Let’s unpack this.

When Walmart announced its decision to roll back DEI (Diversity, Equity, and Inclusion) initiatives and shift its focus to “belonging,” it set off alarm bells for many of us working in this space. On the surface, this pivot might sound progressive or even refreshing. Who wouldn’t want employees to feel a sense of belonging? But when you dig deeper into the specifics—such as cutting programs that support diverse vendors—the message becomes clear: this isn’t about belonging at all. It’s a rebranding exercise that strips the word of its true meaning.

Belonging Isn’t Belonging Without Equity

Belonging isn’t just about creating a warm and fuzzy workplace vibe where everyone feels “welcome.” It’s about doing the work to ensure that everyone, especially those from marginalized backgrounds, has a seat at the table, an equal voice in the conversation, and access to opportunities. Equity is the engine of belonging. Without it, any sense of belonging is performative, a surface-level gloss designed to make people feel good without addressing structural issues.

When Walmart says it’s rolling back DEI efforts but leaning into belonging, they’re essentially pulling the rug out from under the very communities they claim to support. Ending programs that help diverse vendors get their products on shelves doesn’t foster belonging; it reinforces the same barriers these programs were designed to dismantle.

Belonging Is Active, Not Passive

Belonging is not the absence of discomfort; it’s the presence of intentional actions that make people feel seen, valued, and included. It’s actively working to break down systemic barriers, foster collaboration across differences, and celebrate diversity—not sidestep it. By scaling back on DEI, Walmart is effectively sidelining the proactive measures that make belonging possible.

Co-Opting the Language Without the Action

This trend isn’t new. In recent years, corporations have latched onto terms like “belonging” while quietly abandoning the work that gives those terms meaning. It’s easier to talk about creating a culture of belonging than to reckon with inequities in hiring, pay, vendor partnerships, and leadership pipelines.

But here’s the thing: Belonging isn’t an either/or with diversity and equity. They’re inextricably linked. You can’t ask people to feel like they belong in a system that still excludes them.

The Ripple Effect of Walmart’s Decision

Walmart’s position as one of the largest retailers in the world means its decisions carry weight. When it deprioritizes DEI, it sends a message to other companies that they can do the same. It signals to marginalized employees and vendors that their concerns are expendable, that “belonging” is an abstract concept rather than a tangible commitment to equity and inclusion.

This rollback has real-world implications:

• For diverse vendors: It shrinks the pipeline for products from minority-owned businesses, which in turn impacts their ability to thrive and scale.
• For employees: It reduces the likelihood of creating a workplace culture where underrepresented groups can thrive.
• For communities: It erodes trust between the company and the people it claims to serve.

What True Belonging Looks Like

If Walmart, or any company, wants to center belonging, here’s what it needs to understand:

1. Belonging Starts with Listening. You can’t claim to foster belonging without engaging the communities most affected by inequity. Listen to their needs, their pain points, and their vision for change.
2. Belonging Requires Investment. It’s not enough to talk about belonging; you have to fund it. That means continuing support for programs that empower marginalized communities, from diverse vendor initiatives to mentorship and leadership development programs.
3. Belonging Thrives on Accountability. Publicly committing to measurable goals—not vague platitudes—builds trust. Track progress on hiring, retention, pay equity, and vendor diversity, and be transparent about successes and setbacks.
4. Belonging Is Intersectional. It recognizes that people hold multiple, overlapping identities that affect how they experience the workplace. Efforts to foster belonging must take these complexities into account.

The Danger of Redefining Belonging

By co-opting the language of belonging while undermining the structural work of DEI, Walmart is blurring the term into meaninglessness. That’s dangerous, not just for their employees and vendors but for all of us who believe in the power of creating inclusive, equitable spaces.

Belonging isn’t a replacement for diversity, equity, and inclusion. It’s the outcome of doing that work well.

As we continue to hold corporations accountable, let’s stay clear on this: true belonging isn’t about making people comfortable in the status quo. It’s about transforming systems so that everyone—regardless of their background—has the opportunity to thrive.

And that’s the work Walmart appears to be walking away from.