Setting the Stage for Innovation

The event kicked off with opening remarks from Subha Barry, President of Seramount, and Stéphanie Oueda-Cruz, Vice President of Diversity, Equity, Inclusion & Belonging at Tiffany & Co. Barry stressed the importance of data in driving DEI, sharing how companies such as Johnson & Johnson utilize Seramount’s inclusion index not only for tracking progress but as a meditative practice to ensure they’re not losing ground. She also shared how Verizon’s voice activation technology, originally created for the visually impaired and prompted by insights from their disabilities ERG, ended up benefiting a much broader audience—showing the ripple effect inclusivity can have. Stéphanie Oueda-Cruz echoed this sentiment, emphasizing the importance of well-being, community, and trust. “People are what make the difference,” she said, highlighting Tiffany Cares as an example of the power of relationships, trust, and showing up for your community. Oueda-Cruz stressed that while the brands present in this space might be competitors on the shelf, they can lean on each other to propel DEI collectively.

Elevating New Voices in Luxury

In a fireside chat between Tiffany & Co. and the Council of Fashion Designers of America (CFDA), host Stéphanie Oueda-Cruz and speakers Aldo Araujo and Ebony Wiggins dived into the CFDA Scholarship Fund: As the first program of its kind in the United States, this design fellowship for emerging artists creates opportunities for designers to make their mark in the luxury world through mentorship and resources. In an industry where luxury is often associated with established, international names, this partnership aims to showcase American talent on a global stage. The panelists shared how critical it is for luxury brands to reflect diverse artists in their stores, creating spaces where all customers can feel welcomed and see themselves represented.

The Customer of the Future: The Expanding Role of DEI

Amy Bourne, Managing Director of Marketing at Seramount, made a strong case for why DEI can’t stop at the workplace—it needs to extend into the marketplace. With evolving demographics, the intersectionality of identities is more complex than ever, and brands need to create products and experiences that resonate with more diverse consumers. Bourne shared data showing that 82% of consumers want brands to align with their values. She echoed that DEI is linked to science and art, and beyond the scorecards, percentages, and benchmarking, successful storytelling is equally imperative. She posed the question, Who is your buyer and how are they connecting with your brand? Bourne illustrated the importance of this connection through a story from the Miami Heat, which was committed to producing more inclusive merchandise for their fan base. The impact? A 50/50 split in shopper demographics between men and women, proving that inclusivity can drive real change in how people connect with a brand.

The Intersection of DEI and Luxury Consumerism

Corey Smith, Head of Diversity & Inclusion at LVMH,  shared insights on how luxury conglomerates like LVMH are integrating DEI into their brand DNA. Smith explained that LVMH focuses on three key areas: people, business, and brands. From increasing women and BIPOC representation in leadership to ensuring that their supply chain includes diverse suppliers, LVMH is taking concrete steps to embed inclusivity into every aspect of its business. Smith discussed the importance of understanding changing demographics, pointing out that many luxury consumers today are “hidden luxers”—younger, unconventional buyers who are often overlooked by traditional marketing campaigns. He emphasized the importance of cultural agility and how luxury brands must evolve to better understand, resonate, and reflect the diverse customers who are walking into their stores.

Innovation Meets Inclusivity: AI and DEI

Doug Melville, CEO of Jodie AI, highlighted the transformative role of AI in advancing DEI initiatives. Despite there being over 3,500 AI companies, Melville pointed out that few, if any, are focused on inclusive AI. His company, Jodie AI, is changing that by embedding DEI directly into AI technologies, from compliance and communications to program creation and recruitment. By fine-tuning large language models with a DEI lens, Melville’s work aims to ensure that AI reflects the diversity of the communities it serves. His message was clear: AI, when guided by diverse voices, holds immense potential for creating inclusive futures.

