• Alicia Pittman, BCG's global people-team chair, is a member of BI's Workforce Innovation board.
• She says building a company culture with opportunities for two-way learning and conversation is key.
• This article is part of "Workforce Innovation," a series exploring the forces shaping enterprise transformation.

Alicia Pittman, the global people-team chair at BCG, has been at the consulting firm for nearly 20 years. It's a testament, she said, to the company's culture.

"It's a place built to make talent do things that they didn't even know they could do," Pittman said. "I'm included in that. I love the learning that comes with it."

Pittman said one aspect of leadership development she's focused on is ethical practices. "We teach and train our people to understand how small choices that don't seem like major ethical choices matter," she said. "The responsibility is to show up with high ethics in everything that you do and think about the bigger picture of how you do things."

She said the firm had implemented programming through partnerships to help the company's leaders navigate the need to drive innovation ethically: "It's a place that we continue to invest because it's quite important for us."

The following is edited for length and clarity.

Where is BCG on the adoption curve of artificial intelligence, and what do you want to see in 2025?

I am excited about how BCG is driving change and grabbing the reins on generative AI. Gen AI is important to our clients, industry, and people.

We have a suite of tools, some of which we developed internally and some that are available off the shelf, that we've made available to all of our staff. Nearly everyone is a user to some degree.

What we're focused on now is moving from casual use to what we refer to as habitual use. It's habitual use that gets the value so that you can change how work gets done, based on the frequency, sophistication, and depth to which they use the tools.

We have a lot of enablement resources for our people, both as individuals and as teams, to make sure that we're moving up that habitual usage curve as quickly as we can. A firm like BCG is under pressure to stay on top of things because its clients look to us.

So how do you strike that balance and not go so fast that you risk leaving some of your people behind? We have an enablement network of more than a thousand people who are there to help both individuals and teams adopt gen AI. It's in all of our core curriculums.

Just this fall, we held AI days across every one of our offices at BCG with hands-on training. So we have people who are naturally there and ready for it, but we're also investing heavily to bring people up the curve.

You've mentioned in Workforce Innovation-board roundtables that apprenticeship is now a two-way street. What advice would you give leaders looking to deploy apprenticeships differently?

At BCG, we're fortunate to have a pretty flat structure so that you always have a good proximity between your senior leaders and all your staff. There are two ways we focus on helping to support this idea of two-way mentorship.

One is we just talk about topics. I recently wrote a piece about a mental-health town hall we held. It was quite moving. We had BCG employees who were generous and vulnerable in talking to thousands of people on a virtual town-hall panel about their struggles with things like addiction, grief, and depression, both before their time at BCG and during their time at BCG, and how they work through it.

It's about having those difficult conversations, getting the points out there, and starting to have shared language or shared opportunities to talk about these topics.

The AI days that I mentioned already are another way we do this. A lot of it is about getting cross-cohort connections on technology and other topics, creating forums so that people can talk about it.

The other is ensuring continual, structured feedback. Our staff provides 360-degree feedback all the time. It's an important part of what we do, and we're piloting doing it even more frequently. For example, we're giving people 360 feedback on how to be an inclusive leader. So it's both the formal mechanisms and also just creating the formats and discussions.

So much of culture and moving culture forward is really about having the language so we can share and talk about things. Creating those forums helps. It's an invitation to engage in productive ways.

What innovations are happening around DEI, especially as the topic has become more politicized?

DEI is built into our business model. We need great talent. We grow way faster than our talent pools, so just to get people in at quality, we need to be able to reach a lot of people; we need them to thrive.

Our business requires innovation, which requires diverse thought and experience. So, for us, it's quite core. One of my areas of focus is on inclusion and inclusive leadership. In some ways, it's the simplest thing to focus on. We all know that when people feel comfortable being themselves at work, you get the best out of them. They're most motivated, ready to take risks, ready to collaborate, and all of those things.

In North America, where we have the best statistics, 75% of our workforce is part of one or more of our DEI groups. Whatever intersectionality people have, whatever group they belong to, it's about how you make everybody able to show up at their best. That's really where our focus is.

