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Diversity Think Tank: We can’t afford to roll back DEI | Computer Weekly

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Diversity Think Tank: We can’t afford to roll back DEI | Computer Weekly


We are experiencing a deliberate, and often quiet, roll back of diversity, equity and inclusion (DEI) initiatives within UK businesses which will have long-term damaging effects for the tech sector and wider economy. The implications of these roll backs are, put simply, a reversal in progress and a reinforcement of deep systemic inequality.

With pressure to reduce costs and stay afloat in challenging economic times many businesses cite the cost of DEI initiatives and policies as being prohibitive to doing business. This is short sighted. A 2020 study by McKinsey which gathered data from 1,000 organisations revealed that  gender-diverse businesses are 25% more likely to have higher profits, with that number increasing to 36% for ethnically and culturally diverse businesses.

The risk of turning away

So, what are the actual implications of the roll back in DEI initiatives? If you are experiencing a change in DEI activities within your organisation it’s useful to consider whether this is because DEI is being de-prioritised or whether the organisation is re-framing what DEI means within the context of its organisational strategy. If efforts are being de-prioritised then potential implications include:

1. A shift in workplace culture

When DEI is no longer a priority the risk is that some employees become more vulnerable to discrimination, micro-aggressions and systemic disadvantages. They may lack the structures and mechanisms to ensure their voices and perspectives are heard, in the worst-case scenario they may be actively silenced.

Practically, you might see this in meetings where the same people contribute regularly, and the same people struggle to contribute their ideas and perspectives. Over time you may notice your teams becoming more homogenous. There is an active disadvantage in having a team where all members come from a similar background, have a similar thinking style, are of the same gender, race or education background. You create an echo-chamber which inhibits creativity and innovation. This can erode the deep cultural fabric of an organisation.

2. Loss of Innovation and Competitiveness

A BCG study suggests that increasing the diversity of leadership teams leads to more and better innovation and improved financial performance. In today’s economic climate, coupled with the opportunities and risks artificial intelligence (AI) brings to the way we do business, businesses need to stand out and continue to truly innovate to remain competitive. This requires resilience and a commitment to building and nurturing loyal talent within organisations.

3. Damage to Employer Brand and Talent Retention

As Gen Z, and eventually Gen Alpha, enter the workforce businesses will need to consider the expectations of a younger workforce. Gen Z is the first generation to grow up in a fully digital world with ready access to a wealth of information to shape their perspectives. Emerging research shows that their expectations are to find employment which is financially secure, supports overall well-being, and aligns to their values. For many individuals who represent Gen Z within the workforce DEI is not optional, it is a necessity. To remain relevant businesses need to consider how they will meet the expectations of the younger generations and their future leaders.

4. Widening Societal Gaps

Businesses influence our society, employers can promote and sustain upward mobility, economic empowerment and equitable opportunities. Stalling or stopping DEI initiatives will entrench existing inequalities particularly with regards to race, gender, disability, sexuality, and socioeconomic background. This is harmful to our societal values and norms and will have a ripple effect to our social services and societal structure.

Protecting the progress so far

Whilst it’s key to maintain and protect progress which has been made in business as a result of successful and thoughtful DEI initiatives it might be time for a reframe. Creativity, innovation and diverse perspectives are key to a business being resilient and adaptable in today’s world. Responsible businesses will not only prioritise DEI they will also consider their approach to the climate emergency and their ethical values in the way they do business. As a result there’s an opportunity for businesses who want to remain relevant to reshape how DEI initiatives are funded and delivered.

Here’s what can be done:

1. Integrate DEI into the overall strategy

DEI should not sit within one department, rather it should be embedded across all functions of the organisations from recruitment, marketing, leadership and service and/or product design. In this way DEI approaches should influence the day-to-day practices within an organisation, shaping culture and behaviour without requiring high investment.

2. Transparent leadership

If it matters, it should be measured. Leadership teams and company boards should be measuring their progress on inclusion alongside their bottom line. The numbers will start to speak for themselves. Leaders who prioritise transparent and open communication, including public reporting on workforce diversity and the gender pay gap are more likely to develop loyalty both internally and with their clients.

