More story than strategy: diversity in the media
The media wants simple messages. No wonder they promote quotas, harsh statements and glamorous events. Smart, effective DE&I, however, remains underexposed.
When big names like Telekom or SAP announce something about diversity, the media pricks up its ears – and becomes a mouthpiece. Big dailies and business media start informed, journalistic writing about a topic that usually features the usual year-round popular events.
Diversity aims for positive impact for everyone. If it becomes symbolic or polemical, backlash is clearly predictable.
Ironically, the icon of differentiated journalism stood out negatively with an article about SAP’s revised diversity strategy. Surprisingly, Süddeutsche Zeitung focused more on TikTok videos than on a root-cause analysis or an assessment of the power dynamics and the truly complex situation. In this case, I could not resist writing a letter to the editor. The overall impression from mine and other published letters is that this is obviously not just about the women’s quota.
The superficial [anti] woke culture war
Seemingly, it’s about supposed achievements of the last ten years, such as women’s quotas and a colourful landscape of diversity initiatives, which are now to be taken away from ‘us’ by Trump and his ilk. Responding to this with “they are the bad guys and we are the good ones” – which, incidentally, is not what diversity textbooks prescribe – is not only ineffective, it also leaves opportunities untapped. Like reflecting the journey.
The Numbers Trap
The appeal of numbers is obvious: they are simple, comparable, easy to headline. How many women sit on blue chip management boards? What share of managers have ‘foreign’ passports? These figures not even provide valid snapshots (for lack of context). More importantly, they do not capture what truly matters: Do we have the diversity our company should have – based on our markets – and also needs to deliver on our strategic priorities (e.g. innovation, adaptability, performance).
Focusing on representation bears two risks. First, it creates a false sense of progress. If more women enter boards, one might conclude the issue is solved — regardless of whether company culture has changed. Second, it fuels polarisation. For the share of women is not only not a valid measure of diversity as a whole, it also implies men being ‘the other side’. Both is counterproductive for companies.
From Counting Heads to Leveraging Minds
In more than 400 projects in over 30 countries, I have seen a consistent pattern that is also backed by research: diversity in itself generates no automatic benefit. Differences only unleash their power when they are consciously included in an open-minded culture, and actively leveraged. Managers should not merely tolerate different backgrounds but actively invite and integrate them into decision-making, which will boost creativity, innovation capacity, customer focus – and motivation.
The Responsibility of the Media
Media outlets have a special responsibility here. They shape the narratives that influence not only public opinion but also how executives, policymakers, and employees perceive diversity. If reporting continues to focus on quotas and bizarre gestures, media inadvertently reinforce the idea that diversity is about the show.
Yet the same media could use their reach for positive impact: Talk about the practical success stories where diversity leads to innovation. Show how inclusive leadership strengthens competitiveness. And also discuss what lessons must be drawn from the journey to date – and the current situation.
From Symbolism to Strategy
For companies, the first two quarters of 2025 clearly showed: Diversity must not be a box-ticking exercise. KPIs are necessary to establish accountability, but they cannot be the endpoint. Leaders must assume ownership for diversity, embedding it in strategy, processes and cultures.
This requires courage. For it requires dealing with power dynamics, value systems, and resistance. This is where transformative potential lies, which was overlooked by the Media in recent months. Constructive, differentiated discourse.
Diversity as a Future Imperative
All of Europe faces hefty challenges: Geopolitical shifts, increasing polarisation, skills shortages. It would be suicidal in this situation to reduce diversity to quotas or pause DE&I altogether. No company or economy can afford to reduce productivity or adaptability, or limit innovation capacity or market reach.
If companies (or the Media) continue to treat diversity as an ideological PR topic, none of these benefits can be reaped. For we will stick with the current polarisation and entrenched positions.
Conclusion: Shaping the Narrative
The coverage of and letters to the editors of Süddeutsche Zeitung showed: diversity tends to be sensationalised. Numbers dominate, impact is neglected. Business, politics and the Media must now assume the responsibility to shift the narrative. Diversity must not be a self-purpose. It is a lever for value creation through participation, and for resilience through engagement. Those who make this case visible will show: “Diversity unites business and prosperity”*.
* This is also the title of a series European Diversity started to publish in June
