leadership must have the resolve to stand fast in the face of objections that will inevitably come when they link DEI outcomes to executive bonuses and promotions.

Thirdly, people must be willing to admit that something is not in fact "good enough". They have to question why groups of employees are underrepresented in promotions, leadership roles, or other opportunities. They have to scrutinise processes from interviews to performance reviews: are these standardised, are these applied fairly and consistently, is there bias in the process that we are overlooking just because it is easier to ignore it?

This shadow work is hard and extensive compared to simple performative gestures like posting on social media or making a big deal of the occasional promotion from a marginalised community. But it will have a far greater payoff in changemaking over the long term.