Bringing DEI into corporate culture: interview with Valentina Dolciotti
How can DEI become an integral part of corporate culture? We asked Valentina Dolciotti, founder of DiverCity magazine. Valentina spoke to us about Diversity, Equity and Inclusion (DEI) as a journey marked by challenges, stereotypes and the possibility of change, starting with listening, expertise and courage.
Can you briefly tell us about your professional background and your experience in DEI?
My professional journey in the field of Diversity, Equity and Inclusion began thirteen years ago, sparked by a personal interest in gender issues. At the time, for example, I was collaborating with the Libreria delle Donne (Women’s Bookstore) in Milan, writing articles focused on women’s issues.
In 2012, I took a more structured and formal path. I resigned from my job, where I had been working for several years in the social sector, supporting adults with psychiatric difficulties and working with teenagers. I opened a VAT number, deepened my studies, and began offering my services as a consultant and trainer on DEI topics. This decision came during a time of significant personal change, as I became a mother. That experience further strengthened my commitment to issues related to inclusion and equality.
In terms of education, I hold a degree in Educational Sciences, which gave me a strong pedagogical foundation and a deep focus on educational and social issues. Over time, I came to understand how closely these are linked to DEI. In 2012, I completed a postgraduate course called Equality Through Gender Rules at the Faculty of Law. Then, in 2013 and 2014, I earned a master’s degree in Diversity Management in Rome, which provided me with additional theoretical and practical tools to support individuals and organizations on their inclusive transformation journeys.
The first step is truly understanding how your company is composed. You need an objective, data-based picture of the present diversity, including gender, age, languages, cultures, religions and disabilities. This helps you realize that there is often more diversity than expected. It also enables you to design concrete actions that respond to real needs rather than abstract ones.
Another essential aspect is to go back to studying. You need to acquire tools, deepen your understanding, and compare notes with those who have experience. Benchmarking other companies is also a good practice. It helps avoid improvisation and build a solid and impactful path.
In which DEI areas (e.g. disability, generations, ethnicity, gender, age, LGBTQIA+) do you still see resistance or lack of visibility in the Italian corporate context?
Gender is certainly the most visible topic, and in recent years, the issue of generations has also gained more attention. We have only recently started naming different generations and recognizing that, within companies, people of very different ages, experiences and approaches work together.
There are other areas that remain less visible. For example, so-called invisible disabilities are still rarely discussed, poorly understood and often stigmatized. This includes neurodivergence, mild motor impairments or conditions that are not immediately visible but have a significant impact on people's working lives and beyond.
Religion is also rarely addressed. It is often treated as if it is possible to talk about ethnicity and culture without acknowledging that these often come with a religious identity, practices and rituals. This is a fundamental part of who we are and it should not be left out.
When it comes to the LGBTQIA+ community, the situation is somewhat more complex. In past years, there was increasing engagement, but now there is a sense of slowdown or even backtracking. In part, this reflects what happened in the United States after the election of Trump. In Italy too, recent political decisions and court rulings have created uncertainty. One example is the recent ruling by the Constitutional Court that recognized the rights of children born to two mothers, while there is still no recognition for families with two fathers.
Companies inevitably operate within this broader ecosystem. Listed companies and public institutions must deal with investors, political pressure and government appointments. This has an influence. Still, in the past, many large companies showed courage and foresight by anticipating legal changes. Some introduced marriage leave for same-sex couples before civil unions became law.
Today, I understand that taking a stand is more difficult. There is less clarity and more courage is needed.
Let me start with the second question. The biggest challenge is changing the mindset that DEI doesn’t have practical, tangible benefits for the business. There is plenty of data, clear evidence and real advantages. Yet, some Boards are still stuck in a 1990s way of thinking about work, focused on control, constant physical presence, and pushing performance to the extreme. DEI, on the other hand, is about something very different: trust, empowerment and flexibility. It represents a true shift in mindset, a completely new cultural approach.
With DEI, it is not about control but about responsibility. It is not about imposing but about building together. It is a 360-degree investment that breaks away from outdated models and only works if there is a genuine desire to change and innovate.
