Diversity, Equity and Inclusion: Facing the Realities, Holding Onto the Vision Diversity, Equity and Inclusion (DEI) is one of the core values of the CSCP. At first glance, it seems like the most natural fit: our team includes people born in 19 different countries, spanning generations from Baby Boomers to Gen Z, and representing a wide range of family constellations and life choices. However, deeper conversations about DEI revealed underlying tensions. Take the simple example of e-mail communication: what one colleague sees as efficient and direct, another finds abrupt or even insensitive. Similar challenges are shared by teams across industries and cultures. Diversity brings energy and fresh perspectives—but also complexity and conflict. Diverse teams often experience more initial friction and take longer to make decisions, especially when communication styles or expectations clash*. Some may feel overlooked when a woman of equal qualification gets the job or promotion. Others feel “diversity fatigue”—the sense that DEI initiatives are top-down, performative, and detract from more critical tasks.** When this happens, frustration and disengagement follow. And since recently, DEI might even complicate business opportunities in the United States. With tensions around DEI, it is tempting to question whether these initiatives are worth the effort (and risk)—and to favour what appears to be more efficient and merit-based: teams where similar backgrounds, experiences, and thinking dominate. While that might feel comfortable, tension-free, or efficient to some, is it even realistic in today’s labour market? And if it were, would it really serve us now and benefit society in the long run? The reality of Europe’s labour markets is diverse: In Germany, for example, according to Destatis 35% of employees are over 50, 29% work part-time, 26% of people living in Germany have a migration background, and 9% live with a severe disability. Attempting to recruit homogeneous teams would be practically unfeasible in industries and sectors already strained by labour shortages like healthcare, education, trades, information technology, and construction. Even in fields where homogeneous teams seem more feasible and efficient, research shows that they are more prone to groupthink and less adaptable to disruption.*** In a century defined by transformation, that is a risk we cannot afford. According to recent McKinsey studies, the business case for diversity is growing stronger every year. Inclusive workplaces, where diversity works, draw on a broader range of strengths, perspectives, and lived experiences to address challenges more creatively and make better decisions. DEI actually strengthens merit-based processes by curbing (unconscious) biases, tackling systemic barriers that have historically limited access to talent, and supporting a critical review of processes and patterns. This fosters teams that are more adaptable, resilient, productive, and better attuned to the people and communities they serve. So, going back to our CSCP example, what does this mean for us? Foremost, it means we stay on course. Embedding DEI into our organisational fabric is a process that will require navigating inevitable tensions and challenges, but that is part of the learning curve, just like any other transformation. Being honest helps: some initiatives will not land as intended. It will take energy and resources to reflect, adjust, and keep moving forward. Perhaps this attitude can also support the broader DEI discourse: recognising missteps without abandoning the mission, keeping what works, changing what doesn’t—and staying committed to progress! For further questions, please contact Britta Holzberg. * Mannix & Neale: What Differences Make a Difference? The Promise and Reality of Diverse Teams in Organizations ** The 2024 Kelly Global Re:Work Report *** BCG 2017: The Mix that Matters