Organisations increasingly champion inclusion, yet the people tasked with making it real often face resistance when inclusion disrupts established systems. This article explores the paradox at the heart of inclusive leadership: why inclusion is embraced as a value but weakened as a practice. By linking internal leadership dynamics to marketplace outcomes, it examines what it truly takes to commercialise inclusion beyond symbolism, and why doing so remains structurally complex

Indra Nooyi is an Indian-born American business executive and former chairman and chief executive officer (CEO) of PepsiCo As I reflect...