Women have strengthened the boards of Danish companies

Women have strengthened the boards of Danish companies
Boards have become stronger over the past decade – not least because we have broadened our perspective on where the best talent can be found. As a nation, we should be proud of this.

There is good reason to be proud of the progress we have seen in Denmark when it comes to women on boards.

Twelve years ago, I myself helped launch the Women’s Board Award. Back then, the pool of candidates looked very different. In the early years, it was often the same profiles that appeared on the lists year after year, and many people spoke of how difficult it was to find experienced Danish women candidates for senior board positions.

That argument no longer holds water.

Today, we work with both longlists and shortlists full of strong candidates. Women with substantial management experience, strong commercial acumen, an international outlook and deep professional insight. In fact, this year’s Women’s Board Award has identified what may well be the strongest pool of candidates I have seen in the 12 years I have been involved

One of the most positive developments since we launched the Women’s Board Award is that the focus on women on boards is no longer seen as a ‘women’s issue’. These days, I meet many male board chairs and business owners who are actively seeking female candidates. This is partly because of their skills, but also because they recognise that, overall, gender balance creates a different dynamic in the boardroom. Everyone becomes more alert and therefore performs better when there is diversity in the boardroom, whether we’re talking about gender, ethnicity, professional background or other differences. So the representation of both genders is essential. That realisation is perhaps the greatest change of all.  

As a nation, we should be proud of this.
But this progress has not happened by itself. It has been driven by companies, owners, boards of directors and leaders who have been willing to challenge conventional thinking and open the door to a broader range of skills.
At the same time, we can see that the visibility and number of women on Danish boards have grown significantly over the past 12 years. This is a positive development. Not because diversity is an end in itself, but because companies gain access to a larger share of the total talent pool available for board positions.
Competencies and suitability must, of course, always be the decisive criteria when selecting candidates for management and board roles. But gender must not be a barrier either. If we want the strongest boards, we must ensure that all qualified candidates are considered and assessed on an equal footing.

We are not there yet. But one thing is clear:

The argument that there are not enough qualified women for Danish boards has been debunked.
Let’s carry on with the work. After all, the more talented people we bring on board, the stronger our boards will become – and, consequently, our companies too.