Request a proposal
yFechar menu
Haven’t found what you were looking for?

Search...

Executive trends: diversity

How to think about diversity today?

Layoffs in DE&I teams at big techs do not signify a weakening of the agenda but suggest the need for new approaches.

 

“Microsoft lays off its diversity team.” This headline made waves worldwide, sparking a mix of shock and concern. Not necessarily because of the novelty of the news (other big techs had also made cuts in this area), but because Microsoft has long been a beacon of diversity, equity, and inclusion (DE&I). For instance, the company’s Brazilian headquarters, in a predominantly male sector, boasts over 70% women in leadership roles.

Since Microsoft’s policies inspire trends across various market segments, it’s essential to analyze this movement closely. In a public statement, Microsoft explained that most of its DE&I team remains within the Talent, Development, Diversity, and Inclusion division and that the two positions discontinued were duplicates. According to spokesperson Jeff Jones, the company’s commitment to DE&I remains unchanged, and diversity projects have not been terminated but reorganized. As the company progresses, its diversity practices become routine, and new paths need to be charted. This clarification raises a new warning: diversity today cannot be approached as it was in 2020.

Rosane Santos is CSO at Samarco.

New Paths for DE&I

Denise Hills, corporate advisor and global pioneer of the United Nations Sustainable Development Goals (SDGs), recalls a post-pandemic boom in ESG, diversity, and inclusion practices. However, following this euphoria, companies—particularly in the U.S., like Microsoft—are now grappling with the repercussions of rapid growth and reevaluating their DE&I models. That said, claiming they are abandoning diversity policies is premature. A broader perspective reveals that in Europe, for instance, social responsibility, environmental, and governance practices remain robust and, in many cases, are intensifying.

From a Brazilian perspective, Hills does not see a weakening of the agenda. “Reversing on diversity and ESG themes is not optional. Companies listed on the B3 stock exchange must have diverse boards and management, or they must explain themselves to the market. Compliance with legislation is the bare minimum. Companies will need to do more—because the risk of doing nothing is much greater,” she emphasizes.

According to Hills, merely adopting a successful ESG model and replicating it is no longer sufficient. It must be aligned with the strategy and needs of each business. “Companies must ask themselves: Who are our products and services for? Where do we operate? Where do we source our raw materials? Who do we interact with? For instance, Natura’s consumers are predominantly women, and the company has 52% women in top leadership. Itaú has over 100 million clients in Brazil, so it needs to reflect this diversity in its services. It’s more than DE&I—it’s a business survival issue.”

Denise Hills is corporate advisor.

Denise Hills is corporate advisor.

For leaders navigating diversity, she advises: Before anything else, understand and assess the company’s current situation. “Acknowledge that bias exists, that unconscious prejudices are a reality, deeply rooted in our culture and history. Be clear and accountable, avoiding sugarcoating or minimizing problems. Only then can we adequately address the situation and publicly commit to change through concrete plans, goals, and timelines.”

Rosane Santos, Chief Sustainability Officer (CSO) at Samarco, adds that there is still a lack of understanding that DE&I is not a “special agenda” or a topic that can simply be tied to corporate goals. “We are facing a much more serious social issue. What’s missing is awareness and a real commitment to transform a social context. Think about it: we’re talking about national mobilization and awareness of the need to include the majority of the population. And here lies the problem: if we need to include, provide access, and integrate the majority of the population into the system, it proves that the current system is exclusionary. Addressing this issue still makes us uncomfortable—sometimes ashamed, other times, invoking solidarity. But unfortunately, these feelings alone are not enough for the profound societal transformation we need.”

A Narrow Organizational Perspective

Santos notes that organizations still hold a very fragmented view on the subject. The goal of diversity and inclusion programs and targets is to systematize the inclusion process, accelerate progress, and individually demonstrate an organization’s commitment and approach to addressing the issue throughout its hierarchy and across timeframes. It’s also important to note that this topic is primarily addressed by large organizations and some medium-sized ones; however, the majority of the population works in informal or small businesses. This means that even the most serious inclusion efforts remain granular and dispersed when considering the country’s broader needs.

Carolina Coelho is Senior Head of HR Business Partner at Aegea.

Carolina Coelho is senior head of HR business partner at Aegea.

Carolina Coelho, a member of Forbes BLK and Senior Head of HR Business Partner at Aegea, sees progress in diagnosing and understanding the existing disparities, “but the pace at which strategies are being implemented, in both the public and private spheres, is still far from what it should be. The numbers are alarming: less than 5% of CEO positions are held by women. Despite optimism and engagement in the cause, I believe that changing this scenario will still take years. Even with good practices in the private sector, without proper legislation, mandates, and enforcement, it will be hard to advance.”

