Meta and Amazon have recently announced plans to scale back their diversity initiatives.
Meta released a memo to its employees, first reported by Axios, to confirm it was ditching its DEI focus due to a “shifting legal and policy landscape”. This announcement came shortly after Meta revealed it was scrapping its independent fact-checking programme on Facebook and Instagram, which was previously criticised by President-elect Donald Trump and fellow Republicans.
A month earlier, Amazon had sent a memo to employees stating that it was “winding down outdated programs and materials” related to equity and inclusion.
Meta and Amazon are not acting in isolation. These tech giants are joining a growing number of large US organisations, such as Walmart and McDonalds, retreating from corporate DEI programmes since Trump (who is highly critical of diversity policies) won re-election.
Not all US businesses are following suit in this DEI rollback, though. Bucking the trend, Apple’s board has asked its investors to vote against a proposal to end its DEI efforts. And perhaps we shall see other organisations taking a stand in the weeks to come.
Amid all this, business leaders and HR professionals are left wondering what the trend means for workplace diversity and progress towards building inclusive cultures. Will tech giants reap rewards from this retreat or will DEI evolve and regain corporate commitment?
The decision to rollback on DEI programmes among the likes of Meta and Amazon may be interpreted as the end of the corporate quest for building diverse and inclusive workplaces.
Meta’s move may backfire
“Meta’s actions are bandwagon chasing and deeply disappointing. Inclusion isn’t a woke fad, it’s the best way to get the most from our teams,” says Bruce Daisley, Workplace culture consultant and ex-Twitter VP.
He comments that Zuckerberg’s strategy of pandering to Trump is unlikely to go to plan for Meta’s boss. “The first Trump administration was characterised by the population responding to spite-filled politics (the attempted Muslim ban or the ban on transgender military personnel for example) by becoming more vocal and active. The #MeToo and #BLM movements rose up as a response to prejudice and injustice,” says Daisley.
He adds: “It’s reasonable to expect some degree of political discord with the new administration. Within months Zuckerberg’s actions will probably seem even more out of step with the way that employees – and prospective recruits – are feeling.”
This knee-jerk reaction lacks offsetting plans
The decision of big firms to retreat on diversity plans could also be interpreted by stakeholders as impulsive, with little consideration offered on alternative approaches.
“These companies seem to have more to say about what they are rolling back than on what they intend to put in.” says Dr Tom Calvard, Co-Chair of equality and diversity committee group at University of Edinburgh Business School.
“This could be perceived as more of a knee-jerk response and signalling a relative lack of DEI commitment overall. Stakeholders would surely be better served by more transparent, evidence-based and democratic decision-making which discloses how rollbacks will be offset by investments in robust and effective governance, strategic plans, and HR initiatives and practices,” says Calvard. He adds: “Pessimistic parallels could also be drawn with the failure of big companies to engage enough with climate change and green business.”
Quick-fix DEI plans lack return on investment
Aside from political influence on DEI rollbacks, lack of return on investment could be another factor contributing to the trending retreat.
Following events like the #MeToo and #BLM movements, and the tragedies involving George Floyd and Sarah Everard, organisations prioritised diversity, notes Shakil Butt, HR specialist and D&I consultant. “This led to a plethora of DEI roles being created and filled with individuals often lacking experience, as well as quick-fix initiatives being funded in an attempt to be seen to be doing something.”
These often superficial initiatives focused on attracting diverse talent and raising awareness and understanding in overt, tokenistic ways – essentially DEI-washing – without fostering true inclusion and belonging.
“This meant the return on investment was missing for senior leaders who after investing could not see the added value; how it impacted retention or better served their customers or service users,” says Butt.
Turning DEI barriers into opportunities
This widespread DEI wind-down among US firms may feel like a significant step back for workplace diversity and inclusion. But some inclusion experts view these turning tides as an opportunity for both individuals to take a stand and organisations to evolve their approach.
Rather than isolated DEI initiatives, Lockwood believes progressive organisations will take a more holistic approach, embedding it into broader wellbeing strategies.
Leveraging individual influence
As customers and employees, we have the power to influence the actions and decisions of organisations. “It’s crucial to recognise and support organisations genuinely dedicated to building diverse and equitable workplaces, where inclusion is embedded in their values and actions,” says Jenny Garrett OBE, author and executive coach committed to advancing DEI and social mobility.
“We must leverage our influence as consumers and employees, aligning ourselves with companies that champion true representation. Voting with our feet and wallets sends a powerful message, holding corporations accountable and driving meaningful change.”
Changing the language
Another opportunity Garrett sees is to change the language used when discussing inclusion-related issues. “Perhaps ‘DEI’ has become a politicised buzzword,” says Garrett. “This is a chance to reframe the conversation, finding language that resonates with all stakeholders and fosters genuine buy-in.”
Atif Choudhury, CEO & Co-Founder of Diversity and Ability, agrees the language needs to shift, alongside greater focus on intersectionality: “We need new definitions for DEI, with initiatives that are built on a foundation of intersectionality, positioning businesses for success over those who abandoned doing the right thing when it was easy to do so.”
Pivoting to longer-term strategies
Choudhury also emphasises the need for organisations to incorporate longer-term considerations into decision-making.
“We should aim for initiatives that truly unite and deliver lasting impact. We must remember diversity is about counting people, inclusion is about making people count,” says Choudhury.
“Think beyond the short term; scaling back now risks losing progress, trust, and talent,” he adds.
DEI isn’t dead – it’s evolving
The decision to rollback on DEI programmes among the likes of Meta and Amazon may be interpreted as the end of the corporate quest for building diverse and inclusive workplaces. But Joanne Lockwood, inclusive culture expert, is confident it will live on: “The fight for equity will continue because it’s not just a moral responsibility but a driver of business success.”
“DEI isn’t dead – it’s simply evolving,” Lockwood states.
What does this evolution look like in practice?
Rather than isolated DEI initiatives, Lockwood believes progressive organisations will take a more holistic approach, embedding it into broader wellbeing strategies.
“Inclusive workplaces don’t just happen because of a title or initiative; they are sustained through leadership, allyship, and accountability. The focus must shift to actions that foster psychological safety, equitable opportunity, and authentic connection across the workplace.”