Redefining Leadership in Media and Music

Tiffany R. Warren, Executive VP and Chief Diversity & Inclusion Officer at Sony Music Group and founder of ADCOLOR, and Katie Oertli Mooney, Managing Director at Seramount, discussed the power of diverse leadership. Warren shared her personal journey, breaking barriers often by being “the first” in many spaces. She founded ADCOLOR to celebrate diverse leaders in media and music and to create a space where diverse professionals have a “seat at the table” where they can finally exhale, see themselves in the room, and let their masks down. Warren stressed the importance of “lifting as you climb,” creating space for others to succeed as you advance. For her, DEI is about creating a culture where people feel safe, included, and represented.

Shaping Multicultural Narratives in Digital Media

Aida Ngolo, TikTok’s Multicultural Brand Partnerships Lead, brought her expertise on how digital media platforms are influencing cultural trends and reshaping narratives. She shared how TikTok has become a platform where underrepresented voices thrive and how brands need to engage meaningfully with these communities. Ngolo highlighted how the shift in digital media is no longer about mass marketing but about tapping into niche communities, passions, and subcultures. As Aida put it, “Culture is moving,” andfor brands, it’s not just about being present or prescriptive on digital platforms but being truly intentional about how they connect with diverse audiences.

“Diversity Fuels Creativity” was a powerful reminder that diversity isn’t just the right thing to do. Across industries, whether it’s luxury, technology, music, or fashion, DEI is proving to be a driver of innovation and business success. As DEI must extend beyond the immediate workplace to shape industries, markets, and entire communities, we encourage you to “Think Bigger.” As leaders, it’s not only about responding to current challenges but proactively innovating to drive sustained progress. Through continuous dialogue, collaboration, and action, we can think bigger about DEI’s potential—transforming not just businesses, but the world around us.

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Rapidly evolving consumer needs, demographics, and preferences present both challenges and opportunities for all businesses. Today’s changing customers expect increasingly personalized and customized experiences tied to brands aligned with their values.

Truly understanding your diverse customers involves integrating best practices for customer-centric DEI across your organization to create a more inclusive ecosystem directly impacting your customer experience and bottom line.

As Clara Stroude-Vazquez, Chief of Culture and Inclusion at the Miami Heat NBA basketball team puts it, “DEI has many layers, you have to think about it from a customer-facing standpoint and making your customers feel welcome when they interact with your brand.”

“DEI has many layers, you have to think about it from a customer-facing standpoint and making your customers feel welcome when they interact with your brand.”

Clara Stroude-Vazquez, Chief of Culture and Inclusion, Miami Heat

Getting this right means improving organizational performance with inclusive products and services. While customer inclusion presents many market opportunities, this article focuses on the business benefits of size inclusion through a case study of the Miami Heat.

The Heat’s size-inclusive products are innovatively capturing new markets, meeting diverse customer needs, and promoting a sense of fan and employee belonging.

Size Inclusion: The Business Value of Customer-Centric DEI

The story of the Heat’s success, however, would not have been possible without leaders’ awareness of the team’s diversifying customer base, part of a broader local and national market phenomenon.

As Jeff Chen, a leader in the smartphone 3D body scanning industry points out, average body types and sizes in the US are rapidly evolving, with growth in the market for plus-size fashion expanding at twice the rate of total apparel sales in the United States.

Yet the Heat’s work responding to these dramatic demographic shifts and market opportunities remains the exception rather than the rule. Recent cross-industry research broadly demonstrates the prevalence of out-of-date brands and attitudes regarding size inclusion.

Marketing researcher Omar Rodríguez-Vilá (Emory University), for example, recently conducted a social media analysis finding that leading US firms across all industries fail to represent diversity in the marketplace. According to the research, considering skin type, body type, and physical (dis)ability, major US brands lag 20 years behind the current demographic makeup of the country.

Recent data from the fashion industry paints a picture of a sector equally out of touch with marketplace reality; the latest Vogue Business size inclusivity report finds an incremental decrease in total size inclusivity represented across 230 major fashion shows and presentations. Of the 8,800 looks presented, only 0.8 percent were plus-size (down from 0.9 percent last season) while a mere 3.7 percent were mid-size (a decline from last season’s 3.9 percent).

