Diversity, Equity, and Inclusion are considered a central part of contemporary business strategy; however, to truly see their impact in the workplace, managers need to lead with innovation and awareness.
Recently, Diversity, Equity, and Inclusion (DEI) has been at the center of academic research and corporate policy-making. For international students and future managers, building inclusive and multicultural leadership skills is essential—not just to navigate global teams, but to drive innovation, resilience, and ethical performance. However, over the last years, DEI risks sliding into hype: a checklist exercise more concerned with appearances than with meaningful change.
DEI 101: going from buzzwords to organizational change
Diversity safeguards the integration of people with different backgrounds, skills, perspectives, and abilities, with a particular emphasis on groups that have historically faced underrepresentation and discrimination linked to their identity or disability. Equity ensures the equal treatment of all individuals within an organization, regardless of their position or unique perspectives. Lastly, inclusion ensures that all people are active participants in the organization through their respective roles.
At its core, the implementation of DEI policies ensures the comprehensive involvement of all individuals in an organization, meaning that multiple perspectives participate in the daily development of projects and decision-making.
Inclusive teams are more innovative, more resilient, and more attractive to top talent. For young managers entering the global workforce, mastering multicultural leadership is not optional—it is a competitive advantage.
The question, then, is how organizations can ensure the formation of inclusive, multicultural teams.
What real inclusive & multicultural management looks like
To form authentically inclusive teams, managers must be attuned not only to the needs of the company, the skills needed for a role, and company policy; they need to have the necessary awareness to recognize strengths and opportunities in their team members, taking into consideration assets obtained not only through academic and professional training, but also each one’s unique cultural background.
To move beyond hype, organizations must embed practices and systems that encourage equity and belonging:
- Recruitment and promotion processes that mitigate bias.
- Mentorship and sponsorship across cultural or gender lines.
- Training in intercultural communication and conflict resolution.
- Policies that balance local norms with global perspectives.
- Ongoing measurement—not just of diversity numbers, but of engagement, satisfaction, and performance.
Implementing these practices can result in both an efficient work organization and the development of a socially and culturally aware team that promotes innovative approaches to new challenges.
The role of business schools
Business schools are uniquely positioned to shape tomorrow’s leaders. By embedding inclusive and multicultural practices into teaching, pedagogy, and student life, they guarantee graduates are prepared for global challenges.
At EMLV, this commitment is visible across its international portfolio, through programs such as the Master in Management – Grande École Programme, which fosters cross-disciplinary collaboration and intercultural teamwork, and the MBA, which equips students with previous professional experience to manage across borders and cultures, utilising real-world case studies of cross-cultural leadership.
EMLV programmes implement a cross-disciplinary, market-responsive, and international approach, where students collaborate in multicultural project groups and engage with partner companies. In this way, inclusion is not just taught—it is experienced.
