Establishing Core Cultural Values

The culture war clash over diversity, equity, and inclusion will continue forever unless we can bring it from 10,000 ft in the air back down to earth. "Commitment to an inclusive culture for all?" "Marxist philosophy?" "Policies for achieving belonging?" "Wokeism?" Buzzwords against buzzwords against buzzwords, with no one the wiser as to what's actually being discussed. Rachel needs a lactation room, so we're converting a meeting room into one. Steven's going to be a dad and wants to spend time with his newborn kid, so we're expanding "maternal leave benefits" into "parental leave benefits." Andrew's a customer who has shared feedback about our product being inaccessible, so we're having him talk to the product team. Bianca helped us realize that our company's meetings are chaotic and don't make space for everyone's voice, so we're setting meeting norms. Sam worked on debiasing the hiring process at a previous role and we could benefit from that, so we're looking at standardizing our own process. Arjun shared helpful feedback about the difficulty managers face in managing their distributed teams, so we're building out more resources and structure. There is only one "ideology" present in DEI work done right, and it's shared by pretty much every pluralistic democratic society in our world: that everyone deserves dignity, respect, and opportunity regardless of the beliefs, values, needs, circumstances, experiences and perspectives we hold. That's it. The remaining 99.9% of the work is operational. How do we remove barriers to opportunity and fairness in the workplace? How do we meet people's many needs so we can bring out their potential? How do we create an environment where different people can come together and build something bigger than themselves? A great deal of that operational work ought to be done better. Diversity, equity, and inclusion work has a lot of room for improvement, and it'll take everyone's feedback and active involvement — yes, even from skeptics — to ensure that work succeeds. But to get there, we have to get our heads out of the clouds and bring the conversation back down to earth. Flowery abstractions, even if they make us feel righteous and good, will not save us. It's the mundane pragmaticism of speaking in real terms, with real people, to solve real problems, that will break through the misinformation and polarization that keeps us stuck in the status quo.

I've been reflecting on one major trend from last year that I feel will be hard to ignore in 2025: Gen Z’s relationship with brands and social media. This generation doesn’t just consume content, they drive it. And they do so with a level of authenticity and transparency that demands our attention. For Gen Z, brand loyalty isn’t built on flashy ads or influencer endorsements alone. It’s about values. It’s about knowing what the brand stands for and aligning with causes they care about: be it sustainability, inclusivity, or social justice. Here’s how I’ve been thinking about this shift as an entrepreneur: For Gen Z, being true to themselves is really important. They want brands that embrace uniqueness and support personal expression. To connect with them, we need to be authentic and offer products and messages that let them express who they really are. Social Media is the New Word of Mouth: If you’re not engaging in the conversations Gen Z is having on social media, you’re missing out. They trust their peers and online communities more than traditional advertising, and their feedback is immediate and powerful. Experience Over Projection: For this generation, it’s not just about seeing an ad but engaging with a brand in a meaningful way. Whether through personalized experiences, interactive campaigns, or exclusive content, creating a connection is more valuable than ever. Gen Z is not just shaping the future of business but is redefining what it means to build loyalty and trust. Is your brand ready for this shift?

