The world is weirder than ever—and communication professionals are feeling it. To make sense of it, The BrandLab fostered a conversation, noting what we are seeing and hearing from these industries.
Recently, The BrandLab saw a dramatic drop in participation in their bi-annual State of the Profession survey. The total number of responses fell from more than 1,000 in the 2023 survey to just 286 in 2025. What did this mean for the future of inclusive organizations?
Marketing, advertising and PR teams are navigating a minefield of political polarization, AI acceleration, shrinking budgets and a disconnected hybrid workforce, as well as a decreasing prioritization of inclusion and belonging.
In the 2025 report, the data reiterates a repeated approach that organizations should consider to be inclusive. Unfortunately, organizations are tighter than ever on both budgets and personnel capacity to effectively embed needed inclusion practices—stalling momentum and work-culture progress.
Organizations are Overwhelmed
If you ask most company leaders, they would describe their organizations as inclusive. Each would describe an alternative approach, practice and view on the definition of inclusion. According to data from Gallup, 69% of U.S. adults say it is extremely or somewhat important for businesses to promote DEI. However, data also displays a significant gap between what leaders believe is happening and what employees are experiencing inside workplace environments. This same poll shows 35% of organizations are doing an "excellent or good job" at promoting DEI.
Within the communications profession, specifically, findings from the State of the Profession Report echo this disconnect: Employers often point stalling DEI efforts to external forces such as politics, but their employees are experiencing a different reality.
According to the report, many employees describe feeling a lack of belonging, limited influence in decision-making, and a sense that their full identities and experiences aren’t recognized or valued within their workplaces.
The disconnect highlights a tough, but important truth: intention to implement inclusion initiatives is not enough.
Effective inclusion practices need to be embedded into the everyday business model of the PR agencies and departments. Employee resource groups (ERGs), internal culture-building, mentorship-based work and relationship building are great starting concepts proven to have a positive impact. But on timesheets, this work is considered “non-billable” and doesn’t directly fuel the bottom line. That makes it easy to omit when it comes time to reevaluate the budget.
This cycle of fewer human connections, culture conversations and misunderstandings of personal backgrounds often leads to more attrition and turnover, which actually leads to more cost.
In the same vein, remote and hybrid work created incredible flexibility, while at the same time fracturing community and culture. The informal “watercooler moments” that once shaped a company culture and trust went away.
Without establishment of how cultures connect with the unique backgrounds and experiences of their teams, especially with contractors and newer employees, employees feel less supported and seen. Unseen employees are more likely to exit the organization and look for something new where they feel valued for their full self and perspective.
How AI is Shaping Communications
AI is another elephant in the room as it reshapes our world. For communications professionals, AI automates production, optimization and supports creative conception. It also is reshaping career pathways.
Historically, many diversity gains in the industry began at the entry level through production roles and assistant positions that created early career opportunities. AI is reducing the need for some of these roles, and the traditional on-ramps that created access and mobility are narrowing. In the first half of 2025, AI-driven automation accounted for more than 10,000 reported job cuts across the U.S..
At the same time, inclusion challenges don’t just disappear at higher-level roles. No matter when someone enters an organization—albeit entry, mid or senior level, a culture that lacks inclusive practices will be felt throughout the employee’s experience.
There is an additional risk to the rising use of AI. The technology can spark creativity, but it can also replicate bias. AI systems don’t necessarily reflect the diverse world. This is precisely why diverse teams are necessary to train and test these systems accurately.
What Do Leaders Do About DEI Now?
Cultivating a culture of inclusion and belonging will always require intention, even for the most effective organizations. The 2025 State of the Profession showed real progress, but it also revealed how much work remains.
This next phase of progress isn’t about adding more initiatives. It’s about embedding inclusive practices directly into everyday workflows, so they become part of how work gets done—not an extra task squeezed in when there's time. Leaders can start by asking more intentional questions:
- How are inclusion and belonging reflected in our everyday workflows—not just our values statements?
- Where have budget, speed,or automation unintentionally removed access or opportunity?
- How are AI tools being evaluated, tested and shaped by diverse perspectives?
- What signals are employees receiving about what—and who—truly matters here?
Different organizations will arrive at different answers. That’s expected. What matters the most is leadership staying curious and being willing to ask the questions—and acting on what the answers reveal.
When inclusion becomes operational, not optional, everyone benefits.
Jasmine Russell is the Co-Founder and Director of Marketing at Monicat Data, a strategic marketing and design agency.
Laura Fegley is the Founder of Snack Shack, a strategic and creative studio that partners with brands to develop microculture-led content at scale. She previously served as VP of Creative at Shutterfly.