3. Build a network of strong allies

Organisational behaviours and practices that lack inclusivity are often inherently discriminatory and can contribute to a toxic and unproductive workplace culture. Build alliances and find allies. It’s extremely challenging for one individual to speak out however building a constructive case as a group could contribute to significant change and impact within your organisation. DEI initiatives are inherently hard because they challenge the status quo, therefore it makes sense to co-create solutions and share the load.

What might the future hold?

In uncertain times it’s easy to lose heart and lose sight of the bigger picture. The seismic shift we saw in 2020 of businesses pivoting resources and focus to support DEI came at a significant moment during the peak of the COVID-19 pandemic alongside the Black Lives Matter movement. Five years on we can see that the journey for successful DEI initiatives is not linear, it’s often experimental, fraught with tension (at least at the start) and take time to mature.

A key enabling factor is the current approach of the UK Government. The Mission Led Government framework deeply embeds diversity, equity and inclusion by calling for a fairer and more equal society.  The cross cutting nature of DEI across the five national mission areas identified in the framework signals that DEI is foundational to societal progress. Businesses should take a lead from this.

This is not the moment to roll back from DEI, doing so is short-sighted and damaging to long-term business resilience, innovation and ethical responsibility. Now is a moment to galvanise progress to date and evolve how we understand DEI and how we deliver it. This is a critical moment, a crossroad for businesses tempted to retreat from previous DEI commitments. Whilst the economic pressures are real the answer is not drawing back from an approach which ultimately impacts the bottom line. The research is clear, organisations that prioritise diversity are more creative, more adaptable, and more profitable. Beyond the numbers, inclusive companies foster greater loyalty, collaboration, and innovation all essential qualities in an uncertain economy and a fast-evolving tech sector.

DEI is an essential component of a business strategy, now is the time for organisations to embed it deeply and strategically. The focus should shift from performative gestures to meaningful, measurable, and systemic change. This means aligning DEI with business goals, integrating inclusive practices across functions, and embedding accountability at every level of leadership.

There is also an opportunity to reframe DEI within a broader commitment to ethical and sustainable business practices. Gen Z and Gen Alpha are entering the workforce with high expectations for fairness, transparency, and impact. If businesses wish to attract and retain top talent, they must be able to practically demonstrate how they are building inclusive cultures and equitable opportunities.

Whilst UK business is inevitably influenced by governments and policies overseas there is a risk that our very values, the values which make UK businesses unique and attractive to investors and employees, are being slowly eroded. To stand out and take a stand is to hold true to the positive values which take time and focus to cultivate. Ditching a focus on DEI is a disappointing outcome, but all is not lost. The real opportunity lies in reaffirming our commitment to fairness, innovation, and integrity—even when it’s difficult. UK businesses can lead not by following reactive trends, but by setting a clear, values-driven example of what responsible, future-ready leadership truly looks like.

In closing, it’s always important to remember the words of Robert Reich, former U.S Secretary of Labour: “Change threatens those who benefit most from the status quo.”

 



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The Catastrophic Swatch x Audemars Piguet Launch Was Entirely Predictable and Utterly Avoidable

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The Catastrophic Swatch x Audemars Piguet Launch Was Entirely Predictable and Utterly Avoidable


The note from the communications team then, quite remarkably, lists some stats in an attempt to paint the launch in a positive light, as opposed the retail bin-fire it seemingly was: “We have received millions of clicks on our website. This new collaboration is literally making social media explode, with over 6 billion views within one week; by now, it is already 11 billion. All in all, the Royal Pop Collection is captivating the entire world, not least because the Royal Pop is, quite surprisingly, not a wristwatch.”

Audemars Piguet seems unhappy with how Swatch has handled the launch of its collaboration on the Royal Pop. AP told WIRED that “we understand the questions around the Royal Pop launch experience. As retail operations are handled by Swatch and their local teams, Swatch is best placed to comment on the operational handling of the launch. From AP’s perspective, safety and a positive experience for clients and teams remain the priority.” The brand did not respond when asked if it considered Swatch’s handling of the Royal Pop launch a “safe and positive experience”.

The madness of the Royal Pop launch is that, considering all that could have been learned from the MoonSwatch release in 2022, Swatch decided to repeat the playbook that went so badly wrong four years ago. This is a move, according to experts, that was entirely avoidable and utterly unnecessary.

