Inclusive by design – reaching everyone with D&I

When diversity appears to serve special interests, it can become exhausting—or open to criticism. What’s needed are integrated concepts that include all employees, including mainstream groups. Anti-discrimination remains vital, and sustainable impact requires broader, strategic approaches. Our Propelling Performance Principle provides a well-founded model that creates broad buy-in.

The whole D&I circus often misses its goal, criticises Michael Stuber, Germany’s diversity pioneer: “Too many interchangeable strategies are praised as global standards…” ManagerMagazin 01/2018

Publicity programmes or symbolic activism rarely achieve long-term effects, especially in polarised environments. Applause doesn’t equal impact—critics often remain unimpressed or even untouched.

Closing the engagement gap with relevance

Many companies experience stagnation or pushback in their DE&I efforts. Common barriers include a weak business nexus, low to no contextual fit, or missing integration into daily routines. Long-term success depends on:

• a clear business case,
• strategic anchoring in the business agenda, and
• actionable integration into leadership and workflows.

D&I must feel relevant to all—to inspire buy-in and engagement across the organisation.

Replace resistance through exclusion by progress through inclusion

Regardless of your DE&I maturity: broad involvement is now, more than ever, critical for future success. Focusing on shared values will help overcome doubts, hesitation and rejection. D&I thus becomes a tool for strategic development for all stakeholders and the organisation as a whole.

ENGINEERING D&I.

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