Some of the current DEI Rollback is performative, and here is what you must know. Rolling back DEI isn’t just a political stance—it’s a business risk. These shifts aren't surprising for executive leaders, DEI professionals (past and present), and employees championing this work. Budgets have been slashed, commitments walked back, and once-public promises to equity have turned into private discomfort. But this isn’t the time to be discouraged—it’s time to focus forward. As Corey Richardson said in an insightful post, "there’s never been a time in history where building a smaller table has been profitable in the long term." Yet, many DEI rollbacks are performative. Just like in 2020, when organizations rushed to release DEI statements they had no real infrastructure to support, today, we’re seeing the opposite—PR-driven messaging about cutting DEI when, in reality, companies are simply repositioning it under different names. The reality? DEI is being rebranded to avoid political heat. So before making short-sighted decisions based on external pressures, ask: Are we leading strategically for the future or just managing optics for the moment? What You Can Do NOW ✅ Reframe the narrative. DEI has always been about strengthening workplaces, increasing innovation, and driving performance. Companies that prioritize talent strategy—not just talking points—will thrive. ✅ Prioritize sustainability over statements. The real impact isn’t in the noise but in how inclusion is embedded into employer branding, storytelling and workforce development. ✅ Lead where you are. Whether you’re shaping policy, navigating change, or frustrated by inaction—your influence matters. This work has never been about trends; it’s about transformation. ✅ Own Your Leadership Brand. In uncertainty, your personal brand is your power! How you position yourself now will determine the opportunities you attract, the influence you wield, and the impact you create. Download my Authentic Personal Branding Blueprint to craft a leadership presence that stands out: https://lnkd.in/eAF4smg9 The workforce is getting more diverse, not less. If your company is quietly reframing DEI but still investing in its principles—great. But if you're truly walking away from inclusive leadership, talent development, and cultural intelligence, understand that you’re also walking away from long-term business sustainability. Here are some articles I've written for more insights on this topic: 📌 Storytelling as Strategy: Reinventing DEI for Sustainability 📌 Beyond the Checkbox: How Bridgestone Sustains DEI 📌 Rebranding DEI: The Key to Sustaining Inclusive Workplace Culture This isn’t about politics. It’s about business longevity. The organizations that stay relevant will be the ones that focus forward. Subscribe to my Let’s Thrive Together newsletter here on LinkedIn for more insights. #DEI #leadership #workforcestrategy #personalbranding #letsthrivetogether

Google and Accenture have joined the growing list of companies scaling back their Diversity, Equity, Inclusion, and Belonging (DEIB) programs. This raises an uncomfortable question: was it all just virtue signaling? For some companies, absolutely. But in most cases, DEI wasn’t just a PR move, it was a successful business strategy (which is still different from a core value still). And under the current administration, that strategy is no longer convenient. The decisions being made now are happening under immense pressure and business realities. When a government actively pushes an anti-DEI agenda, companies, especially those with large U.S. government contracts, face a difficult reality: - Lose the contracts, lose revenue, and risk massive layoffs OR - Comply, rebrand, and protect the business and jobs. Theoretically, companies like Google and Accenture could take the financial hit. But would their shareholders allow it? Would these companies knowingly risk losing top talent to competitors who have complied to this new administration? This is where leadership is truly tested. It’s one thing to champion DEI when it's easy. It's another to uphold those principles when it actually costs something. When companies said, “It’s good for society, and it’s good for business,” what they really meant was “It’s good for business and, on top of it, good for society.” but society is not their goal & responsibility - that's the Government & Civil Society organisation to take care of (via regulations & social pressures) Instead, right now as an employee demand that corporate leaders create workplaces where opportunities are based on talent and skills, not politics. This is true DEI, without the PR, and as far as I am concerned this is still possible, if we want it. Four years of a Trump administration might feel long, but a decade of DEI progress won’t be erased overnight. At worst, this is a setback. But movements don’t die, they adapt, evolve, and return stronger.

Moving around Japan one can see a nation obsessed with quality. This can be traced back to several historical, cultural, and economic factors. - Traditional Japanese culture, influenced by Zen Buddhism, emphasizes simplicity, precision, and attention to detail. This focus on aesthetics fosters a mindset that values quality craftsmanship. - The appreciation of beauty in imperfection (Wabi - Sabi philosophy) encourages artisans to strive for high-quality, authentic work, leading to meticulous craftsmanship. - The samurai class in feudal Japan valued discipline, honor, and mastery of skills, which extended to artisans. Craftsmen were often held in high regard, and their commitment to their work established a tradition of quality. - After World War II, Japan faced the challenge of rebuilding its economy. There was a strong emphasis on quality improvement as part of industrial recovery efforts. Influential figures and practices, such as W. Edwards Deming’s statistical quality control methods, were adopted. - Japanese manufacturers, particularly in the automotive and electronics sectors, adopted innovative approaches to production such as Just-In-Time (JIT), Total Quality Management (TQM) and Total Productive Maintenance(TPM). These methods prioritize quality and efficiency, resulting in superior products. - The concept of continuous improvement (kaizen) became central to Japanese industry, encouraging workers at all levels to seek ways to enhance quality and efficiency in their tasks. - The Japanese education system emphasizes discipline and attention to detail, cultivating a workforce that values quality. - Japanese consumers have high expectations regarding quality, pushing companies to maintain and improve standards continually. This consumer culture reinforces the importance of quality in production and service. Whether it is their bullet trains (Shinkansen) which run to clockwork precision and with no fatalities due to accidents in over 60 years or packing a humble apple for sale in a super market the focus on quality is visible everywhere. For India to become a great product nation we will have to compete on cost, service, innovations and most importantly be obsessed about quality.

