Inclusion as a Design Principle
In Episode 55 of Why Care?, I had the pleasure of sitting down with Ryan Panchoo, Founder of Borough 22, a pioneering doughnut brand built on the principles of inclusion, representation, and authenticity. We had an insightful discussion on employer identity and its impact on business, the story behind how his brand started, and how designing for the minority can be strategically beneficial.
This last point got me thinking about brands like Borough 22 that approach inclusion as an intrinsic value and embed it into their product design, rather than treating it as a token gesture or afterthought. Does the execution differ despite similar goals, and what are the implications of each approach? Let’s explore.
Exclusion is a strategic blind spot
Some organisations view inclusion purely as a marketing tool. Yet a deeper look into the brand landscape reveals that, to be truly effective, inclusion must run much deeper - it must become a design principle.
Victoria’s Secret’s story demonstrates what happens when products are not inclusive by design. By promoting a restricted standard of beauty in its models and designing products for only a narrow segment of women, the brand excluded much of its potential audience. Their approach proved unsustainable and the brand was forced to take a five-year hiatus from their fashion shows in 2018, returning only last year with a promise to “reflect who we are today” on their social platforms.
By creating products that excluded significant segments of its audience — women - the brand struggled to adapt to changing expectations and therefore undermined its long-term resilience.
Inclusion as a design principle
Take Oatly, for example: it was initially created to meet the needs of people with food intolerances - a minority group often overlooked by mainstream brands.
Oatly, like Borough 22, embedded inclusion into its product formulation by creating products that genuinely served a traditionally overlooked audience - those with food intolerances - while remaining appealing to everyone through its great taste. This focus on thoughtful design turned what could have been a niche offering into a product that resonated widely, proving that inclusion is a driver of both quality and market growth.
It’s important to note that this isn’t about creating services or products with vague target audiences; it’s about ensuring every segment within the defined audience is genuinely considered.
How can leaders embed inclusion as a design principle?
Creating products and services that are genuinely inclusive requires inclusion be embedded into the very DNA of a brand. Achieving this may look like:
Setting measurable goals: for inclusion to be actioned effectively, it should be specific, measurable, and time-bound. This ensures gaps are recognised and transformed into opportunities for growth.
Evolving with changing expectations: audiences are not static, and they value brands that keep pace with social shifts and respond with authenticity.
Positioning inclusion as innovation: designing for overlooked audiences compels us to respond thoughtfully to real needs and uncover opportunities others might miss.
Embedding inclusion into the culture: beyond diverse teams - creating a system where every strategy, product, process and decision is filtered through the question: Who are we leaving out?
Inclusion is more than an ethical stance - it is a lens for smarter, bolder, and more adaptive business.
How can Avenir help?
At Avenir, our Inclusive Leadership Programme equips leaders with the tools they need to foster truly inclusive workplaces.
My book, Beyond Discomfort: Why Inclusive Leadership is So Hard (and What You Can Do About It), is also an invaluable resource for learning how to harness discomfort as a catalyst for positive change and greater returns. You can grab a copy here, including an audiobook version for listening on the go.
You can also access more episodes of Why Care? here.