Aligning Theory with Practice

Rafael Botelho, an ESG executive with extensive experience in inclusive business, agrees that there is a shift in DE&I strategy but far from a weakening of the agenda. “We know that dismantling diversity teams is a strategic mistake since they are fundamental to business innovation. The major challenge—and the reason a shift in approach is necessary—is aligning theory with practice. Diversity should be a daily exercise, applied practically, starting from the job opening process, through promotion policies, to the composition of top leadership. It needs to be a fixed agenda across departments—from HR to finance, operations, sales, and executive leadership.”

Education to Understand Brazil

Carolina Coelho emphasizes the importance of companies investing in education—both literal education to accelerate career growth and access to power for marginalized groups, and education to help executives understand Brazil. “Black people often don’t ascend or gain access to organizations purely due to prejudice. Prejudice in its broadest sense. There’s the obvious racial aspect, but also because they differ from the standards established by organizations and society. They see the world differently, as they are exposed to numerous challenges and difficulties from a young age. This difference makes them not just unknown but perceived as a problem—creating discomfort. As a society, we still don’t know how to handle difficult conversations or conflict. And there’s nothing more powerful than individuals who view life and business differently than we do.”

Inclusion Means Distributing Power

Coelho also highlights the necessity of broadening access to power. “There’s no inclusion without power distribution. Those in charge tend to share decisions with similar people. We need members of marginalized groups to be part of strategy—not just operations or lower-tier leadership. We know that effective examples lead by pulling others along. Culture is what we live and practice, not what’s written on the company walls or dashboards.”

“Why don’t we, as executives, strive for a broader worldview, incorporating diverse perspectives? Genuine, active listening will greatly contribute to diversity, ultimately creating a more equitable world,” she adds.

Monetizing the Power of Diversity

Rafael Botelho is an ESG Executive.

Rafael Botelho é executivo de ESG.

According to a Boston Consulting Group study, companies with diverse leadership generate, on average, 19% more innovation revenue, says Botelho. “The challenge is making this practical. If I aim to be a DE&I-driven company, why, when looking to hire People with Disabilities (PWD), do I only consider meeting the legal minimum quota? Why not aim to bring in leaders with disabilities? Why do we predominantly hire PWDs for assistant or analyst roles? This is one example of how practical change can occur. Of course, we can discuss other issues, such as ethnic-racial diversity, 50+, women, and LGBTQIA+, to name a few.”

For Botelho, the corporate world struggles to convey the cultural value and financial returns of the DE&I agenda to senior executives. “From experience, I’ve observed difficulty in even finding professionals who can align the cause with business goals. For those working in DE&I, it’s crucial to understand that in the corporate universe, it’s essential to monetize the power of this agenda for senior leadership. When professionals managing this agenda reach a level of strategic understanding that aligns with business outcomes, companies achieve maturity in this area.”

A Generational Perspective

“Years ago, I thought this ‘change’ in understanding might be generational, requiring 10–15 years to manifest. I still believe the next generation of leaders will grow up with this perspective. However, given the state of the world today, I understand that generational change needs to accelerate within the next 3 to 5 years. For this to happen, companies must embed DE&I culture, with professionals able to articulate the agenda in corporate language, especially through metrics. Conversely, senior executives must be willing to listen and act to strengthen the agenda, integrating it into their business strategies,” Botelho emphasizes.

Wage Disparities

Among many social and corporate distortions, wage disparity also stands out. Focusing on women, they continue to earn less—19.4% less than men. In executive and managerial roles, the pay gap rises to 25.2%. These figures are from the first Transparency Wage Report, published in 2024.

Tânia Fernandes is an agroindustrial director at Raízen.

Tânia Fernandes é diretora de operações da Raízen.

In agribusiness, for example, where female leadership is accelerating, women are still primarily engaged in routine farm activities and rarely participate in strategic decision-making, notes Tânia Fernandes, Agroindustrial Director at Raízen. “Quality education and ongoing training are essential to increase the relevance of women’s participation in agribusiness. Compared to men, women attend fewer sector meetings, seminars, and cooperatives.”

According to Fernandes, companies in the sector are fostering networking opportunities and short courses aimed at connecting women in family business leadership and equipping them with relevant knowledge on management, leadership, and succession planning. “There are also several online communities that create welcoming spaces to share challenges, knowledge, and experiences. However, while individual initiatives and private companies work to support and develop women in agribusiness, there is a lack of structured public policies with significant actions.”

