Equbusiness book VERSION 28SEPT2023 - Flipbook - Page 127
to the topic of national culture, illustrated by Hofstede9s model applied to Belgium, Lithuania, Spain,
and Türkiye.
Some recurring topics were norms, beliefs, perception, expectations, biases and stereotypes. These
topics, often invisible but present, could be targeted using objective reasoning. For example, chapter 4
suggested organizing training modules on gender diversity, including a specific course for the main
shareholders, explaining the benefits of gender diversity in terms of firm value, as these may increase
the motivation of shareholders in guiding the company towards more diversity. The other chapters,
too, proposed practical ways or good practices to help board members, organizations and policy
makers improve gender balance on corporate boards. Some examples were: rolling out mentorship and
sponsorship programs, implementing flexible work policies, setting targets, investing in personal and
professional development, mitigating glass cliff risks, and so on.
In conclusion, achieving gender diversity on corporate boards is a matter that concerns not only
individuals, but also policy makers and organizations. The road to sustainability requires all parties
involved to work together to promote policy and cultural change. It is imperative that leaders,
everywhere and at all levels, promote diversity and inclusion at all times. Together, we can create a
corporate landscape that accurately represents the diversity of our global community and unlocks the
full potential of all its members.