When you see lists celebrating companies for making changes to DEI policies, it’s easy to assume these organizations are champions of diversity, equity, and inclusion. But headlines often obscure the full picture. Take John Deere, for example. While this list might appear to signal their commitment to DEI, a closer look reveals a more complex reality. Their decision to cease sponsoring social or cultural awareness events and audit training materials reflects a troubling shift away from meaningful inclusion. Adding to this, their statement distancing the company from diversity quotas and pronoun identification shows a selective approach to DEI. This serves as an important reminder: NOT ALL DEI EFFORTS ARE CREATED EQUAL. True diversity, equity, and inclusion require an unwavering commitment to uplifting all marginalized communities—not just those whose support aligns with corporate comfort or public image. Companies don’t get to cherry-pick which groups they’ll support, leaving others—such as LGBTQIA2S+ individuals, Black and Brown communities, or people with disabilities—behind. DEI isn’t a token gesture or a PR move. It’s a pledge to create equitable spaces for everyone. So when you see these articles and images, dig deeper. Are these companies truly embodying the principles of DEI, or are they merely reacting to external pressures? Performative actions and diluted commitments aren’t enough—not when real lives and livelihoods are at stake. Rejecting anti-DEI sentiment is a start, but it’s only the beginning. What we need are organizations willing to lead with courage and advocate unapologetically for inclusion. Because when even one community is excluded or seen as “other,” we all lose. As Audre Lorde wisely said, “There is no such thing as a single-issue struggle because we do not live single-issue lives.” It’s time for companies to embrace this truth, take real action, and build a better, more inclusive future for everyone. True inclusion doesn’t allow for exceptions—when even one group is left behind, the work is incomplete.

Gen Z isn’t just asking for more flexibility at work. They’re asking for connection. And they’re hungry for it—literally. A major new global study from Compass Group and Mintel across 30,000 employees just revealed that 78% of Gen Z employees place a high value on social connection in the workplace. More than half said they would consider leaving their job if they felt lonely. What stood out most in the study wasn’t just the data—it was the role of food. Yes, food. The research shows that food is no longer just fuel at work—it’s a facilitator of belonging. From café-style coffee corners and wellness-focused cafeterias to snack stations in reading nooks and music lounges, Gen Z is demanding that the office be reimagined to encourage spontaneous interaction and meaningful connection. This hit home for me. For the past ten years, I’ve hosted hundreds of experiences that use food as a tool to bring people together. No titles, no small talk—just gratitude, storytelling, and shared humanity. And without fail, someone always says, “This is what I’ve been missing.” Gen Z is simply saying it out loud—and they’re saying it with urgency. Only 29% of Gen Z employees in unsocial workplaces feel connected to their company’s goals. Only 14% plan to stay long-term if the culture lacks real human connection. In contrast, those who take regular, intentional breaks are 52% happier than those who only stop when they’re burnt out. What’s clear is this: the companies that prioritize human connection—who create space for people to pause, gather, and be seen—will be the ones who win the future. Because this generation of employees isn’t just working for a paycheck. They’re working for purpose, people, and places where they feel like they belong. Sometimes, the most strategic thing you can do for your business is invite someone to coffee. Or better yet—dinner. Read the full study in the comments below!

