The DEI Rollback is Happening. But What Does It Really Mean?
DEI is being rolled back — but at what cost? The AEC industry must choose to follow the trend or lead with purpose. Which side are you on?
Across corporate America, diversity, equity, and inclusion (DEI) initiatives are being quietly dismantled. Google, BT, Meta, and a string of major corporations have removed diversity targets from leadership bonuses, scaled back hiring programs, and eliminated entire DEI teams. The message? DEI was always a “nice to have,” not a “must-have.” It was another checkbox in the list of things we could do rather than a commitment to what we should do.
And as these rollbacks gain traction in global corporations, there’s an undeniable ripple effect. What happens when Australia’s architecture, engineering, and construction (AEC) industry follows suit?
The AEC sector is already struggling with gender disparities and a homogenous leadership structure. The industry’s traditional hiring pipelines favour the same kinds of candidates, creating an echo chamber where innovation, creativity, and inclusivity take a back seat. If we let DEI fade into the background now, we risk cementing the status quo for decades to come.
Was DEI Ever Truly Embedded? Or Was It Just Optics?
I’ve seen firsthand how AEC firms approach DEI. Some are deeply committed, integrating it into hiring, mentorship, and project design. Others… not so much. Many firms treat DEI as a corporate social responsibility (CSR) initiative—something to showcase in annual reports and award submissions but not something that impacts daily business operations.
Here’s a question for you: Have you ever sat in a leadership meeting where DEI was discussed like a marketing strategy? How often does it come up when making fundamental business decisions, such as budgets, hiring, promotions, and client engagements?
The reality is, in many firms, DEI isn’t a strategic driver; it’s a side project. When business pressures increase, side projects are the first to go.
Exclusion is Still the Default Setting
The Australian architecture industry has long grappled with gender disparities. According to the Parlour Census Report 2001–2021, women now make up 31% of the total architecture population in Australia, up from 28% in 2011 and 20% in 2001. Yet, despite this progress, leadership remains overwhelmingly male-dominated, with limited pathways for women to advance to senior roles.
This lack of representation means key decisions are often made without considering the experiences of underrepresented groups. Whether unconscious or overt, bias still dictates who gets hired, promoted, and given the most valuable career opportunities.
I’ve sat in meetings where managers openly admit they prefer promoting “someone they know can handle the pressure.” And who typically fits that mould? Someone who looks, thinks, and works just like them. I’ve witnessed women pitch ideas to a room, only to be ignored — until a man restates the same notion, which is suddenly a great idea. This unconscious bias is not only present; it is deeply ingrained.
This isn’t just about gender or race; it’s about access to leadership, mentorship, and high-profile projects. Who gets tapped on the shoulder for opportunities that lead to career growth? Who gets a second chance after making a mistake? Without deliberate structural change, exclusion remains the default setting.
The Real-World Impact: Talent Drain and Stagnation
There’s an illusion that rolling back DEI policies will create a more “neutral” or “merit-based” workplace. But that’s not how it works. Companies that deprioritise diversity don’t just maintain the status quo — they actively create environments where top talent feels unwelcome, unsupported, and ultimately leaves.
I have the privilege of being deeply engaged in the development of our teams, and I’ve seen both sides of the equation. I’ve watched talented architects and designers leave the industry, often after years of dedication, not because they lacked the skills but because they felt unseen, unheard, and undervalued. The barriers they faced weren’t always overt — more often, it was the subtle, unspoken limitations, the feeling that no matter their effort, the path forward remained blocked.
But I’ve also seen what happens when a team embraces diversity as a strength. When perspectives from different backgrounds are not just welcomed but actively sought out, projects improve. Ideas become richer. Designs become more thoughtful. The best teams I’ve worked with don’t just tolerate differences — they leverage them.
I’ll be the first to admit that I’ve caught my own biases at play. More times than I’d like to admit, I’ve had to check my own thinking. But awareness is where change begins. My own lived experience as part of a minority in this industry has shown me that luck and circumstance often play too large a role in who rises and who doesn’t. It shouldn’t be that way.
From what I’ve observed, firms that sideline DEI don’t just lose diverse candidates. They lose innovation. They lose relevance. They lose the ability to connect with an evolving, globalised market that demands understanding. The future belongs to those who recognise that inclusion isn’t a burden — it’s a competitive advantage.
The Business Case for DEI: Why It’s More Than Ethics
Some leaders still believe DEI is about political correctness rather than performance. The data says otherwise.
McKinsey’s research shows companies with diverse leadership teams are 25% more likely to outperform financially.
Boston Consulting Group found firms with above-average diversity generate 19% more revenue from innovation.
AEC-specific case studies reveal that inclusive design teams create more adaptable, user-friendly, and commercially successful projects.
The simple truth? Diversity isn’t just “nice.” It’s profitable.
How AEC Can Lead Instead of Follow the Rollback Trend
Rather than following corporate America’s lead, AEC firms have an opportunity to embed DEI in a way that actually moves the industry forward.
Tie DEI to measurable business outcomes. Instead of vague diversity goals, track DEI as a driver of financial performance, innovation, and client engagement.
Hold leadership accountable. Link executive bonuses to real DEI progress. If diversity is a business goal, it should be measured like one.
Embed DEI into operations. This means inclusive procurement, diverse hiring pipelines, and stakeholder engagement that reflects the communities we serve.
Increase transparency. Publish real DEI progress reports. If a firm says it values inclusion, prove it.
Final Thought: A Defining Moment for Leadership
The rollback of DEI initiatives will expose which companies genuinely believe in fostering inclusive workplaces and which were merely following trends. This moment separates leaders from followers and visionaries from those clinging to outdated norms.
The AEC industry has a decision to make:
Follow the rollback trend and risk stagnation, diminished innovation, and a shrinking talent pool.
Or take a stand for meaningful DEI and leverage it as a strategic advantage to build a stronger, more competitive future.
DEI was never meant to be a box-ticking exercise. If it was, then yes, it was destined to fade. But for the firms that embed it into their DNA and see it as essential to growth, culture, and innovation, this is the moment to lead with purpose.
If you’ve witnessed the impact of DEI rollbacks in your workplace or believe your firm is doing it right, I want to hear from you. What’s working? What’s not? And what’s the future of diversity in AEC? Drop a comment or connect. I’d love to continue the conversation, learn, and make change permanent.