If you work at a large multinational, you’ve probably been invited to join a diversity group — maybe a group to support women in the company, or black men.

These sort of programs have become standard at large companies, and can feel like life rafts to those struggling with a company culture that is (usually) dominated by straight white men.

Deloitte, a business services multinational, has a ton of these groups. But now, according to Bloomberg, it is getting rid of them.

Why is Deloitte canning these initiatives?

Well, Deloitte is a fairly young company in terms of its workforce — a full 57 percent of its employees are milliennials.

And Deloitte officials say that this group has eschewed the company’s diversity initiatives because they feel that they ignore intersectionality.

Currently, there is a group for women, called WIN.

There is also a group for LGBTQ employees, called Globe.

There is a group for black employees, the Black Employee Network.

But there is no group for gay black women.

“Why go talk to a circle of people about something that feels like it’s tied to only one facet of your identity?” one 30-year-old Deloitte employee asked.

And so, the head of WIN, Deepa Purushothaman, told Bloomberg, “We are turning it on its head for people.”

It’s not just millennial discontent that’s driving the move, however.

It was also motivated by a large group of people within the company that was feeling very left out: straight, cis white men.

In order to include white men in its diversity groups, Deloitte is refashioning them into what they term “inclusion panels.”

Having white men in the panels will help, Purushothaman said, because that way “you get more allies, advocates and sponsors.”

And besides that, Purushothaman said that leadership can’t get woke without someone to wake them. “A lot of our leaders are still older white men, and they need to be part of the conversation and advocate for women. But they’re not going to do that as much if they don’t hear the stories and understand what that means.”

While Deloitte is gung ho about reformatting its diversity groups, its colleagues in the business world aren’t so sure they’ve got the right idea.

Jennifer Brown, who is a consultant that helps multinationals develop diversity programs, said that she thinks Deloitte’s jumped the gun a bit. “We need these groups until such a time as people of like identity don’t need to close the door and seek a safe space. We’re not there yet.”

PwC, one of Deloitte’s chief rivals also told Bloomberg that it didn’t think “inclusion panels” were the way to go.

“We believe there is tremendous value in also having individual ERGS [employee resource groups] to provide more leadership opportunities to their members.”

But one of Deloitte’s top white men, Brent Bachus, who has been with the firm for 21 years and is now director for talent inclusion and engagement said PwC, Brown and the rest of the business services industry has it all wrong.

He said that he and other white men need to be in diversity groups because under the current system, “I don’t know that I necessarily felt like I knew what role I was being expected to play, or if I even had a role.”

Purushothaman said that it doesn’t matter if others understand why Deloitte is making the move, and that the company knows what is best. “For us, in order to really drive change, get everyone on board, and to really have a focus on the culture conversation that needs to happen, these things are necessary.”

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