And that is exactly why, to make DEI truly structural and widespread, it needs to become crosscutting. This brings us to the first question. If it remains a vertical approach, whether top-down or bottom-up, limited to a few people, a single office or function, it is fragile. It does not take much for it to fall apart. But when it becomes part of the company culture, part of everyone’s behavior and mindset, when it truly gets into people’s heads, then you simply cannot get rid of it. Not even by a presidential decree, so to speak. That is when good things start to happen.
One last important point is to give it time. Culture does not change with “a workshop now and then.” Real change takes time, continuous training, broad projects and a long-term vision. Otherwise, the risk is falling back into washing, declaring change that is not really there, filling the company calendar with one-off events and doing nothing for the rest of the year. DEI is not a one-time event: it is a process.
What are the most common mistakes companies make when they say they want to work on diversity, equity and inclusion?
There are many. One of the most frequent is announcing a commitment to diversity, equity and inclusion, both internally and externally, before taking any concrete steps. This approach can weaken the company’s credibility and the DEI journey itself, because people immediately notice when there is a gap between words and actions.
Another common mistake is launching training programs for employees without involving the leadership team from the beginning. It often happens that companies start raising awareness among staff, while top management is not yet engaged. The risk is that employees begin to shift their perspectives, while leadership remains disconnected. This creates a dangerous imbalance. Ideally, training should take place at all levels at the same time.
There is also the issue of what is often called “washing”. While not exactly a mistake, it is a sign that something is not working. If a company talks about inclusion, but nothing is changing inside, it can easily be seen as inauthentic.
Another common pitfall is thinking everything can be managed internally, without consulting experts or investing in proper training. This usually comes from confusing personal sensitivity with professional expertise. Of course, every company has people who care deeply about DEI, and that is an excellent starting point, but it is not enough. For instance, having a colleague who is part of the LGBTQIA+ community does not mean that person is automatically equipped to lead DEI efforts. Lived experience matters, but it also requires the right language, structured knowledge and professional tools. Without these, a training opportunity can turn into an emotional conversation that may even become counterproductive.
Lastly, there is a tendency to see DEI as something new. In reality, it has a long history, especially in the United States, where companies have worked on these topics since the early 1900s. IBM hired its first employee with a disability in 1914. This is not something we can improvise. We need to study, understand the history of diversity management, and above all, approach it for what it truly is: a subject that touches the core of people’s identities. And that must be handled with care, respect and real expertise.
Yes, one example that comes to mind is a project we ran last year with Nespresso. We designed a social experiment under the pretense of a training session for all office staff, organized by teams. In reality, the training was staged, led by two actors, and served as a setup. The real goal, which wasn’t shared with participants, was to confront them with the everyday dynamics we experience in office environments.
During the session, the older male trainer (actor) directed subtly sexist remarks at the younger female trainer (actress). He filled his speech with stereotypes and inappropriate comments, the kind of things most people have heard before and that often get dismissed with a “Come on, it was just a joke!”
The experience was truly disruptive. Nespresso already has a solid level of awareness around inclusion, and people were visibly taken aback. Hidden cameras and microphones captured their reactions: some intervened, some stayed silent, and others felt uncomfortable but didn’t speak up. After the actors revealed their true identities, many participants were shocked. Some were upset with themselves. A few admitted they had texted colleagues during the session, others messaged loved ones, reflecting on their inability to step in when faced with discrimination. The dialogue between the actors was carefully scripted, deliberately inappropriate but nuanced and realistic. It mirrored situations most of us have encountered in some form, whether as the person targeted, the one making the comments, or simply as a bystander.
The exchange between the actors was intentionally inappropriate yet thoughtfully crafted to feel real. It reflected everyday situations many of us have experienced, whether as the target, the one making the comment, or someone witnessing it in silence.
In the end, the message was clear: if we want things to change, everyone has to commit, every day, through every action and word. Even the small things matter. Like choosing inclusive language when starting an email, for example, using 'Hi everyone' instead of gendered greetings.
To summarize: understand who the people you work with are and what they truly need. Educate yourself. Study. Rely on those with greater expertise. Develop thoughtful approaches that aren’t one-size-fits-all but are genuinely tailored to the individuals in front of you. Because giving everyone the same thing doesn’t address their needs, it’s neither DEI nor truly democratic. Giving each person what they need, however, is.
Create an environment where everyone can perform at their best, demonstrate their talents and potential, take pride in their unique qualities, and feel like an integral and valued member of their own company.
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