Hype With No Control

“Luxury drops cannot rely on surprise, scarcity and social frenzy as the strategy, then act surprised when human behaviour follows,” says Kate Hardcastle, author of The Science of Shopping and advisor to brands including Disney, Mastercard, Klarna and American Express. “Retailers are already dealing with heightened tensions around theft, aggression and crowd management globally. Add a highly restricted product, long queues, resale economics, social media amplification and the emotional intensity attached to luxury access, and the environment can escalate very quickly if not expertly managed.”

Hardcastle confirms that what is particularly difficult for Swatch here is that the MoonSwatch launch already provided a live blueprint of the risks. “Once a brand has experienced scenes involving crowd surges, disappointment and policing,” she says, “the obligation shifts from reacting to proactively engineering a safer customer experience. Successful luxury houses increasingly control the experience with far greater precision.”

Neil Saunders, managing director of retail at Global Data, is even more candid. “The chaos does not reflect well on Swatch, and it probably makes Audemars Piguet wonder what on Earth it has gotten itself into,” he says. “Wanting to create some hype is understandable, but not being able to control it becomes damaging both commercially and for the brand image. Swatch should understand this better than most as it has been through this before with MoonSwatch.”

Not only Saunders and Hardcastle, but scores of commenters on Swatch’s Instagram post, point out well-known and obvious solutions that would have mitigated or entirely avoided the Royal Pop’s shambolic release.

“We have seen other premium or limited launches use staggered collection windows, verified appointment systems, geo-ticketing, VIP allocation tiers, timed QR access, private client previews and controlled queue technology to reduce volatility while preserving excitement,” says Hardcastle, adding that some combine digital ballots with curated in-store experiences so consumers feel part of an occasion rather than participants in a scramble.



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The Backward Logic of Chickenpox Parties

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The Backward Logic of Chickenpox Parties


Anyone who has had chickenpox shares one distinct memory: the relentless, all-consuming itch.

Ciara DiVita was only 3 years old when she caught the virus, but she remembers it well—along with the oven mitts she was made to wear to stop herself scratching. She also recalls being taken to hang out with her cousin while covered in blisters, in the hopes of deliberately infecting them.

DiVita, now 30, was actually the second in the chain, having been taken by her parents to catch chickenpox from an infectious friend. “I imagine the chain continued and my cousin gave it to someone else at a chickenpox play date,” she says.

A lot has changed over the past three decades, most notably the development of a chickenpox vaccine, meaning the virus is no longer the childhood rite of passage it once was.

Thanks to the vaccine’s success, children today are much less likely to be exposed to the infection at school or on the playground.

Chickenpox parties are also largely considered a relic of the past—a strategy many Gen X and millennial children were subjected to before vaccines became routine. But much like the virus itself—latent, opportunistic—they haven’t disappeared entirely.

Before a vaccine existed, chickenpox, which is caused by the varicella-zoster virus, felt unavoidable. In temperate countries like the UK and the US, around 90 percent of children caught the virus before adolescence (in tropical countries the average age of infection is higher).

It’s nothing to do with chickens. The splotchy, scratchy, highly contagious disease is possibly named after the French word for chickpea, pois chiche, according to one theory, because the round bumps caused by the virus resemble their size and shape. While most infant cases are mild, adolescents and adults are more likely to develop severe complications.

This is where the idea of “getting it over and done with” emerged from, according to Maureen Tierney, associate dean of clinical research and public health at Creighton University in Omaha, Nebraska.

“You were trying to have your child get the disease when they were at the greatest chance of not having complications,” Tierney says, explaining that, generally speaking, the older the patient, the more severe the infection can be.

While varicella-zoster is usually a mild, self-limiting disease in children, it can be much more severe—and sometimes life-threatening—in adults.

“I had an otherwise healthy adult patient who died of chickenpox pneumonia when I was first practicing,” Tierney says. “You never forget those scenarios.”

The virus spreads rapidly through respiratory droplets and contact with fluid from its characteristic blisters, meaning if one child contracts it, siblings and classmates are likely to be next, if unvaccinated.

Before the existence of social media, the idea that children should deliberately infect each other spread just as rapidly around communities—in conversations in the school yard, church groups, and pediatric waiting rooms—leading to the popularity of so-called chickenpox parties.