The nonprofit organization 1863 Ventures, which focused on providing capital and mentorship to early-staged underrepresented founders, will close and become a for-profit entity called New Majority Ventures, according to its founder Melissa Bradley. The new organization will rely on a fiscal sponsor and is said to be in talks with Tides Foundation for this role.  […]

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• Robby Starbuck has led pressure campaigns against "woke policies" at huge companies.
• Walmart was the latest company to roll back some DEI initiatives after working with Starbuck.
• The director-turned-activist has amassed a large social-media following.

"Robby Starbuck gets Walmart to end woke policies," reads the thumbnail on one of the latest Instagram videos from conservative activist Robby Starbuck.

Starbuck was announcing the latest win in his often-successful pressure campaigns against diversity, equity, and inclusion initiatives at major companies.

Starbuck said after he told Walmart, the US's largest private employer, that he was investigating them the company worked with him and agreed to end some of their DEI practices.

A Walmart spokesperson told Business Insider that while some of the changes had been in the works for a while, some of them were attributable to Starbuck.

The anti-DEI activist has amassed a following on social media — 360,000 on Instagram and 719,000 on X — where he blasts companies with "woke policies" such as requiring racial sensitivity training or sponsoring LGBTQ-focused youth camps.

Other companies he's targeted that have also pulled back on their DEI initiatives include Ford, John Deere, Tractor Supply Company, Molson Coors, Lowe's, and Harley-Davidson.

He's part of a new and highly influential conservative media landscape that emerged in the run-up to President-elect Donald Trump's decisive victory.

A recent Pew Research Center study found around 21% of American adults said they consume news on social media from so-called "news influencers." The study also found news influencers were slightly more likely to identify as Republican, conservative, or pro-Trump than as the left-leaning equivalents.

Media personalities like Starbuck are expected to play a larger role in news and election coverage, which have previously been dominated by legacy media organizations. Starbuck, for his part, intends to ramp up his efforts heading into the busy shopping season.

"No industry should feel safe," Starbuck told The Wall Street Journal earlier this month. "As we head into Christmas, I will likely turn my sights to retailers who depend on the majority of Americans who just elected Trump with the popular vote."

Starbuck has said in social media posts that he worked in Hollywood prior to his activism, directing music videos and other projects. But over time he said he grew increasingly disturbed by the industry and ended up moving with his wife and kids to Tennessee in 2018.

"They'll throw society and our kids under the bus to stay famous and keep the money flowing," Starbuck said in a post about his experiences in Hollywood. "The best thing we can do is recognize the game that's being played to destroy our culture and stop idolizing people who don't care about you."

Starbuck told the Journal he has always voted for Republicans but that he became more socially conservative over time. Starbuck frequently says in his videos that what he wants is "corporate neutrality" — for companies to avoid being political.

Elon Musk has reshared Starbuck's content to his millions of followers on X. So have the companies he's targeted and even ones he hasn't yet. The owner of a business in the DEI space wrote in Fast Company earlier this month that some of her clients had canceled contracts because their company leadership was worried about being targeted by Starbuck.

In addition to his social media content, Starbuck along with his wife, Landon Starbuck, produced a documentary released in February 2024 called "The War on Children."

Starbuck has said he will continue to pressure to companies to end their DEI policies.

In an interview with The Wall Street Journal's podcast in August, Starbuck said, "I've been described as a dog with a bone. I'm not going to let go of it. Even half measures are really not good enough for me, but I will be the greatest champion of a company that does the right thing, because I think that ultimately it's part of the path back to sanity for our country as a whole."

A representative for Starbuck did not provide comment to Business Insider by the time of publication.

This article is part of "Workforce Innovation," a series exploring the forces shaping enterprise transformation.

Diversity, equity, and inclusion programs have become the subject of a heated, politicized debate over the past few years.

Several major corporations, including John Deere, Microsoft, and Molson Coors, have made headlines recently for rolling back their DEI initiatives.