How do Gen Z entrepreneurs think? I know thirty founders aged 20–28, and each of them works differently than the main narrative about entrepreneurship. This is a story about how we stand apart and what really drives us. 👇 We grew up in a world without one career path. The internet, communities, games – these were our places to learn collaboration. Instead of hierarchy and fixed contracts, we got space to experiment. And that shaped how we see organizations. 👉 Authenticity over slogans. We don’t buy into the “we are family” narrative. Relationships matter, but the foundation is clarity and honesty. You know what you do, what you get for it, and what opportunities you have to grow. 👉 Boundaries and mental health. We don’t believe in the myth “16 hours a day or nothing.” It’s not rebellion against work. It’s awareness that burnout is destructive. A leader who cannot let go is not a good example. Many of us go to therapy and recommend it openly – without shame, treating it as natural mental hygiene. 👉 Entrepreneurship as default. For many of us, building our own project is the most realistic path to fulfillment. Not every business will be a unicorn. But every idea executed gives a sense of agency and independence. In a world where traditional career paths don’t guarantee security, building something of your own becomes natural. 👉 Flexibility over rigid hierarchy. Online and asynchronous work is obvious to us. A leader is not above the team – rather moderates, sets direction, removes obstacles. All of this comes from our generation’s experience. We grew up in times of crises, pandemics, global uncertainty. We know that hard work alone doesn’t guarantee security or success. That’s why as leaders we focus on different values: authenticity, healthy boundaries, flexibility, and agency. What values of new leaders do you see strongest in your organizations? #leadership #GenZ #workculture #futureofwork #leaders

💡 Businesses That Engage With Local Communities WIN in the Long Run What do travellers really want? Authenticity. Connection. Meaningful experiences. But the reality? Many tourism businesses overlook the communities they operate in. Why local engagement matters: ❌ A hotel that only hires foreign staff misses the opportunity to empower local talent. ❌ A tour company that doesn’t work with local guides disconnects visitors from real cultural experiences. ❌ A restaurant that imports ingredients ignores the chance to support local farmers. How businesses can engage with communities while improving their brand: ✅ Hire Locally – Invest in local employees, fair wages, and career development ✅ Source Locally – Work with local farmers, artisans, and suppliers to strengthen the economy ✅ Collaborate with Local Guides & Experts – Who better to tell their story than the people who live it? ✅ Create Give-Back Opportunities – Volunteer programs, skill-sharing initiatives, or funding for local projects. The best travel experiences aren’t just about seeing places, they’re about connecting with people. How much do you value the connection with the local community? 

Woke Capitalism ..... Accountability or Overreach? In recent years, the rise of Woke Capitalism where corporations take strong stances on social, political, or environmental issues has reshaped the boardroom landscape. It is apparent that these dynamics challenge traditional governance models. On one hand, companies are rightfully expected to demonstrate values beyond profits. Consumers, investors, and employees demand clarity on issues like DEI (Diversity, Equity & Inclusion), climate action, and social justice. But where do we draw the line between authentic leadership and performative activism? And more critically, when do these initiatives conflict with fiduciary duty? Independent Directors carry the responsibility to uphold shareholder interests while safeguarding corporate reputation. Questions confronting board of directors include: ✔ Are ESG initiatives grounded in long-term value creation, or are they knee-jerk responses to societal pressure? ✔ Do public stances on polarizing issues genuinely align with the company's mission and stakeholder expectations? ✔ Are we exposing the organization to reputational, legal, or regulatory risks? 🟨 Case Studies Worth Reflecting On Disney vs. Florida's "Don't Say Gay" Bill Disney's public opposition led to political retaliation, affecting its special tax status. It reignited debates on whether corporate activism serves stakeholders or exposes vulnerabilities. Ben & Jerry's Social Justice Campaigns Known for progressive activism, Ben & Jerry's has embedded social justice into its brand. While celebrated by some, it's also faced shareholder pushback, especially after controversial statements on geopolitical issues. Legal Landscape: The ESG Backlash Several U.S. states have introduced anti-ESG legislation, penalizing companies that, in their view, prioritize social agendas over shareholder returns. As Directors, it's not about being "pro" or "anti" woke capitalism. It's about ensuring: # Every social initiative has clear alignment with long-term business strategy # Stakeholder voices , not just the loudest activist groups but inform decision-making # Transparent risk assessments precede bold public stances In the boardroom, principled pragmatism must guide how we engage with this complex era of stakeholder capitalism. Sources: Harvard Business Review: When Should Companies Speak Up? Forbes: Ben & Jerry's and Woke Capitalism Reuters: ESG Backlash Grows The Business Roundtable's 2019 Statement on Stakeholder Capitalism #CorporateGovernance #ESG #Boardrooms #Independentdirector #WokeCapitalism