Rethinking DEI in pharma – culture, courage and change

Rethinking diversity, equity and inclusion (DEI) in pharma means going beyond the expected.

Embedding DEI is crucial to how we serve patients and the healthcare ecosystem and it also makes sound business sense. It’s a strategic imperative, a moral responsibility and, put simply, the right thing to do. Policies provide the principles and frameworks that guide us, but it’s leadership that brings those principles to life: translating them into everyday behaviours and decisions.

If we want our DEI ambitions to truly have impact, we must find courage to challenge how leadership embeds it. That means moving away from routine requirements and towards a values’ driven way of working, one that makes inclusion part of everyday and not just a policy requirement.

I’ve always felt, and I’ve seen it play out, that DEI is far more than a ‘nice to have’. It’s the foundation of how modern businesses thrive.

In today’s polarised world, where even the value of DEI is questioned, our shared values become our anchor. They guide how we behave, how we treat each other and how we stand together both personally and professionally.

Different backgrounds, experiences and perspectives force us to pause, to ask new questions, to reconsider our assumptions. It’s not always comfortable. In fact, sometimes it’s challenging. But it’s exactly in those moments that the best ideas emerge.

DEI is now part of the landscape in most pharmaceutical companies. That’s a good thing. But in many cases, the focus remains on policies, targets and compliance frameworks. These are essential, as they provide the principles and accountability needed to guide behaviour. Yet on their own, they rarely reach deep enough to shift how an organisation truly works.

I keep coming back to a 2023 report from the ABPI and Accenture. It found the industry is still early in its DEI journey, with only 14% of respondents saying their leadership is representative.

This suggests something important: policies may set the direction, but it’s leadership that brings them to life. Without leaders who embody these principles in everyday practice, we’ll never see the real cultural shift we’re aiming for.

As a region with employees across 14 countries, our Executive Committee includes representation from ten nationalities, diversity that’s critical to informed decision-making. It’s clear there is still room for improvement and an organisation’s leadership is a crucial enabler.

Pharma leaders who manage their organisations with authenticity, prioritising transparency, inclusion and genuine connection with others, will optimise individual and organisational performance, ultimately driving innovation and improving patient care.

At Kyowa Kirin International (KKI), we are guided by our Japanese heritage and ‘Kabegoe’ principles of breaking through barriers. We’re committed to cultivating a diverse and inclusive workplace: one where different perspectives strengthen our ability to serve patients and fulfil our simple but powerful purpose: to make people smile.

We build those moments intentionally through communities of interest focused on women in business, LGBTQ+, racial and ethnic inclusion, disability, mental health and early careers. These communities are where energy, creativity and trust grow.

By putting intersectionality at the heart of the conversation, they’ve opened the door to deeper discussions about how different aspects of identity overlap and influence our experiences. And in doing so, they’ve shown that when employees take the lead, inclusion can grow into something truly embedded.

Our vision captures it perfectly: ‘Behind every smile is our sense of belonging.’ When we bring our whole selves to work, we celebrate our differences, live our values and create opportunities for all. That’s what strengthens our culture and it’s what drives our business forward.

The link between authentic leadership, DEI and patient outcomes is especially critical in rare disease. People living with rare conditions are not only few in number, but they’re also often overlooked and face significant barriers to diagnosis, treatment and care.

Meeting their needs requires tailored, innovative approaches, where diverse thinking and lived experiences are essential to delivering life changing value. That is why, during any interview process, I look for people who are curious, open to learning and eager to evolve. Talented individuals stay when they’re supported to grow and achieve, which in turn helps us better serve the patient communities that rely on us.

When inclusion grows from shared values rather than being handed down as a set of rules, people tend to engage with it more authentically. It stops feeling like a directive and becomes part of how we think and act every day.

That kind of change still needs senior leaders to be fully invested by taking personal accountability for championing DEI and making measurable commitments that go beyond policy. It isn’t a checklist. It’s about living these principles consistently in the everyday moments that shape culture.

By recognising that diversity of background and expertise gives us richer insight into the complex needs of patients, leaders can set the tone by creating an environment where everyone feels they belong through investment in employees’ professional and personal development.

Visible actions matter. Leaders must model inclusive behaviour daily, from how they run meetings to how they make decisions. This means creating the space for different voices and fostering a true sense of belonging.

Another element to consider is how to adjust hierarchical structures. Lean structures, for instance, not only help with organisational efficiency, but they also provide opportunities for rapid growth and progression. At KKI, we maintain a structure that ensures every employee sits no more than four levels away from the president, enabling diverse insights, experience and perspectives to influence decisions quickly.

The industry must also embrace non-linear career paths. The ‘squiggly career’ approach, where employees shift roles or directions with company support, motivates people and brings fresh perspectives that evolve how we work.

The shifts in leadership behaviour, career structures and cultural norms are all part of a broader transformation. We must embrace this if we’re serious about lasting change.

The pharmaceutical industry stands at a pivotal point. Leaders can continue with traditional approaches that deliver minimal impact, or we can honestly assess our organisations and ask if DEI is truly reflected in our culture. We may not like what we see, but the alternative is leading an organisation destined never to reach its potential.

Ultimately, DEI is a journey and we won’t always get it right. But when leaders show up with open hearts, open minds and a genuine desire to do the right thing, we build organisations that are not only more inclusive, but also more resilient, innovative and impactful.

That’s how we win the hearts and minds of our stakeholders and deliver lasting value for patients.