Meanwhile, Walmart, the world's largest retailer, announced it would no longer use the acronym in its communications and would not extend its Center for Racial Equity, a nonprofit established in 2020 with a five-year, $100 million commitment to address racial disparities.

Even so, as we've reported in this series, many companies remain committed to the values of DEI — but are shifting their strategies for a new era. Whatever the motivation of the companies, it's clear that DEI is undergoing a period of change.

Business Insider asked its Workforce Innovation board to participate in a roundtable to discuss how DEI programs are evolving. We wanted to find out what structural changes are happening, how companies can continue to build trust with employees, and what role artificial intelligence is poised to play.

The consensus around the virtual table was that the focus of the DEI story is shifting to business outcomes and the skills needed to achieve them. "We can't do it the old way," Purvi Tailor, the vice president of human resources at Ferring Pharmaceuticals, said. "We have to have the conversation in a new way. It becomes much more about inclusion and changing mindsets and creating awareness about your own biases."

Skills-based hiring is one way companies are working to identify diverse candidates organically. "Let's focus on the skills that are required for the future of work and what we are looking for from leaders in our company," Maggie Hulce, the chief revenue officer at Indeed, said. "And then be more consistent in the application of holding that bar."

By homing in on the skills organizations need to succeed and how to use AI tools to help surface in-house talent, companies could move the DEI story away from conflicts and focus on its benefits.

"It dismisses this notion that you have to lower the bar if you want diversity in your organization," said Spring Lacy, the global head of talent acquisition and DEI at Verizon. "We've got lots of super smart, super skilled people of color, women, people with disabilities, LGBTQI community, who just aren't seen for all of the biases that you talked about. You don't have to lower the bar."

Roundtable participants included:

• Anant Adya, executive vice president, service offering head, and head of Americas Delivery, Infosys
• Lucrecia Borgonovo, chief talent and organizational effectiveness officer, Mastercard
• Chris Deri, president, Weber Shandwick Collective
• Maggie Hulce, chief revenue officer, Indeed
• Spring Lacy, vice president, chief talent acquisition and diversity officer, Verizon
• Purvi Tailor, vice president of human resources, Ferring Pharmaceuticals USA

Here are six key takeaways from the discussion.

Skills-based hiring, supercharged with AI tools, helps companies find 'hidden figures'

Skills-based hiring is a strategy that some companies are using to identify candidates and reduce bias in the hiring process. The approach focuses on the skills needed to fulfill the role, minimizing qualifications like college degrees or previous job titles.

With artificial intelligence, talent leaders can accelerate the hiring process and uncover strong candidates within their companies that they might have missed before.

Lacy, who was previously an HR leader at Prudential, said AI is empowering existing employees to showcase their abilities more effectively.

"When went to recruit internally, and we pulled people based on the skills profile and not based on proximity bias or any other bias, our slates were inherently more diverse," Lacy said.

The critical piece for companies is to figure out the best way to capture an accurate and comprehensive view of employees' skills.

Verizon uses the Workday HR platform and is piloting a program with its partner company, Censia, that uses an AI tool to help employees craft their profiles.

Lacy has seen how difficult it can be for employees to isolate their skills in ways that might help them be identified for new opportunities. "When we said to employees, 'Go build a skills profile,' the page was blank," she said. "It was really hard for people to get started." AI tools can pull information from a range of sources and serve up a framework that guides employees through the process.

Mastercard has launched an employee-skills initiative with the software company Gloat. "It has been a really great way to democratize access to opportunities for employees," said Lucrecia Borgonova, Mastercard's chief talent and organizational effectiveness officer.

The outcome for companies can be a more diverse talent pool from inside the house.

Lacy said Verizon is conscious of the potential for bias in the AI programs, but early indicators suggest that more individuals are being considered for roles than in the past.

"We are uncovering hidden figures in this organization because there are people who we don't know, because they are not well networked, they don't have sponsors," Lacy said. "If not for this technology, we wouldn't have known that they were there, to be able to lift them and perhaps provide them with other opportunities."

Leaning into the 'I' of DEI — inclusion

DEI programs have many aspects, including employer branding and attracting a diverse talent pool, screening and hiring, and compensation.

