In recent years, the concept of diversity & inclusion has forcefully entered the strategic agenda of many companies. Inclusive slogans, internal campaigns, updated policies, and ethics committees have become visible signs of a cultural shift. But now that the initial wave of enthusiasm has subsided, it’s fair to ask whether that promise has truly been kept—or if diversity & inclusion has remained little more than a label, conveniently displayed when needed.
The reality is that in many organizations, the initial commitment has clashed with the complexity of real change. Truly integrating diversity, turning inclusion into a daily practice rather than a value statement, requires more than a motivational workshop. It demands strategy, continuous training, and the courage to rethink traditional leadership, communication, and innovation models.
Diversity & inclusion is not a passing trend
Reducing this issue to a mission statement or a social media post means trivializing a deep transformation that involves power dynamics, unconscious biases, and the real opportunities offered to employees. That’s why many companies today are asking themselves not whether they should keep talking about diversity & inclusion, but how to do so in a credible and transformative way.
Ridurre la questione a una dichiarazione di intenti o a un post sui social significa banalizzare un processo profondo, che riguarda le dinamiche di potere, i pregiudizi inconsci, le opportunità concrete offerte a chi lavora. Ecco perché molte aziende oggi si stanno interrogando non tanto sul se continuare a parlare di diversity & inclusion, ma sul come farlo in modo credibile e trasformativo.
L’innovazione ha bisogno di prospettive diverse
But to truly make diversity & inclusion work, more than a diverse group is needed. It’s essential to create the conditions where every voice is heard, every contribution is valued, and invisible barriers are removed. When designed ethically and accessibly, technology can support this process, making organizations more democratic and collaborative.
Ma per far funzionare davvero la diversity & inclusion, serve molto più di un gruppo eterogeneo. Serve creare le condizioni per cui ogni voce venga ascoltata, ogni contributo valorizzato e ogni barriera invisibile rimossa. La tecnologia, se progettata in modo etico e accessibile, può favorire questo processo, rendendo le organizzazioni più democratiche e collaborative.
La formazione è il vero motore del cambiamento
Without training, an inclusive culture cannot take root or grow over time. Cognitive biases don’t disappear on their own, and awareness cannot be improvised. eLearning can play a key role in this process by offering personalized, scalable, and engaging training pathways that help teams recognize their own biases, manage differences, and communicate more empathetically.
But for diversity & inclusion training to be effective, it must be ongoing, embedded in HR processes, supported by real-life examples, and measurable in its outcomes. Only then can companies move from simply talking about inclusion to building environments where every person feels genuinely seen, heard, and valued.
Communicating inclusion without falling into diversity washing
Communicating an inclusive identity is important—but doing so without coherence is risky. Diversity washing—the promotion of inclusive values solely for image—can be quickly recognized by clients, candidates, and stakeholders. In a digital-first world where every message is easily verified, the risk of losing trust is real.
Effective communication on diversity & inclusion doesn’t aim for perfection but transparency. Sharing the journey, the goals, the challenges, and the results in an authentic way allows organizations to create real dialogue externally while reinforcing culture internally. Only what is real can inspire and build credibility.
Rethinking doesn’t mean giving up
If many companies today are rethinking their diversity & inclusion strategies, it’s not necessarily a sign of failure. It’s a sign that we’ve entered a more mature, deeper phase—less driven by trends, more focused on real results. This isn’t about giving up on inclusion, but about going beyond symbolic gestures and making it structural.
Per farlo, occorrono leadership consapevoli, formazione di qualità, strumenti tecnologici adeguati e una comunicazione capace di creare connessioni, non solo consenso. È questo l’approccio che distingue le organizzazioni realmente inclusive da quelle che si limitano a inseguire l’onda.