Parents swapped advice about oatmeal baths and calamine lotion and arranged to bring children together when one was thought to be infectious—despite the practice never being an official medical recommendation.

“They thought, well, if it’s going to happen to my kid anyway, it might as well happen in a controlled environment,” says Monica Abdelnour, a pediatric infectious disease specialist at Phoenix Children’s Hospital. “The families were ready to encounter this infection, deal with it, and then move on.”

While the majority of children who develop chickenpox feel well again within a week or two, around three in every 1,000 infected experience a severe complication such as pneumonia, serious bacterial skin infections, encephalitis (inflammation of the brain), or meningitis.



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A Danish Couple’s Maverick African Research Finds Its Moment in RFK Jr.’s Vaccine Policy

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A Danish Couple’s Maverick African Research Finds Its Moment in RFK Jr.’s Vaccine Policy


In 1996, Guinea-Bissau seemed like an ideal research post for budding pediatrician Lone Graff Stensballe. Her supervisor, a fellow Dane named Peter Aaby, had spent nearly two decades collecting data on 100,000 people living in the mud brick homes of the West African country’s capital.

Aaby and his partner, Christine Stabell Benn, believed that the years of research in the impoverished country had yielded a major discovery about vaccines—and what they described as “non-specific effects”: The measles and tuberculosis vaccines, which were derived from live, weakened viruses and bacteria, they said, boosted child survival beyond protecting against those particular pathogens.

But, the scientists said, shots made from deactivated whole germs, or pieces of them, such as the diphtheria-tetanus-pertussis (DTP) shot, caused more deaths—especially in little girls—than getting no vaccine at all.

The World Health Organization repeatedly and inconclusively examined these astonishing findings. They tended to elicit shrugs from other global health researchers, who found Aaby’s research techniques unusual and his results generally impossible to replicate.

Then came Donald Trump, Covid, and the administrative reign of anti-vaccine advocate Robert F. Kennedy Jr.

Suddenly, Aaby and Benn weren’t just sending up distant smoke signals from a far corner of the planet. They were confidently voicing their views and policy prescriptions online and in medical journals. The “framework” for “testing, approving, and regulating vaccines needs to be updated to accommodate non-specific effects,” their team wrote in a 2023 review.

And the Trump administration has taken notice.

“They became more strident in saying that their findings were real and that the world needed to do something about it,” said Kathryn Edwards, a Vanderbilt University vaccinologist who has been aware of Aaby’s work since the 1990s. “And they became more aligned with RFK.”

Kennedy, as secretary of the Department of Health and Human Services, cited one of Aaby’s papers to justify slashing $2.6 billion in US support for Gavi, a global alliance of vaccination initiatives. The cut could result in 1.2 million preventable deaths over five years in the world’s poorest countries, the nonprofit agency has estimated. Kennedy has frozen $600 million in current Gavi funding over largely debunked vaccine safety claims.

Kennedy described the 2017 paper as a “landmark study” by “five highly regarded mainstream vaccine experts” that found that girls who received a diphtheria-tetanus-pertussis, or DTP, shot were 10 times more likely to die from all causes than unvaccinated children.

In fact, the study was far too small to confidently make such assertions, as Benn acknowledged. In a study of historical data that included 535 girls, four of those vaccinated against DTP in a three-month period of infancy died of unrelated causes, while one unvaccinated girl died during that period. A follow-up published by the same group in 2022 found that the DTP shot by itself had no effect on mortality. Critics say the 2017 study, rather than being a landmark, exemplified the troubling shortfalls they perceive in the Danish team’s research.

As Aaby and Benn’s US profile has risen, scientists in Denmark have set upon the work of their compatriots. In news and journal articles published over the past 18 months, Danish statisticians and infectious disease experts have said the duo’s methods were unorthodox, even shoddy, and were structured to support preconceived views. A national scientific board is investigating their work.

Stensballe, who worked with Aaby and Benn for 20 years, has been among those voicing doubts.

“It took years to see what I see clearly today, that there is a strange concerning pattern in their work,” Stensballe said in a phone interview from Copenhagen, where she treats children at Rigshospitalet, the city’s largest teaching hospital. She said their work is full of confirmation bias—favoring interpretations that fit their hypotheses.



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