“The wage gap between women and men is a historical and complex issue. To reduce it, companies must adopt concrete policies for inclusion and equal opportunities. Transparent compensation practices, with clear criteria based on required competencies and expected outcomes, are essential. Large companies often implement such practices, but smaller companies frequently rely on subjective decision-making. Women themselves are driving change. As they invest more in education and professional qualifications, they become more competitive and seek opportunities that recognize their value.”

Rosane Santos reminds us of the invisibility of women’s work at its most basic level, such as domestic labor. “Thus, achieving wage equity in the corporate environment for women who are barely recognized remains an enormous challenge. Wage equity is a journey, and in my opinion, it won’t be achieved in the short term.”

The Role of Executive Search in DE&I

Although investment in DE&I is growing among Brazilian companies (it’s a priority for 63% of organizations, according to Deloitte), a critical challenge persists: fully integrating the theme into leadership, particularly at the senior level, says Adriana Prates, CEO of Dasein. “For this to happen, diversity policies must transcend symbolic gestures and become a strategic part of corporate culture.”

“Beyond aligning DE&I with business outcomes and demonstrating how diversity drives innovation, talent retention, and performance, leaders must be held accountable for tangible diversity goals with clear indicators and recognition for progress,” Prates emphasizes. “This agenda must extend beyond HR leaders and become a commitment shared across all leadership levels, accompanied by ongoing training to break unconscious biases and promote a culture of genuine belonging.”

Initiatives like B3’s “Comply or Explain” are important steps. “By requiring companies to justify the lack of diversity in their boards or management, there’s pressure to rethink DE&I policies. This encourages the inclusion of women and individuals from underrepresented communities, potentially leading to cultural and structural changes.”

Adriana Prates is CEO of Dasein EMA Partners Brazil.

Adriana Prates is CEO at Dasein EMA Partners Brazil.

For years, Dasein has been active in this area, Prates notes. “Through recruitment processes, mentoring, and leadership development, we employ methods to eliminate biases and unconscious prejudices. We also advocate for salary transparency and the reevaluation of biased assessment models, where women are undervalued—even in high-responsibility positions. This is a core aspect of our work that we remain firmly committed to.”

“More than 60% of our final candidate lists include women and professionals from underrepresented communities. However, the greatest challenge remains prejudice, which prevents many of these professionals from being properly represented in mid- and senior-level management roles. We are deeply committed to this cause, and thanks to this dedication, we can present our clients with diverse candidates, broadening their perspectives and contributing to building more inclusive and innovative teams.”

Dasein’s Commitment to Diversity

“True to its name—Dasein, meaning ‘being in the world’—we’ve always believed in diversity as a driver of transformation. Since our founding in 1995, we’ve been committed to educating the market by introducing professionals who often go beyond traditional profile filters. Our strength has always been identifying talent that not only meets immediate demands but also brings innovative solutions and fresh perspectives,” says Prates.

“This approach has been possible thanks to a servant and educator mindset, combined with a close partnership with corporate decision-makers. Over time, these leaders recognized the value of our strategy. Rather than merely seeking candidates who fit specific profile requirements, they began to rely on our expertise to find professionals capable of addressing their challenges. This success strengthened mutual trust and consolidated our market position. Today, with 29 years of experience, we continue to innovate and transform workplaces, making diversity a central element of organizational success.”

Measures to Boost Diversity

Elimination of Unconscious Bias
Dasein employs methodologies in executive search processes to eliminate unconscious biases, ensuring that final candidate lists include diverse professionals in terms of gender, ethnicity, age, and life experiences. By introducing leaders from underrepresented communities, companies can broaden their perspectives, foster innovation, and develop more inclusive and adaptive management.

Mentorship with an Inclusion Focus
Dasein’s executive mentorship programs are designed to develop inclusive and aware leaders. Through close collaboration with senior leadership, these programs help leaders understand and value DE&I, transforming them into active advocates for the cause. This creates a positive ripple effect, where leadership becomes a driving force in promoting an inclusive organizational culture.

Training and Capacity Building
Dasein provides training programs to help executives identify and eliminate unconscious biases while developing skills to lead diverse teams effectively. These programs enable companies to cultivate leadership that not only values diversity but also integrates these principles into strategic business decisions.

Related

Content

What are the next executives challenges?

What are the next executives challenges?

Lack of diversity, lack of key leadership successors and...
Reading time: 10 minutes
Dasein | EMA Partners Brazil

Dasein | EMA Partners Brazil

On the global leadership map Dasein joins forces with...
RECEIVE NEWS

Newsletter

To receive our news, insights, and other sorts of content, please sign up and follow us. We will enjoy having you with us on this journey.

BI-MONTHLY NOTIFICATIONS

    ×