Diversity

Rethinking DEI: A global outlook for business and HR leaders

By Gabriela Paz Y Miño

Across the globe, organisations continue to channel time and resources into diversity, equity and inclusion (DEI) as a means of building more innovative, resilient and representative workforces. Yet, results remain inconsistent.

While some programmes succeed in shifting organisational mindsets and fostering more inclusive cultures, others fall short, struggling to produce sustained behavioural change, and in some instances, generating resistance or unintended backlash.

This uneven impact underscores a clear message for HR and business leaders: DEI cannot be a one-size-fits-all solution. It must be approached strategically, informed by local realities and business imperatives.

DEI cutbacks in the Western due to shifting priorities

Historically, Western markets—particularly the US and parts of Europe—have led the charge on DEI, aligning inclusive values with corporate responsibility and employer branding. However, that momentum has begun to wane.

In the US, political shifts under the Trump administration sparked a notable retreat from DEI, with high-profile firms such as IBM and Take-Two Interactive scaling back their commitments.

Legal challenges to affirmative action, tightening budgets and growing scepticism have all compounded the rollback.

For global companies headquartered in these markets, this shifting tide introduces new uncertainty. It also highlights the importance of context-specific strategies, rather than relying solely on imported best practices.

In contrast, the Middle East is emerging as a vibrant frontier for DEI innovation—driven not by ideology, but by necessity and ambition.

Far from being a Western import, inclusion is being embedded into national development agendas. Saudi Arabia’s Vision 2030 and the UAE’s governance and labour reforms both position DEI as integral to economic diversification and national growth.

One of the most visible shifts is the rapid rise in women’s workforce participation. In Saudi Arabia, the number of women in the labour market has more than doubled in recent years, with increasing representation in sectors such as finance, public administration and technology. These gains have been underpinned by a combination of regulatory reforms, business incentives, and evolving social attitudes.

In the UAE, requirements for female representation on corporate boards and inclusive hiring practices reflect a strategic alignment between DEI and business performance.

As the region pivots towards high-growth, knowledge-based industries like tech, tourism and finance, DEI is not merely a social goal, it is a commercial imperative.

Bridging the gap b/w policy and practices

Despite the progress, challenges persist. Cultural norms can restrict women’s and expatriates’ participation, while legal inconsistencies—particularly around maternity protections and anti-discrimination enforcement, pose hurdles for multinational firms striving to implement coherent DEI strategies.

Leadership diversity remains a significant shortfall. Without broad representation at the decision-making level, organisations risk falling into tokenism, undermining the credibility and impact of their DEI efforts. Inclusion must go beyond optics, ensuring that diverse voices are not only heard but are influential.

The “MENA paradox” illustrates this disconnect. While women across the Middle East and North Africa region now achieve equal or higher education levels compared to men, many remain sidelined from the workforce. In countries like Egypt, Jordan and Tunisia, stagnant private sector hiring and shrinking public opportunities mean that much of this qualified talent goes unused.

Where challenges exist?

The advertising and creative industries reveal additional blind spots. Female professionals often navigate the “authority paradox”—where assertiveness may be seen as abrasive, while a gentler tone leads to being overlooked.

Moreover, women are frequently steered into roles deemed “suitable,” such as client relations or beauty accounts, rather than strategic or leadership tracks. These patterns limit both career growth and industry innovation.

Two standout examples show how tailored, culturally aware DEI approaches can deliver measurable impact.

  • At Emirates, a sustained five-year leadership and mentorship initiative led to a more than 30% increase in women’s representation at senior levels. The programme’s success lies in balancing tradition with ambition—working within cultural norms while challenging outdated assumptions.
  • Saudi Aramco’s Women Empowerment Programme has boosted female workforce participation by over 50% since 2015. It combines flexible working models, clear leadership pathways and alignment with Vision 2030, offering a blueprint for how DEI can be embedded into corporate strategy.

Culture as a catalyst

Middle Eastern culture itself offers powerful assets for DEI. Values such as hospitality, community and fairness naturally support inclusive behaviours. The extended family model promotes belonging, while Islamic teachings on justice and equity offer a strong moral foundation for inclusion. Organisations that align their DEI strategies with these cultural strengths, while addressing structural barriers, are more likely to achieve lasting impact.

Research, including findings from Harvard Business Review, confirms the limits of conventional DEI training. These initiatives may raise awareness but rarely lead to substantive shifts in hiring or promotion patterns. Worse, if seen as punitive or out of sync with workplace realities, they risk alienating staff.

Progressive organisations are moving beyond surface-level interventions, embedding inclusion into day-to-day operations. This includes tailored programmes, mentorship, employee networks, transparent procedures and measurable KPIs.

Procedural fairness, ensuring that decisions are consistent, equitable and well-communicated, is emerging as a cornerstone of successful DEI execution.

With initiatives like Vision 2030 fuelling growth in non-oil sectors, businesses require diverse, agile talent. Governments are introducing reforms that promote labour market inclusion, though progress remains uneven across the region.

Multinational firms are aligning local operations with global DEI standards, encouraging regional companies to follow suit. In this environment, DEI is becoming both a competitive differentiator and a governance priority.

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Overcoming cultural and legal barriers

Cultural resistance, entrenched stereotypes and legal inconsistencies continue to complicate DEI implementation. Longstanding norms can limit women’s advancement and impede expatriate integration.

Legal protections for equity and inclusion vary significantly, making it difficult for cross-border businesses to maintain consistent standards.

Overcoming these barriers requires a nuanced, collaborative approach. Policies must be context-sensitive, and stakeholder engagement, from the C-suite to front-line teams is essential. DEI cannot be siloed; it must be a shared, organisation-wide commitment.

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