Why This Conversation Matters

Some companies have chosen to remove DEI from their branding altogether, incorporating it under broader categories like talent management, leadership development, or organizational culture. But what does this mean for the future of the work itself? Does renaming DEI weaken its impact, or does it offer a strategic opportunity to embed inclusion more deeply across business functions?
These questions took center stage in Clusivity’s latest webinar, DEI Under a Different Name – A Necessary Shift? Hosted by Meera Somji (Co-Founder, Clusivity) and featuring Mabinty Esho (Head of DEIB, Comic Relief), the discussion unpacked why some organizations are rebranding their DEI efforts, what this shift signals about the state of workplace inclusion, and how practitioners can move forward without losing ground.

“The work doesn’t stop. What we’re saying is, you thought you could stop us by not allowing us to use DEI, but the joke’s on you—because we’re going to carry on doing the work, just calling it something different.” – Mabinty Esho

This recap captures the key takeaways, providing a comprehensive guide for those who missed the live session and need to understand the evolving DEI landscape.

Agenda

• The Political and Corporate Landscape: Why DEI is Being Renamed
• The Personal vs. Strategic Dilemma: Should We Adapt or Resist?
• How Companies Are Doing DEI Under a Different Name
• Implications for Nonprofits and Federally Funded Organizations
• Final Thoughts: What Comes Next?
• Key Takeaways for DEI Professionals

The Political and Corporate Landscape: Why DEI is Being Renamed

In the wake of increasing political scrutiny, particularly in the United States, many large corporations have begun to reposition their DEI functions under different names. The changes, while seemingly cosmetic, reflect a larger tension between maintaining inclusive initiatives and responding to external pressures.

Some high-profile examples include:

• Amazon shifting its DEI function to “Talent Management and Development.”
• KPMG embedding DEI within “Leadership and Culture.”
• Meta transitioning its Chief Diversity Officer role into a broader focus on “Accessibility and Engagement.”
• PepsiCo replacing its Chief DEI Officer with a role dedicated to “Engagement and Development.”

At first glance, these moves might suggest a weakening of DEI efforts. However, many practitioners argue that renaming initiatives allows the work to continue without attracting political backlash. The discussion in the webinar revolved around whether this is a strategic pivot or a dangerous compromise.

Meera Somji highlighted that the real challenge isn’t opposition to the full scope of DEI—it’s opposition to the “D,” or diversity, which has become a politically charged term. The resistance, she argued, stems from a narrow perception of diversity as being solely about race, rather than an effort to ensure representation and access for all marginalized groups.

“This isn’t a problem with DEI. This is a problem with the D. Diversity has become a loaded word, and unfortunately, that’s what’s triggering resistance.” – Meera Somji

The takeaway from this section was clear: The backlash is not necessarily against the principles of inclusion, but rather how they are framed. This distinction is crucial for organizations considering renaming their DEI work—language matters, but the underlying mission must remain intact.

The Personal vs. Strategic Dilemma: Should We Adapt or Resist?

One of the most powerful moments in the discussion came when Mabinty Esho shared her internal conflict about these changes. On one hand, as an advocate and activist, she feels strongly that DEI should not be watered down or hidden under a different name. On the other hand, as a strategist working within an organization, she recognizes that renaming DEI can be a pragmatic way to ensure its survival and effectiveness.

“Part of me says, ‘No, we won’t change. We will stand firm!’ But my professional head says, ‘Maybe we pivot—because the real goal is embedding DEI everywhere, not just in one department.’” – Mabinty Esho

This tension is something many DEI professionals are experiencing. The decision to rename DEI efforts should not be seen as a retreat, but rather as a potential shift in approach. The key is ensuring that whatever new language is used, the commitment to creating equitable, inclusive workplaces remains the same.

Organizations that choose to rename DEI functions should take steps to make sure these efforts do not become diluted. Rather than keeping DEI confined to a single department, it should be integrated into every aspect of the business—human resources, leadership development, marketing, finance, and even procurement. The shift in terminology should not mean a shift away from accountability.

How Companies Are Doing DEI Under a Different Name

Throughout the conversation, both speakers emphasized that renaming DEI is not inherently negative, as long as it strengthens the work rather than weakens it. They provided concrete examples of organizations successfully navigating this shift.

One of the biggest trends is reframing DEI initiatives in ways that make them more widely applicable and engaging across the company. Instead of introducing programs under the DEI banner, organizations are embedding inclusive practices into other areas.

Some of the most effective examples include:

• Renaming DEI Training as “Cultural Intelligence & Conflict Mediation Training,” making it relevant to leadership development and interpersonal effectiveness.
• Reframing Pay Gap Reporting as part of “Compensation and Reward Strategy,” ensuring that ethnicity and disability pay gaps are addressed alongside broader financial equity measures.
• Shifting DEI Data Collection to “Workforce Metrics & People Analytics,” focusing on retention, promotion rates, and business insights rather than simply demographic breakdowns.

At Comic Relief, Mabinty Esho described how they have introduced Cultural Intelligence as a way to engage more employees in discussions about inclusion. While some initiatives are framed in broader terms, the organization remains committed to targeted efforts around anti-racism and representation.

“We are doing both. We have something for everyone so that people can buy into an element of DEI, even if they don’t buy into the whole thing.” – Mabinty Esho

This approach acknowledges that different audiences within a company may have varying levels of comfort with DEI topics. By offering multiple entry points, organizations can engage more employees and foster a culture where inclusion is seen as a collective responsibility rather than the work of a single department.

Implications for Nonprofits and Federally Funded Organizations

One area where renaming DEI may be essential for survival is the nonprofit sector. In the United States, federal funding for DEI initiatives has been reduced, meaning organizations that depend on government contracts may need to adjust their language to secure resources while still pursuing their mission.

For these organizations, the priority is not just about branding but about sustaining the work. Meera Somji noted that while some nonprofits are renaming their DEI efforts to align with funding requirements, they are continuing the same initiatives under terms like “Cultural Competency,” “Inclusive Leadership,” or “Workforce Development.”

“If you’re in the nonprofit world, it’s about self-preservation. Call it something else, secure the funding, and keep doing the work.” – Meera Somji

The message here was clear: Adaptability is key. Whether in the private or public sector, organizations must be willing to shift their language while remaining committed to their core values.

Final Thoughts: What Comes Next?

The conversation made one thing clear—renaming DEI does not have to mean the end of DEI. The terminology may evolve, but the mission remains the same: to create workplaces that are truly equitable, inclusive, and representative of diverse experiences.

The best path forward depends on the specific context of each organization. Some will choose to keep the DEI label and stand firm. Others will find more strategic ways to embed the work into broader business functions. The most important thing is ensuring that, regardless of the name, inclusion remains a priority and a shared responsibility.

“You thought you could stop us? The joke’s on you. We’re going to keep going—just calling it something different.” – Mabinty Esho

Key Takeaways for DEI Professionals

• If your organization is renaming DEI, advocate for embedding it across all functions to maintain its impact.
• Stay adaptable—language may change, but the work must continue.
• If leadership is resistant to DEI, consider reframing initiatives under talent management, culture transformation, or leadership development.

For those looking to stay engaged in the conversation, Clusivity offers a private LinkedIn community for DEI professionals. Join our RISE:Community Here.

🎧 Watch The Full Webinar Below