In the age of global commerce, diversity and inclusion have become trendy buzzwords for multinational corporations. From rainbow-colored logos during Pride Month to ads showcasing multi-ethnic teams smiling in harmony, companies appear to be embracing cultural diversity like never before. However, behind these glossy campaigns lies a disturbing trend: culture-washing — the practice of showcasing performative inclusivity while internally enforcing Western-centric norms and silencing authentic cultural expression.
Culture-washing is a modern cousin of greenwashing. Just as companies exaggerate their environmental efforts to appear eco-friendly, culture-washing allows them to appear globally inclusive without implementing real structural change. It gives the illusion of multiculturalism, but only on the surface. The deeper reality? Most global workplaces still operate under dominant Western ideologies — in communication styles, dress codes, leadership models, and value systems.
One example is corporate communication. Employees from non-Western cultures often find themselves forced to adopt direct, assertive speaking styles that may clash with their cultural norms. In East Asian or African cultures, for instance, indirectness and hierarchy in communication are common. But in most Western-led corporations, such styles are misinterpreted as weakness or lack of initiative. Employees then either adapt — often uncomfortably — or are sidelined. Diversity, in this context, becomes conditional: you’re welcome, but only if you conform.
Another area of concern is leadership and evaluation metrics. American models of leadership, which emphasize individualism, self-promotion, and risk-taking, often dominate multinational corporations. In contrast, cultures that prioritize collectivism or humility may produce leaders who excel in their own contexts but are overlooked in global roles. Thus, "diversity" becomes a checkbox — a way to add visual variety to executive boards without truly valuing differing perspectives.
Even in marketing and branding, culture-washing thrives. Brands may run localised campaigns or use models from diverse backgrounds, but the underlying values promoted — personal freedom, consumerism, and competitiveness — often reflect Western ideals. Cultural elements are borrowed, exoticized, and packaged for Western audiences. This commodification not only distorts cultural authenticity but also reinforces the idea that Western perspectives are the global standard.
What makes culture-washing dangerous is its subtlety. Unlike outright racism or discrimination, it hides behind a progressive mask. It allows companies to dodge real accountability while benefiting from the social capital that comes with "looking inclusive." Employees from marginalized backgrounds are often celebrated in marketing materials but ignored in strategy meetings. DEI training becomes a one-day event instead of a systemic shift.
To move beyond culture-washing, companies must embrace intercultural competence, not just representation. This means adapting policies to reflect different cultural values, rethinking leadership pipelines, and measuring success in ways that respect local norms. It requires listening to diverse voices, not just showcasing them.
Diversity is more than optics; it’s about power, participation, and policy. Until corporations internalize this, culture-washing will remain a stylish façade — one that hides uncomfortable truths behind vibrant campaigns.
Culture-washing is a modern cousin of greenwashing. Just as companies exaggerate their environmental efforts to appear eco-friendly, culture-washing allows them to appear globally inclusive without implementing real structural change. It gives the illusion of multiculturalism, but only on the surface. The deeper reality? Most global workplaces still operate under dominant Western ideologies — in communication styles, dress codes, leadership models, and value systems.
One example is corporate communication. Employees from non-Western cultures often find themselves forced to adopt direct, assertive speaking styles that may clash with their cultural norms. In East Asian or African cultures, for instance, indirectness and hierarchy in communication are common. But in most Western-led corporations, such styles are misinterpreted as weakness or lack of initiative. Employees then either adapt — often uncomfortably — or are sidelined. Diversity, in this context, becomes conditional: you’re welcome, but only if you conform.
Another area of concern is leadership and evaluation metrics. American models of leadership, which emphasize individualism, self-promotion, and risk-taking, often dominate multinational corporations. In contrast, cultures that prioritize collectivism or humility may produce leaders who excel in their own contexts but are overlooked in global roles. Thus, "diversity" becomes a checkbox — a way to add visual variety to executive boards without truly valuing differing perspectives.
Even in marketing and branding, culture-washing thrives. Brands may run localised campaigns or use models from diverse backgrounds, but the underlying values promoted — personal freedom, consumerism, and competitiveness — often reflect Western ideals. Cultural elements are borrowed, exoticized, and packaged for Western audiences. This commodification not only distorts cultural authenticity but also reinforces the idea that Western perspectives are the global standard.
What makes culture-washing dangerous is its subtlety. Unlike outright racism or discrimination, it hides behind a progressive mask. It allows companies to dodge real accountability while benefiting from the social capital that comes with "looking inclusive." Employees from marginalized backgrounds are often celebrated in marketing materials but ignored in strategy meetings. DEI training becomes a one-day event instead of a systemic shift.
To move beyond culture-washing, companies must embrace intercultural competence, not just representation. This means adapting policies to reflect different cultural values, rethinking leadership pipelines, and measuring success in ways that respect local norms. It requires listening to diverse voices, not just showcasing them.
Diversity is more than optics; it’s about power, participation, and policy. Until corporations internalize this, culture-washing will remain a stylish façade — one that hides uncomfortable truths behind vibrant campaigns.