Inclusion relates to a person's workplace experience and their sense of belonging at an organization, which research suggests makes people want to join and stay at a company. Benefits are an essential part of that employee experience, and companies may want to think about how these packages reflect their values to staffers and prospects alike.

Ferring Pharmaceuticals introduced a program in 2022 that includes unlimited financial support for creating a family — through IVF, adoption, surrogacy, or birth — for all employees, regardless of gender or sexual orientation.

Ferring's Tailor said it is one way that the company emphasizes its approach to its entire workforce.

"We talk about more of the 'I' than we do about the 'D' and the 'E,'" Tailor said. "We do it to show the kind of culture and working environment that we want to have. It's all about inclusion and bringing your whole self to the workplace."

Linking AI tools with culture and leadership

As companies develop new hiring strategies, culture does not stand still.

"Inclusion and belonging are essential parts of the culture, the value proposition, and key to driving the outcomes of our business," said Mastercard's Borgonovo. "It's really important that we drive shared accountability across our 34,000 employees around the role that each of us has to collectively play in creating this culture of inclusion where everybody feels that they can belong."

Borgonovo said that Mastercard is exploring ways to leverage AI to help business leaders across the organization improve efficiency and be more intentional about DEI and other workforce goals.

"How do we enable people, leaders, from an automation or efficiency standpoint? How do we help them be more proactive?" she said. "How do we help them create more bandwidth by automating certain processes so then they have more time to coach and develop their teams."

She said the company is exploring how AI can be used to coach leaders to role-play and get feedback on how they engage with their teams. "AI can be your coach, your copilot, and help augment your leadership," she said.

Ditching the DEI silo

Indeed's Hulce said a lot of time goes into optimizing the company's structure. "How do you make it the norm that equity needs to be built into processes, period," she said.

It's not just about interviewing and hiring diverse candidates, but about leading teams through every opportunity and decision, including promotions, performance bonuses, and assignments.

"How do you measure that? How do have regular conversations with managers at different levels in the organization about the expectation that we will be looking at equity in all of these steps," Hulce said.

Indeed once had a DEI team that worked parallel to the HR function. But when the previous HR leader left the company, they decided to reorganize and embed the DEI discipline across the business, elevating the previous head of DEI to chief people officer.

Hulce said realigning DEI was essential to scaling goals, standards, and accountability across the company. "It's almost an impossible task to ask a separate group to influence everybody else unless it's built into core processes somehow," she said.

Infosys is also considering its optimal DEI structure. "We are slightly decentralized," Anant Adya, an executive vice president, said. The global company has a centralized corporate DEI team, with DEI councils at the individual industry units. Adya said the company will leverage AI tools to help measure effectiveness.

Hulce emphasized the need to regularly and consistently review management decisions. "It can't be just once a year," she said. "You evaluate, you check, and if there's a correction to be made, you say, 'OK, guys, something looks amiss.' The expectation is we will be following equitable processes."

Using AI to scrutinize hiring, while retaining the human touch

Adya said Infosys is using AI to analyze patterns in its hiring data.

"It is very important to look at and analyze the data based on how hiring patterns are being used and if there is any bias in the hiring process itself," he said.

AI will grow increasingly important in analyzing the efficacy of various recruitment sources. "A lot of times we see that employee referrals actually work the best," he said. "But that might not be true when it comes to specific DEI initiatives."

By enlisting AI tools to analyze online sources, university partnerships, and other talent alliances and platforms the company is using, Adya said it should be able to optimize its approach around specific goals.

But all the AI analysis in the world does not negate the need for the human touch. Adya said that sometimes there's a perception at the company that hiring is being done only to hit certain DEI benchmarks and that the process is too onerous.

Adya said that hosting a "clear dialogue" about the company's decision-making process around recruitment methodology has helped employees understand the company's rationale.

"It's always better to sit down and explain why this is critical for the unit and why it is important," he said. "Sometimes open dialogues, going back to the old school, not using AI or gen AI, but just sitting and talking and removing that uncertainty and lack of transparency helps a lot."