Vogue data on menswear reveals an even starker reality: out of 2,855 looks, only 1.5 percent were mid-size (down from 7.7 percent from last season) while a mere 0.2 percent were plus-size (down 50% from last season).

Case Study: The Miami Heat and Size-Inclusive Apparel

Keenly aware of the impact of these gaps between broader market shifts and their past product offerings, brand and DEI leaders at the Heat worked tirelessly to create a one-of-a-kind size-inclusive apparel line.

Engaging the customer of the future, it turned out, required a data-driven awareness of specific demographic changes to their fan base. For the Heat, creating a truly inclusive fan experience capitalizing on these new business opportunities meant developing a new line of size-inclusive apparel designed with all sizes in mind.

Heat leaders were quick to recognize the most pressing inclusion gaps in their merchandise offerings, with women’s clothing in particular lacking variety, design choices, and size options. If past offerings excluded a significant portion of their fanbase, new designs could promote inclusion and engage women fans while also driving business outcomes.

Yet Heat leadership also quickly came to understand the core problem they would need to overcome to achieve this goal: limited sizing options from existing suppliers.

As this example proves, even in today’s context of rapidly evolving demographics, existing constraints mean that customer-centric DEI solutions are rarely easy, simple, or straightforward.

Jennifer Alvarez, project lead and Senior Vice President of Brand and Chief Creative Officer at the Heat, shares that the work involved staying the course for long-term business and DEI outcomes: “It took us eight years to get to a place where we can finally have this conversation.”

The Court Culture Line: Women-led, Self-sourced

As Alvarez and Stroude-Vasquez put it, the journey to a size-inclusive brand can be as challenging as it is rewarding: “We can do hard things together—inclusion benefits everyone.”

The transformative Court Culture Line that the Heat ultimately developed was women-led and self-sourced.Unable to find existing manufacturers offering inclusive sizing, the Heat’s solution involved manufacturing in-house.

Taking matters into her own hands, Alvarez ultimately partnered with a garment manufacturer to source, design, and manufacture new garments. The result: they were able to offer a wider range of styles and sizes (XS–4X) for women.

The Court Culture Line: Apparel for All

The Heat’s commitment to size inclusion engages fans of all ages, cultures, and sizes. The impact of customer inclusion was immediate. The Heat captured a new market, directly engaging the customer of the future.

The Business Impact of the Heat’s Size-inclusion Program:

• Increased sales and a more inclusive shopping experience
• More balanced shopper demographics (50/50 men and women in a sports franchise context)
• Positive feedback from fans and employees who had previously felt excluded
• Social media stories highlighting the emotional impact of size inclusion on lived experiences

Stroude-Vazquezadds that the program helped re-confirm and broaden the bulletproof business case for DEI: “Our leadership understands why this is important. The results confirm we did the right thing. They also confirm the holistic business case for DEI.”

For the Heat’s innovators, belonging together meant moving beyond exclusive, limiting options that defined the broader marketplace. The end result ultimately offered fans who had been historically excluded from fully immersive experiences a chance to participate.

Key Takeaways: Size Inclusion Case Study

• Needs assessment is crucial: identify gaps in your offerings to directly address the customer of the future.
• Building strong partnerships inside and outside the organization is essential for success.
• Inclusive practices can create positive brand perception and help propel sales growth.
• Understanding the customer of the future can open new markets, drive innovation, and create novel experiences.

Building a Comprehensive Customer Inclusion Strategy

As the Heat’s award-winning DEI work demonstrates, engaging the customer of the future is critical to organizational outcomes today.The business benefits of inclusive design and marketing practices across products and experiences are clear.

Integrating DEI into these areas improves customer experience and product quality while increasing market share and revenue. Successfully integrating inclusion across the organization, however, is an ongoing journey rather than a destination.

Need help navigating today’s increasingly diverse workplace and marketplace? Connect with Seramount and learn how we can help you take your organization’s DEI strategy to the next level.

