Artikler om diversitet i bestyrelser og presseomtaler af Women’s Board Award 2019:
POV International, feb. 2019: Kronprinsessen inspirerer til flere bestyrelsesdronninger
Finans.dk, feb 2019: Årets bestyrelseskvinde er IBM helt ind i knoglerne
Berlingske Business, feb 2019: Eksklusivt interview med Helle Valentin
Jyllands-Posten, jan. 2019: Ørsted formand var imod kvindekvoter – nu er han i tvivl
Erhvervsstyrelsen: Interview med Thomas Thune Andersen
POV International, feb. 2019: Inaktive bestyrelser er et levn fra fortiden
Mere aktuel viden om diversitet i ledelse:
MarketWatch, nov 2018: 10 reasons gender diversity can make you money
SYDSVENSKAN, marts 2018: Ny lista lyfter fram 100 kvinnliga kandidater
Undersøgelse fra Lederne, marts 2018: Hvad vil kvinder kæmpe for?
Bag om tallene for kvinder i ledelse og bestyrelser: To videoer fra Lederne:
The economic importance of gender equality: Findings from The World Economic Forum’s 2017 Gender Gap report
Børsen: 5 myter om kvinder i bestyrelser
McKinsey: Delivering through diversity
Børsen: Må jeg se mit køn som en konkurrencefordel?
Interview med Bodil Ismiris, viceadministrerende direktør, Lederne
The Economist: Ten years on from Norway’s quota for women on corporate boards:
Djøf Bladet: Fiasko for blød lov om flere kvinder i bestyrelser
Økonomisk Ugebrev, februar 2018: Flere kvinder udnævnes som adm. direktører
Og vil du være aktiv i debatten, er der mulighed for at komme til orde på chefredaktør for Mandag Morgen, Lisbeth Knudsens medieblog
McKinsey: Adapting your Board to the Digital Age – se også uddrag nedenfor.
Top 10 Trends and Changes on The Board Agenda 2018: Digitization – and Digital Committees
It’s not going away. On the contrary, the impact from digitization is flooding all industries with an unprecedented speed now. Organizations undergo heavily needed transformations and business models go through changes of a magnitude that was hard to envisage a decade ago. Boards need to keep up to speed with this – and it won’t be easy for everyone. On many boards, there is still a majority of +60 year old digital immigrants, and if they are lucky they might consciously be aware that there are things that they do not know. More unfortunate are those who are unconsciously incompetent – and who don’t realize what hit the company until it is too late.
To not end up like Blockbuster, Kodak or Nokia, boards need to invest heavily in their own development within this area. They can’t rely solely on calling in consultants or other digital experts from time to time, but must either go through extensive training to catch up with the development – or simply add the needed skill sets to the board by prioritizing this set of competencies in the board’s succession plan for itself. Constant care and due diligence from the board needs to be the guideline.
Our judgment here is that numerous boards across the world will anchor the responsibility for overseeing the board’s and the company’s digital development in a newly established “Digital Committee”.