Lenin wrote, “there are decades where nothing happens, and weeks where decades happen”. Right now, it feels like the world is shifting beneath our feet — not just geopolitically, but culturally, too. As borders are redrawn and alliances reshaped, ideas that once seemed unshakeable are suddenly under siege.

Against this backdrop, diversity, equity, and inclusion (DEI) programmes are being caught in the crossfire. In the United States, following President Trump’s decision to roll back DEI initiatives across government, education and business, diversity efforts have been bizarrely blamed for everything — from forest fires to aircraft disasters.

But, before assessing that impact it’s important to understand the distinction between DEI in the US and the UK.

The differences between US and UK

In the US, affirmative action policies allow — and sometimes require — organisations to take proactive steps to increase opportunities for historically disadvantaged groups. This can include preferential treatment, such as considering race as a factor when admitting students to university. These policies are now firmly under threat.

In the UK, we take a different approach. The Equality Act 2010 makes it illegal to discriminate based on protected characteristics like race, gender, disability, and religion. It allows for positive action — but crucially, not positive discrimination. In short, you can encourage and support underrepresented groups, but you can’t give someone a job or university place purely because of their background.

Is the UK communications industry cutting back on DEI?

It would be naive to dismiss the global shift entirely. Indeed, we worked with one US-led multinational last year that abandoned its inclusion efforts — and we have no desire to partner with them while that remains the case.

But has there been a wider chain reaction in the UK communications sector? In a word: no.

The employers we work with remain steadfast in their mission to create a more inclusive industry — one where everyone, regardless of background, can thrive.

Reframing or retreating?

What we are seeing, however, is a shift in language. Some organisations are reframing their inclusion efforts. Whether this reflects a genuine evolution or a quiet retreat will take time to determine.

JPMorgan’s CEO, Jamie Dimon, for instance, has doubled down on his commitment to community outreach focused on Black, Hispanic, LGBTQ+, veteran, and disabled communities. Yet the firm recently renamed its DEI efforts to DOI — replacing equity with opportunity. In one sense, this could be seen as moving closer to the UK’s positive action approach rather than the American model of affirmative action.

Labels may change. The substance must not.

The business case remains unchanged

Whatever you call it — DEI, DOI, or simply good talent management — the facts are clear: diverse teams drive better business outcomes. Smart leaders will always recognise that. Different lived experiences strengthen decision-making, fuel creativity, and lead to a happier, more productive, and more loyal workforce. When you start from that truth, navigating these conversations becomes much simpler.

The challenge ahead

While there hasn't been a mass climbdown in our industry, it’s important to acknowledge we’re starting from a low base. CIPR research found that nine out of ten PR professionals are white, even though the UK industry is largely concentrated in London, where nearly half the population are from ethnic minority backgrounds. Meanwhile, 28% of the PR workforce is privately educated — more than triple the national average.

Industry leaders have both a moral and commercial responsibility to change that.