Leveraging AI-powered insights to change the DEI story

Proponents of DEI maintain that a diverse, inclusive workplace yields better business results, and there are studies that also support that view.

Opponents of DEI, said Chris Deri, the president of Weber Shandwick's corporate advisory business, tend to focus on the methodology of achieving workplace diversity, such as companies actively seeking women for leadership positions, seemingly at the expense of male candidates.

"That's what DEI opponents are focused on," Deri said. "Like, how do you pull together a candidate pool, like having women candidates somehow be seen to be at the front of the line."

Deri said that companies should work to shift the perspective to DEI outcomes and tangible business benefits — and should leverage artificial intelligence to surface insights that might not be obvious.

"AI can do that in a way that human knowledge management and analysis is not going to be able to do," Deri said. "We can use the power of AI to look across our enterprises' data and knowledge and start to collect the outputs and outcomes of the principles of applying DEI. "

Deri said that if a large language model can be trained on the outcomes, such as attracting new customers, creating new products, and building community trust, "that might be something that uses technology to help the storytelling about DEI. We really need to change the entire story now."

• Several companies have pulled back DEI programs amid backlash from a conservative activist.
• Robby Starbuck has led social media campaigns against companies for their DEI practices.
• Companies that have withdrawn or toned down their DEI initiatives include Walmart, Lowe's, and Ford.

Nissan and Walmart are some of the latest companies to roll back their diversity, equity, and inclusion initiatives amid backlash following a pressure campaign from a conservative activist.

Many of these campaigns have been led by Robby Starbuck, a prominent conservative activist with a sizable social media following. He argues that these initiatives don't align with the values of companies' largely conservative consumer bases.

The move away from DEI policies is part of an ongoing wave of backlash against diversity programs at American companies. Tech companies such as Microsoft, Meta, and Zoom cut DEI programs this year, Business Insider reported in July, and law firms, including Winston & Strawn, faced lawsuits for affirmative action.

While activists like Starbuck are loudly criticizing companies and other groups, 61% of Americans support DEI practices, according to a Washington Post-Ipsos poll in April.

The Human Rights Campaign slammed companies' DEI rollbacks in an August statement to BI.

"Decisions to cut DEI initiatives send a clear signal to employees that their employers simply don't care about equality in the workplace. Putting politics ahead of workers and consumers only hurts the same folks that these businesses rely on," wrote Eric Bloem, the nonprofit group's vice president of programs and corporate advocacy.

Here are how some companies have cut their DEI programs.

Harley-Davidson

In August, Harley-Davidson said on X that it would drop diversity-based spending goals from suppliers, halt socially motivated employee training, and withdraw from an annual LGBTQ acceptance rating by the Human Rights Campaign, Bloomberg reported.

Harley told Bloomberg that the company was "saddened by the negativity on social media over the last few weeks, designed to divide the Harley-Davidson community," following Starbuck's calls on X for the company to apologize and change its policies.

Bloem, from the Human Rights Campaign, said in the statement to BI that retreating from DEI hurts employees and customers.

"Harley-Davidson's choice to back away from the Corporate Equality Index is an impulsive decision fueled by fringe right-wing actors and MAGA extremists who believe they can bully their way into dismantling initiatives that help everyone thrive in the workplace," Bloem wrote.

John Deere

John Deere has pulled back on its DEI commitments, including no longer participating in cultural awareness events and abolishing the company's pronoun policy, BI reported in July.

While John Deere did not publicly announce the reason for its decision, the shift came following online criticism from Starbuck in a video from X, which garnered over 5 million views in July.

Tractor Supply Company

Tractor Supply significantly scaled back its DEI programs, including eliminating diversity roles and withdrawing from Pride event sponsorship. The company also announced that it would no longer provide data to the Human Rights Campaign, and it would end its carbon emission goals. This came after Starbuck's criticized the company for promoting what he labeled as "woke" policies, NPR reported in June.

Polaris

While Starbuck did not specifically target Polaris, the Harley competitor has reduced its DEI efforts, including removing any mention of the term from its web pages. In a statement to Bloomberg, the company emphasized its intention to abstain from political discussion.