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In 2020, McDonald’s US System spent around $14 billion in its US supply chain, with 23 percent going to diverse-owned suppliers, surpassing industry standards. By 2025, the company aims to increase its purchases from diverse-owned suppliers by nearly 10 percent, resulting in around $3.5 billion in diverse-owned supplier spending, about a quarter of total US spend. This commitment builds on McDonald’s long-standing partnership with diverse-owned businesses, with more than 385 currently supplying goods and services.

Recently, Seramount Managing Director Katie Mooney engaged in a fireside chat with McDonald’s Sr. Director of Global Diversity, Karmetria Dunham Burton, PhD. During the conversation, Dr. Burton highlighted how McDonald’s is fostering a community of change agents who will lead the charge in promoting Diversity, Equity, and Inclusion (DEI). She emphasized that McDonald’s acknowledges the importance of leveraging their extensive networks as a big brand to make a positive impact in the market. This recognition has led to their significant commitment toward promoting business diversity, a crucial step toward creating meaningful change in the realm of DEI.

What is Business Diversity?

According to Dr. Burton, McDonald’s views diversity as encompassing the work stream of supplier diversity that many companies prioritize. However, the company has chosen to define it as “business diversity” to reflect its unique approach. One reason for this shift is that not all of their suppliers are solely in the supplier industry; some vendors who supply their needs are connected to the service industry. Additionally, the goal is to equip their suppliers with the means to implement diversity, treating it as a business-to-business relationship.

McDonald’s aims to assist its suppliers in taking a holistic view of their business and applying best practices to promote diversity. By emphasizing business diversity, the company is taking a comprehensive approach to promoting diversity across its supply chain, paving the way for a more equitable and inclusive business environment.

How McDonald’s is Leading This Charge

Coaching and training suppliers internally is integral to the success of Diversity, Equity, and Inclusion (DEI) efforts. Another important aspect is the workstream, which involves using diverse partners to increase diversity spend, set diversity goals, and promote inclusive business practices. To support these initiatives, McDonald’s has established the Mutual Commitment to Diversity, a program that focuses on three key areas: promoting inclusive workplaces and supply chains through accountability, inviting suppliers to join them on a journey of systemic change through DEI, and providing access to DEI best practices, tools, and thought leaders to help suppliers on this journey.

Dr. Burton emphasizes that McDonald’s holds its suppliers accountable for practicing DEI because the company takes a holistic approach to promoting diversity, looking beyond supplier diversity to consider workplace and community diversity as well. By encouraging suppliers to adopt inclusive practices across all areas of their business, McDonald’s is setting the foundation for long-lasting systemic change.

“The beauty of this is so many of our suppliers, as you can imagine, have different maturity levels down diversity, equity, and inclusion. …We’re not leaving any suppliers behind. We are joining hands with our suppliers and helping them meet the commitment of mutual commitment.” – Karmetria Dunham Burton, PhD

McDonald’s Mutual Commitment to Diversity includes three pillars that suppliers must commit to: workplace diversity, marketplace positioning, and community development. To assess where companies stand in these areas, McDonald’s asks questions such as:

• What steps are you taking to create a safe and inclusive workplace for your employees?
• How are you promoting Diversity, Equity, and Inclusion (DEI) through employee training and development programs?
• What are your strategies for succession planning, especially for women and minorities with high potential?
• Do you have a supplier diversity program or strategy in place? If so, what stage are they in?
• Do you offer paid volunteer programs for your employees, and do you have relationships with academic and industry organizations?

By asking these questions and a few more not listed, McDonald’s is ensuring that their suppliers are committed to promoting diversity, equity, and inclusion across all areas of their business, from their internal workplace culture to their relationships with academic and industry partners.

More than 20 US-based suppliers have joined the MCDEI pledge, committing to a set of goals that hold themselves accountable for advancing diversity, equity, and inclusion. These goals include implementing an overall DEI strategy that includes annual training for employees to develop as better DEI practitioners and leaders, increasing overall representation of underrepresented talent in leadership and staffing of McDonald’s business as well as accelerating their use of diverse suppliers. The suppliers have also committed to investing in innovation with new partnerships and programs designed to make a measurable difference in talent pipelines, succession planning, and communities where McDonald’s suppliers operate. Furthermore, they have created a process for accountability to track progress and share regular updates and best practices on effective programs and measurement.

