What is Transformative EDI? Moving Beyond Inclusion

The problem with playing it inclusive

Two words: Transformative EDI. But what do those words actually mean?

Let’s start from the beginning: EDI isn’t just about policies or checkboxes. It’s about people. Their experiences, the opportunities they have (or don’t have), and the often-invisible barriers that stand in their way. That’s why this conversation matters.

But it’s not just a conversation for companies that say EDI is a priority. This is a conversation for all of us. Because fairness, equity, and opportunity should matter to everyone.

At its core, this is about ensuring that everyone, regardless of background, identity or ability, has equal access, opportunities, and respect. It’s about embracing differences and removing the barriers that prevent people from fully participating.

Too often, inclusion is treated as the ultimate end goal, when it should be the foundation. It ensures people are in the room, but if we stop there, we risk leaving the same systems, structures, and biases intact. Inclusion holds space for difference, but without deeper change, the barriers that created exclusion in the first place remain—reproducing the same inequalities, reinforcing the same limitations, and delivering the same outcomes.

And that’s why every organisation has a responsibility here. Employers don’t just shape workplace culture. They shape careers, livelihoods, and futures. They decide who gets hired. Who gets promoted. Who belongs. That’s real power. The question is—how are they using it?

This is where Transformative EDI comes in

Transformative EDI goes further than inclusion. It’s about dismantling barriers, redesigning systems for equity, and ensuring meaningful, lasting change. This isn’t about surface-level fixes or empty buzzwords. It’s about rebuilding experiences so that everyone can genuinely flourish—especially those who have been historically marginalised and excluded.

And that’s the point. This isn’t optional. It’s a responsibility. Transformative EDI isn’t about quick fixes or performative progress. It’s a framework, a commitment to challenge ourselves and each other, continuously and intentionally. It’s about refusing to settle for "inclusive enough".

But I get it. Inclusion feels like the right goal, the natural endpoint. And I can already hear it: “But Alexis, aren’t you always banging on about being inclusive? Shouldn’t that be our goal?” It’s a fair question. And, perhaps controversially, I’m going to say no. But hear me out before you decide I’ve completely lost the plot. Inclusion is, of course, incredibly important, and it always will be. I wouldn’t be in my role if I didn’t believe in it wholeheartedly and work towards it every single day. But stopping at inclusion means settling for the bare minimum, when we should be striving for so much more.

Why? Because inclusion alone doesn’t change the systems, processes, or culture that caused exclusion in the first place. That’s why Transformative EDI matters. It’s not just about bringing people in; it’s about redesigning the structures that shape their experiences. That means dismantling barriers, rethinking outdated systems, and creating workplaces where everyone can flourish.

So, how do we get there?

A transformative approach goes beyond visibility. It prioritises authenticity, systemic change, and real impact. It doesn’t just meet accessibility standards; it redesigns processes to remove barriers altogether. And it doesn’t rely on tokenistic gestures; it tells meaningful stories that foster connection, empathy, and progress.

So, let’s explore five examples to really bring this to life…

1. Campaigns: from representation to resonance
   In campaigns, diversity is often showcased by featuring, for example, people of different ethnicities, genders, or those with visible disabilities. While this is inclusive, it’s also expected. A transformative approach focuses on challenging assumptions and addressing root causes of inequality. For example, instead of simply showing a diverse range of employees, a campaign might feature employees sharing the cultural nuances of their lived experiences, such as a Black neurodivergent woman discussing the intersectionality of her identity and how her employer supports her needs holistically. This isn’t just representation; it’s about showing equity in action and inspiring others to feel seen, valued, and empowered.


2. Job descriptions: from accessible to adaptive
   When it comes to job descriptions (JDs), accessibility often means using simple and concise language, inclusive terminology, and avoiding jargon. But what if we reshaped the entire experience to proactively meet the unique needs of individuals? What if JDs were offered in multiple formats—written, video, or audio—to ensure everyone can engage with the content in a way that works best for them? What if they emphasised growth before credentials, helping people picture what they could learn, not just what they already know? This isn’t just about meeting accessibility standards; it’s about creating a process that adapts to individuals and makes them feel valued from the very first interaction.


3. Storytelling: from celebrating success to naming the journey
   Organisations often use storytelling to spotlight individuals who’ve succeeded against the odds, such as women in tech or people of colour in leadership. While important, this approach risks perpetuating a narrative that these individuals are exceptional outliers. A transformative approach confronts the structural barriers these individuals faced and describes how the employer changed those conditions. For instance, instead of simply highlighting a woman succeeding in STEM, the story could focus on how her employer’s childcare subsidies, flexible working hours, and sponsorship programmes created the environment she needed to succeed—and how they’re available to others.


4. Leadership: from profile to purpose
   Diversity in leadership is frequently presented through profiles of underrepresented leaders. This sends an inclusive message, but it can sometimes feel tokenistic. To make it transformative, storytelling might include a candid acknowledgment of how the organisation previously got it wrong, coupled with transparent data on what has changed and how those changes are working. A profile could explore how a leader used their position to create lasting impact, for example by implementing mentorship programs for underrepresented employees, showing a ripple effect that goes beyond individual success.


5. Internal communications: from promotion to accountability
   Internal comms about EDI often focus on promoting initiatives and achievements, using simple, clear language to ensure inclusivity. While this is useful, a transformative approach means framing communications around real accountability. For example, instead of generic updates, communications could spotlight an area where the organisation fell short (e.g., employee feedback on microaggressions in the workplace) and share how they’re rising to the challenge. These messages could also invite ongoing dialogue, creating a culture that builds trust and gives people a voice in shaping the journey.

Yes, it’s complex. And right now, you might be wondering: why make our lives more complicated? Inclusion is enough, why push for transformation?

Because inclusion alone doesn’t change systems and remove structural barriers. Transformative EDI does. It’s about making an impact that’s measurable, lasting, and meaningful. It’s about ensuring the people we’re trying to engage don’t just feel seen—they feel supported, empowered, and valued. And it’s about making sure our work doesn’t just look good, but actively dismantles the inequalities it touches.

This is the work that creates real change. It’s not easy, and it’s certainly not comfortable. But it’s necessary. Because the real problem with playing it inclusive? It’s just not enough.

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