For companies to be competitive, they should think strategically and unconventionally about the composition of their board.
The main argument against an obligation to increase the share of women on boards has always been that it is very difficult, or near to impossible, to find the right women. Compromising on quality or experience would hurt all parties involved. This statement is often true when ‘right’ is defined as “having worked for many years successfully as a senior line manager in this industry or a related industry.” However, looking at evolving roles of external board members it is clear that a diversity of backgrounds is becoming increasingly important.
It will always be essential to have a few highly experienced senior managers on board but as companies struggle to become more innovative, keep up with the digital age and win the war for talents, input from people with different backgrounds is necessary, such as people who know how to start successful companies and keep them alive when they get acquired by large corporations, people who understand the impact of technology on industry structures, people who have experience in developing strategies under highly uncertain situations with several companies, and people who truly understand the needs and dreams of the new generation entering the work force.
See full Article.
Sunday, July 01, 2012
Women on Boards: First, Diversity
For companies to be competitive, they should think strategically and unconventionally about the composition of their board.
The main argument against an obligation to increase the share of women on boards has always been that it is very difficult, or near to impossible, to find the right women. Compromising on quality or experience would hurt all parties involved. This statement is often true when ‘right’ is defined as “having worked for many years successfully as a senior line manager in this industry or a related industry.” However, looking at evolving roles of external board members it is clear that a diversity of backgrounds is becoming increasingly important.
It will always be essential to have a few highly experienced senior managers on board but as companies struggle to become more innovative, keep up with the digital age and win the war for talents, input from people with different backgrounds is necessary, such as people who know how to start successful companies and keep them alive when they get acquired by large corporations, people who understand the impact of technology on industry structures, people who have experience in developing strategies under highly uncertain situations with several companies, and people who truly understand the needs and dreams of the new generation entering the work force.
See full Article.
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