DEI: Under Attack In America, Thriving Around The World
The political pressure on American businesses to roll back diversity, equity, and inclusion (DEI) programs continues unabated. Executive orders and public scrutiny have caused many US-based companies to roll back or abandon previous commitments. Around the world, however, DEI is thriving. Large European-headquartered companies with massive U.S. operations, like L’Oreal and BMW haven’t appeared to make any changes to their DEI programs.
To understand how businesses outside the U.S. are considering DEI in the context of the Trump administration, I spoke with Nancy Levine Stearns, journalist and founder of nonprofit project Impactivize, Karolina Adamska – Woźniak, Managing Director of FOB (Responsible Business Forum), Katja Toropainen, Founder and CEO, Inklusiiv, Manju Menon, Co-Founder & CEO, NuSocia. ·
Their message is clear: while the language, strategies, and policies may differ by region, the business case for DEI remains as strong as ever. And perhaps more importantly, global leaders are increasingly viewing DEI not as a social obligation or political risk, but as a strategic imperative that contributes to long-term business success.
“You Have No Power Here.”
Levine Stearns pointed to a recent diplomatic misstep by the Trump administration: letters sent from U.S. embassies in Europe to discourage DEI programming. The backlash from European governments, particularly France, was swift and unapologetic. “I’m reminded of what Glinda the Good Witch said to the Wicked Witch of the West: ‘You have no power here. Be gone,’” said Levine Stearns.
She also noted that major European companies including L’Oréal and BMW—with significant U.S. operations—have not retreated from their DEI commitments. In fact, the resistance to anti-DEI shareholder proposals at companies like Costco, Apple, Goldman Sachs, and Levi’s shows a counter-current of resolve. “The evidence shows that DEI—by any name—isn’t going away,” she said.
Start With Your “Why”
In Poland, a country deeply familiar with social division and polarization, Adamska-Woźniak, Managing Director of FOB, recognizes the importance of businesses depoliticizing DEI initiatives. “We separate DEI from politics and focus on the real needs of people—employees, customers, and local communities,” said Adamska-Woźniak. “DEI translates into innovation, team engagement, and better company results.”
She believes companies must evolve their messaging, using simpler, values-based language. “Instead of talking about ‘inclusiveness,’ we can talk about ‘a sense of belonging.’ Instead of ‘diversity,’ we can talk about valuing unique experiences and perspectives.” Her advice for leaders? Start with your “why.” Without an authentic reason—rooted in respect for others—DEI efforts run the risk of collapsing under political or social pressure.
Adamska-Woźniak also believes that the effectiveness of diversity activities comes from the ability to recognize real needs and barriers within each organization and in its environment and to embed DEI in core business strategy. “It can’t be a one-time project or a response to momentary pressure,” she said. “It’s a long-term commitment that requires investment—not just financial, but also personal, at the leadership level. Leaders who want to deepen DEI’s impact should be willing to talk about these topics openly, even in difficult moments, and lead by example.’
One Size Doesn’t Fit All
For Katja Toropainen, founder of Inklusiiv, a global DEI consultancy based in Finland, one of the biggest misconceptions is that DEI can be implemented the same way everywhere. “DEI in Europe looks very different from DEI in the United States,” she said. “Public conversations in the U.S. tend to be more vocal and politically charged. In Europe, the emphasis is often on social cohesion and equal opportunity.”
Toropainen believes the key is to remember that DEI shouldn’t be treated as a separate initiative. “Instead, it should be seen as a way of doing business, a way of building workplace cultures where people genuinely want to belong and contribute. For that to happen, communication around DEI needs to be practical, understandable, and clearly linked to how it affects people’s daily work and team dynamics.”
Rather than focus on top-down campaigns, Toropainen recommends investing in internal capabilities—equipping managers and teams with practical inclusion skills. “Instead of performative efforts, this approach emphasizes upskilling people to navigate multicultural, multilingual, and diverse work environments,” she explained.
Her core belief: inclusion enables diversity. “When every individual in the workplace feels accepted, valued, and recognized for who they are as individuals and professionals, the values of diversity, equity, and inclusion become much easier to embrace and act upon. Inclusion isn’t just a box to check. It’s the foundation that allows diversity to thrive.”
An Unequal Society Is A Business Risk
In India, DEI has a distinct trajectory shaped by a complex social fabric and a history of affirmative action. While public sector companies are subject to policies that ensure representation of marginalized communities, private sector DEI efforts are largely voluntary—though increasingly expected.
“American companies’ pullback on DEI has had little impact on Indian firms or other non-U.S. multinationals,” said Manju Menon, Co-Founder and CEO of CSR consultancy NuSocia. “But for the Indian arms of U.S. corporations, about 50% report they are maintaining or modifying their DEI initiatives—not ending them.”
She highlights Tech Mahindra’s LGBTQ+ policies as a standout example of progressive DEI in practice. These include: 30-day paid leave for employees undergoing sexual reassignment surgery, insurance for same sex partners, and gender neutral infrastructure.
Menon argues that DEI should not be viewed as a façade or Western export, but as a business necessity. “Companies are building products and services for the world. DEI enhances their ability to understand and serve diverse consumers,” she said. “It also fosters innovation, addresses inequality, and mitigates social risk. It is about the company expanding its ability to listen to its current and potential users/customers, creating a diversity culture and an atmosphere that drives innovation.”
“An unequal and non-equitable society is a business risk, therefore addressing them is in favour of businesses in the long run,” said Menon
DEI: An Essential Part of Doing Business
What unites these global perspectives is a shared belief that DEI is an essential and valuable part of doing business. For companies navigating U.S. political pressure, the advice from these four global authorities includes:
- Listen. “Start by listening – and, most importantly, not just to those who already believe in DEI,” said Adamska – Woźniak. “The real effectiveness of diversity activities comes from the ability to recognize real needs and barriers within the organization and in its environment.
- Ask “Why”. Toropainen suggests asking “Why is it important that employees go to work feeling safe and not having to hide who they are? Why does it matter that diverse perspectives are appreciated and taken on board? Why does it matter to have understanding and supportive team leads?”
- Connect DEI to Values, Strategy and Culture. DEI is more sustainable when it’s embedded in company culture and supported by internal capacity-building—not just statements or scorecards. And, employees and consumers will reward companies that walk the talk.
- Reframe The Language And Narrative. Reframe DEI in terms of belonging, innovation, and business performance. And use inclusive, locally resonant language.
While the future of DEI in the U.S. remains politically uncertain, global leaders are advancing diversity and inclusion because it makes them stronger. “At the moment, every DEI initiative seems like an act of courage,” said Adamska-Woźniak. “This is the moment when there is room for real leadership.”