Lowe's

Home improvement retailer Lowe's said that it would scale back its DEI programs in an internal note viewed by Bloomberg.

Per the memo, the company will stop participating in surveys run by the Human Rights Campaign, and it will merge resource groups for minority employees into one umbrella organization, Bloomberg reported on August 27.

Starbuck said on X that he caused Lowe's policy shift. However, a Lowe's spokesperson told Bloomberg that they had already begun making changes prior to Starbuck's involvement.

Lowe's has a consumer base largely consisting of rural baby boomers, according to data from the consumer analytics firm Numerator.. The company was labeled "best place to work for LGBTQ equality" by the Human Rights Campaign in Lowe's 2021 culture, diversity, and inclusion report.

Orlando Gonzales, the senior vice president of programs of research and training at the Human Rights Campaign, told BI in a statement that scaling back from DEI policies would have negative consequences for companies in the long run.

"Companies should not cower to a random guy with zero business experience," Gonzales said, citing Starbuck's removal from the Tennessee GOP ballot in 2022.

Ford

In an internal email shared with Bloomberg by Starbuck, the carmaker said that it would pull out of certain diversity rankings, such as the Human Rights Campaign's Corporate Equality Index.

The company also said that it would reorient its employee resource groups to make them accessible to all staff. Ford also pledged to be less involved in political matters and changed some corporate sponsorships.

Ford faced backlash last month after it saw quality issues and vehicle recalls.

Starbuck wrote in a post on X that Ford's withdrawal from DEI initiatives came just as he was investigating Ford's "woke policies."

Meanwhile, the HRC said that Ford "cowered" to Starbuck and that the company had "decades of commitment to inclusion and top ratings on the HRC Corporate Equality Index."

"The Human Rights Campaign could not be more disappointed to see the company shirking its responsibility to its employees, consumers, and shareholders," said HRC president Kelley Robinson in a statement.

Molson Coors

Beverage company Molson Coors is scrapping many of its DEI policies and initiatives, CNBC reported Wednesday.

In an internal memo obtained by BI, Molson Coors said it would remove quotas for supplier diversity. These quotas, which encourage sourcing supplies from minority or women-owned businesses, can be "complicated and influenced by factors outside" the company's control.

Additionally, the brewer stated that it will shift company training away from DEI-based programs to focus more on key business objectives.

The company said the decision to scale back, which was in the works since March, was made to ensure that executive compensation is solely based on business performance and does not include "aspirational representation goals," according to the memo.

Molson Coors will also no longer participate in the HRC Equality Index or any other third-party company rankings, reported CNBC. The company has previously received a perfect 100-point score for 19 consecutive years.

The memo added that the driving force behind the change was "the understanding that when all our people know they are welcome, they are more engaged, motivated, and committed to our company's collective success."

Survey results by the HRC published on Tuesday found that more than 75% of adults from the LGBTQ+ community unfavorably view companies that rolled back DEI initiatives.

The HRC's Gonzales said that the LGBTQ+ community holds over $1.4 trillion in spending power in the US and wants to "work for and support companies who support us."

None of the companies responded to BI's requests for comment.

Walmart

Walmart will end some of its DEI initiatives, including winding down its nonprofit Center for Racial Equity, which Walmart funded with $100 million in 2020 for five years, and discontinuing programs that assist minority-owned suppliers.

The company will also stop using the phrase DEI in company documents, stop sharing the details of its LGBTQ+ corporate policies with the Human Rights Campaign and stop allowing third-party sellers to list items marketed toward the LGBTQ+ community.

"We are willing to change alongside our associates and customers who represent all of America. We've been on a journey and know we aren't perfect," Walmart said in a statement to BI.

In a post on the social media platform X, conservative activist Robby Starbuck claimed credit for Walmart's policy change, calling it "the biggest win yet for our movement to end wokeness in corporate America."

Nissan

Nissan is rolling back some of its diversity initiatives, Starbuck announced on social media Wednesday.