Getting Started on Your Business Diversity Strategy

If you’re interested in starting your business diversity strategy, check out some of our resources:

• Webinar: How McDonald’s Is Dismantling Economic Barriers Through Business Diversity
• ESG and DEI: The New Indicator of Employee, Stakeholder Satisfaction
• Long-Term ESG Commitments Can Create Long-Term Employee Results
• How MGM Leveraged Their Diversity Partnerships to Create a Transparent ESG Commitment

You can also speak to our experts about engaging leaders in business diversity initiatives and subscribe to our newsletter for more DEI best practices.

The post How McDonald’s Is Dismantling Economic Barriers Through Business Diversity appeared first on Seramount.

Many organizations have a long way to go in advancing DEI, and the retail industry is no exception. According to McKinsey, women hold only 26% of board positions within the retail sector, while only 13% of underrepresented talent hold executive positions. DEI progress in retail has a long way to go as only 16% of retail organizations view DEI as a top priority and only 36% are actively recruiting from underrepresented groups.

Change is scary but necessary to continue to evolve and become a better company. Here are three things that organizations within the retail industry should consider when developing a DEI strategy:

1. Encourage diversity from the bottom up

One way to amplify diversity in retail is by encouraging diversity from the bottom up. Demographic data shows that the most diversity within retail organizations is at  bottom-level positions. When you look at the representation within leadership positions, not only is it less diverse, but it is also harder for diverse hires to make it further in the process. According to Seramount’s “Retention in Retail” research report, nearly one-fourth of retail employees who quit their jobs reported doing so because of a lack of career development opportunities. Organizations that make a point to not only recruit diverse talent but also to develop them, are more likely to retain their employees and see them rise through the ranks.

2. Take action to mitigate bias within the customer experience

In a study conducted by our DBP member organization, Sephora, three in five shoppers reported having experienced discriminatory treatment. In an effort to reverse this trend, Sephora and Open To All launched a charter, supported by Seramount, where 28 retail brands signed on to improve the retail environment by mitigating racially biased experiences. By supporting those in retail spaces who often feel underrepresented and underappreciated, organizations will notice a remarkable change that will lead to increased revenue from customers and increased innovation from employees. Making changes within the shopping experience benefits organizations from a financial standpoint because consumers want to feel like they are making a difference with their spending. Consumers like to see themselves represented where they shop so that they feel like they are spending their money at a place that respects and values them – not only as a customer but as a human as well.

3. Be transparent about DEI goals and initiatives

Companies that publicly share what they are doing to better themselves are also more likely to succeed. Employees are proving to believe that actions speak louder than words, and they will no longer accept empty promises. Yet, only 24% of retailers say that communicating their ongoing and future DEI initiatives is one of their key initiatives this year. That’s not enough! An organization’s DEI strategy should be communicated to everyone within the organization as well as to applicants who are being considered for hire. When employees understand the reach of DEI objectives, they are in a better position to help achieve those goals. People like the ability to hold companies accountable for what they promise to do in the inclusion space. They want to see change and will settle for nothing less.

It’s now more important than ever for the retail industry to prioritize DEI initiatives to enact lasting change. Employees and potential hires expect that promises made by organizations are acted upon and come to fruition. By expanding hiring pools and employing candidates from more marginalized communities, the retail industry will see a higher retention rate and get to hear different perspectives on ideas that are brought to the table. People coming from different backgrounds and life experiences bring new ideas and a fresh perspective that ultimately attracts more customers. Employees are the foundation that makes these industries run, and they want to know that their employers hear them and are acting on their promises. By moving with intention, lasting change can happen in the retail space. 

Read our Best Practices report “Building Brand Through Diversity & Inclusion—Best Practices at Retail Companies” to learn about what some of our retail member organizations have been doing to advance DEI.

Not a member? Contact me directly at james.cowling@seramount.com to receive a copy of the report and learn more about how Seramount solutions can help advance your DEI strategy.

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