{"id":1529,"date":"2017-07-12T13:13:58","date_gmt":"2017-07-12T11:13:58","guid":{"rendered":"https:\/\/blog.zhaw.ch\/humancapital\/?p=1529"},"modified":"2017-07-20T13:09:22","modified_gmt":"2017-07-20T11:09:22","slug":"diversity-readiness-im-top-management-und-verwaltungsrat","status":"publish","type":"post","link":"https:\/\/blog.zhaw.ch\/organizationalviability\/2017\/07\/12\/diversity-readiness-im-top-management-und-verwaltungsrat\/","title":{"rendered":"Diversity Readiness im Top Management und Verwaltungsrat?"},"content":{"rendered":"

Dr. Nicoline Scheidegger<\/a><\/p>\n

Neue Technologien, ver\u00e4nderte Kundenw\u00fcnsche, schnellere Marktzyklen – Unternehmen und ihre oberste F\u00fchrung stehen vor der Herausforderung einer sich permanent wandelnden Umwelt. Damit der Verwaltungsrat und das Top-Management-Team k\u00fcnftigen Herausforderungen gewachsen sind, steht die Zusammensetzung dieser Gremien vermehrt im Fokus. Neben der Digital Readiness wird die Vielfalt von Boards und oberen F\u00fchrungsgremien als entscheidender Erfolgsfaktor diskutiert.<\/p>\n

<\/p>\n

Diversity zentral f\u00fcr Qualit\u00e4t von Entscheidungen<\/strong><\/p>\n

Eine ausgewogene Balance an Erfahrungshintergr\u00fcnden und Kompetenzen stellt eine Vielfalt der Perspektiven im Board sicher. Diversity tr\u00e4gt zur organisationalen Flexibilit\u00e4t bei, f\u00fchrt zu mehr Ideenreichtum, alternativen Denkweisen, kontroversen Blickwinkel auf strategische Fragestellungen (Kauer, Waldeck, & Sch\u00e4ffer, 2007) und f\u00fchrt zu erfolgreicheren Entscheidungen.<\/p>\n

Vorteile einer solchen Vielfalt in Boardmeetings beschreibt McCarthy<\/a> aus eigener Erfahrung wie folgt:<\/p>\n

At one point, we were reviewing a strategic direction around opportunities for products to bring to market. The management was in favor of moving in a direction that would have been not completely off strategy, but more like a near-adjacent technology for us. [\u2026] the board, as they discussed it, really challenged management. Had they thought through these different risks and opportunities? The women on the board challenged management the most by drawing on their understanding of how more than half of the country would feel about these new products. It really changed the entire direction of the discussion. Having previous experience with a board that was not very diverse in any way, I think that we would have wound up in a very different place.
\n(McCarthy, Pr\u00e4sident und CEO von Fronter Communications)<\/p><\/blockquote>\n

Diversity Readiness?<\/strong><\/p>\n

F\u00fcr wie wichtig aber Board Diversity f\u00fcr das eigene Unternehmen gehalten wird, h\u00e4ngt zentral davon ab, wen man fragt. Die Ansichten divergieren sehr deutlich nach Geschlecht (siehe Abb. 1). W\u00e4hrend Frauen Diversity zu einem hohen Grad mit der Unternehmensperformance und der Effektivit\u00e4t von Boards in Verbindung bringen, ist f\u00fcr die Mehrzahl der M\u00e4nner diese Verbindung hinf\u00e4llig.<\/p>\n

\"Ansichten
Abbildung 1: Ansichten zur Board Diversity nach Geschlecht<\/figcaption><\/figure>\n

M\u00e4nner sehen die Homogenit\u00e4t in Boards als Pluspunkt in Bezug auf spannungsfreie Meetings, in denen Entscheidungen einfacher gef\u00e4llt werden k\u00f6nnen (Conger, Lawler, & Finegold, 2001). Daran wird deutlich, dass Diversity kein Selbstl\u00e4ufer ist. Um sie in Boards zu erh\u00f6hen, hat McKinsey<\/a> einige Best Practices erarbeitet. Es bedarf neben einer Erweiterung herk\u00f6mmlicher Rekrutierungskriterien und -kan\u00e4le auch eines Gesinnungswandels.<\/p>\n

 <\/p>\n

Bibliographie<\/strong><\/p>\n

Conger, J. A., Lawler, E. E., & Finegold, D. 2001. Corporate Boards, Strategies for Adding Value at the Top<\/em><\/strong>. San Francisco, CA: Jossey-Bass.<\/p>\n

Kauer, D., Waldeck, T. C. P. z., & Sch\u00e4ffer, U. 2007. Effects of top management team characteristics on strategic decision making: Shifting attention to team member personalities and mediating processes. Management Decision<\/em><\/strong>, 45(6): 942-967.<\/p>\n

Schlagw\u00f6rter: Digitale Readiness<\/a>, Diversity<\/a>, Erfahrungen<\/a>, F\u00fchrungsgremium<\/a>, Kompetenzen<\/a>, Top Management<\/a>
<\/div>","protected":false},"excerpt":{"rendered":"

Dr. Nicoline Scheidegger Neue Technologien, ver\u00e4nderte Kundenw\u00fcnsche, schnellere Marktzyklen – Unternehmen und ihre oberste F\u00fchrung stehen vor der Herausforderung einer sich permanent wandelnden Umwelt. Damit der Verwaltungsrat und das Top-Management-Team k\u00fcnftigen Herausforderungen gewachsen sind, steht die Zusammensetzung dieser Gremien vermehrt im Fokus. Neben der Digital Readiness wird die Vielfalt von Boards und oberen F\u00fchrungsgremien als […]<\/p>\n","protected":false},"author":226,"featured_media":1539,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"ngg_post_thumbnail":0,"footnotes":""},"categories":[76],"tags":[470,472,341,471,245,473],"features":[],"class_list":["post-1529","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-digitalisierung-industrie-4-0","tag-digitale-readiness","tag-diversity","tag-erfahrungen","tag-fuehrungsgremium","tag-kompetenzen","tag-top-management"],"yoast_head":"\nDiversity Readiness im Top Management und Verwaltungsrat? - Organizational Viability@ZHAW<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/blog.zhaw.ch\/organizationalviability\/2017\/07\/12\/diversity-readiness-im-top-management-und-verwaltungsrat\/\" \/>\n<meta property=\"og:locale\" content=\"de_DE\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Diversity Readiness im Top Management und Verwaltungsrat?\" \/>\n<meta property=\"og:description\" content=\"Dr. Nicoline Scheidegger Neue Technologien, ver\u00e4nderte Kundenw\u00fcnsche, schnellere Marktzyklen – Unternehmen und ihre oberste F\u00fchrung stehen vor der Herausforderung einer sich permanent wandelnden Umwelt. Damit der Verwaltungsrat und das Top-Management-Team k\u00fcnftigen Herausforderungen gewachsen sind, steht die Zusammensetzung dieser Gremien vermehrt im Fokus. 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