In a statement provided to BI when asked about Starbuck's post, Nissan said, "Whether with employees, customers, business partners, or the communities we serve, we believe that Nissan is a company for everyone. For nearly four decades, our commitment to respect and inclusion has been rooted in our values, shaped an environment where each of our team members can contribute at work, and ultimately contributed to the success of our business."

Starbuck said when he reached out to Nissan about their "woke policies" the company was receptive. He shared a letter that he said was sent to Nissan employees on Wednesday from Jeremie Papin, the current chairman of Nissan Americas who has been tapped to become the next CFO of the company.

The letter said the company would stop participating in third-party surveys with organizations "heavily focused on political activism." Starbuck said that meant the company would not participate in the Corporate Equality Index from the Human Rights Campaign, an LGBTQ advocacy group.

The letter also said the company would align employee training with "core business objectives" that support "personal job performance and career advancement."

Nissan told BI it was already working on its communications with employees due to questions received internally but acknowledged it had also spoken with Starbuck ahead of the announcement.

• Walmart is scaling back some of its DEI efforts.
• The company was under pressure from anti-DEI activist Robby Starbuck.
• A spokesperson said some of the changes had been in the works for a long time.

Walmart is the latest American company to reverse some of its diversity, equity, and inclusion or DEI initiatives.

Robby Starbuck, an anti-DEI activist, said in an Instagram post Monday that Walmart agreed to a list of changes, including not extending its nonprofit Center for Racial Equity and eliminating the use of the terms "DEI" and "Latinx" from its official communications.

A spokesperson for the company confirmed the changes to Business Insider. They noted several changes had been in the works for a long time.

The company said in a statement it was "willing to change alongside our associates and customers who represent all of America."

"We've been on a journey and know we aren't perfect, but every decision comes from a place of wanting to foster a sense of belonging, to open doors to opportunities for all our associates, customers and suppliers and to be a Walmart for everyone," the statement said.

Walmart established the Center for Racial Equity in 2020 with $100 million in funding for five years, and the spokesperson said the company was fulfilling that commitment but not renewing it.

Some of the other changes included ending preferential treatment to suppliers based on diversity, such as those primarily owned by women, minorities, veterans, or members of the LGBTQ community; discontinuing racial equity training through the Racial Equity Institute; and no longer sharing company data with the Human Rights Campaign, an LGBTQ advocacy group.

The company will also stop selling some LGBTQ-related products sold by third parties on its website marketed to children, like some books and chest binders, the spokesperson said.

Walmart is not the first company to roll back DEI initiatives, nor is it the first to be scrutinized by Starbuck.

Ford, John Deere, Tractor Supply Company, Molson Coors, Lowe's, and Harley-Davidson are among the US companies that have backed down on DEI.

Starbuck did not respond to a request for comment from BI.

In his Instagram post, Starbuck said Walmart reached out to him after it found out he was looking into the company. He said he and Walmart had "productive conversations to find solutions."

"No retail company wants a story about them from us ahead of Black Friday," he told The Wall Street Journal.

Illumen Capital is doubling down on its support for fund managers and founders from underrepresented communities.  The firm is an impact fund of funds that has previously supported ways to address racial bias in investing. Yesterday, the firm, founded by Daryn Dodson, announced the raise of a $32.75 million “Catalyst Fund “to once again support […]

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On Friday, Anthropic announced that Amazon has increased its investment in the AI startup by $4 billion, bringing its total stake to $8 billion while maintaining its minority investor position. Anthropic makes Claude, an AI assistant rival to OpenAI's ChatGPT.

One reason behind the deal involves chips. The computing demands of training large AI models have made access to specialized processors a requirement for AI companies. While Nvidia currently dominates the AI chip market with customers that include most major tech companies, some cloud providers like Amazon have begun developing their own AI-specific processors.

Under the agreement, Anthropic will train and deploy its foundation models using Amazon's custom-built Trainium (for training AI models) and its Inferentia chips (for AI inference, the term for running trained models). The company will also work with Amazon's Annapurna Labs division to advance processor development for AI applications.

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