Carla Aalse Imagine a supervisory board as an orchestra: if every musician plays the same instrument, the result is a flat, monotonous sound. Only when a range of instruments comes together does a rich, harmonious symphony emerge. Likewise, a diverse board composition fosters a more dynamic and effective governance environment. But how do we move beyond diversity as a goal, and make it a lived reality?
Diversity in the Boardroom – Theory and Practice
As a consultant, I’m often asked how to enhance diversity within supervisory boards. In practice, I find that while the intention is usually genuine, the implementation often falls short. Many boards aspire to “more diversity,” but grapple with critical questions such as:
Where can we find qualified candidates? How do we ensure that new members have real influence? How do we avoid diversity becoming a box-ticking exercise rather than a meaningful enrichment?
These concerns are entirely valid. Many boards continue to recruit new members from within their own, often homogeneous, networks. Others struggle to look beyond traditional selection criteria, which means candidates with diverse profiles are frequently overlooked. That’s why I not only advocate for the value of diversity, but also work closely with boards to design smarter, more inclusive selection processes.
Why diversity is crucial
Board diversity goes far beyond gender: it encompasses differences in age, cultural background, expertise, and experience. This mix broadens the range of perspectives at the table, which is essential for sound and effective decision-making. As the European Commission points out, a lack of diversity can lead to one-dimensional thinking and weaken the quality of oversight.
In my own experience, broader perspectives consistently lead to better decision-making. I once worked with a board composed mainly of members with legal and financial backgrounds. While highly competent, they lacked insight into digital transformation and emerging social trends. By deliberately seeking candidates with expertise in technology and social innovation, the board not only deepened its knowledge base but also sparked more dynamic and forward-looking discussions.
In another case, I worked with a board made up largely of individuals with similar backgrounds, which limited their understanding of specific markets and target groups. By bringing in candidates with a migration background and experience in international markets, the board gained valuable insights into customer needs and intercultural leadership. This broadened their strategic perspective and strengthened the organization’s societal positioning.
The risks of uniformity
Homogeneous boards run the risk of groupthink – where critical questions go unasked and alternative solutions remain unexplored. This can result in tunnel vision and missed opportunities. Diverse boards, by contrast, foster richer debate, spark innovation, and help uncover blind spots. In my experience, when boards deliberately include a range of perspectives, discussions become more constructive and decision-making significantly improves.
The impact of different perspectives
- Innovation: Diverse backgrounds introduce fresh ideas and alternative solutions.
- Reputation: A diverse board reflects societal values and strengthens the organization’s public image.
- Better decision-making: Multiple perspectives lead to more balanced, well-informed decisions.
Recent developments and practical experience
Since January 1, 2022, Dutch law requires a more balanced representation of men and women on supervisory boards. Yet in my conversations with organizations, it’s clear that significant barriers remain in achieving genuine diversity. Many boards still need support in adopting a broader perspective on recruitment and selection.
Internationally, the focus on diversity continues to grow. According to the Global Gender Diversity 2024 report, the share of companies with at least one woman on the board rose from 84.9% in 2018 to 96% in 2024. In the U.S., the percentage of Black directors on publicly listed boards increased from 5% in 2020 to 8.1% in 2022.
How to build a diverse board
A diverse board does not happen by itself; it requires a conscious and structured approach. Here are seven practical steps:
- Broaden and objectify recruitment: break away from traditional networks and collaborate with specialized executive search firms to reach more diverse candidates.
- Set clear criteria: define what types of diversity are needed -such as gender, age, cultural background, and sector-specific experience.
- Analyze current board composition: use a diversity matrix to map existing profiles and identify gaps in expertise and perspectives.
- Ensure objective selection: implement a transparent, structured selection process to minimize unconscious bias and promote fair evaluation.
- Invest in development and education: provide training and mentoring to emerging board talent to expand and diversify the pipeline.
- Foster an inclusive culture: create a board environment where all voices are heard and regularly assess whether every member is actively engaged.
- Embed and monitor diversity: set concrete goals, measure progress, and report annually to make diversity a sustained and visible priority.
A diverse board isn’t a luxury – it’s essential. Diversity brings broader perspectives, reduces the risk of tunnel vision, and enhances the quality of governance. Just as an orchestra draws its strength from the richness of different instruments, a board thrives on a variety of voices and viewpoints. Organizations that genuinely embrace diversity not only improve their governance, but also strengthen their strategic positioning and capacity to innovate.
Embed and monitor diversity: set goals, track progress, and report annually to make diversity a structural priority.Curious about how to make diversity a reality in your boardroom? Let’s talk.
Carla Aalse
Managing partner at crmLINK | Organizational and Social Psychologist
Specialized in governance, diversity and effective supervision with years of experience in guiding boards of commissioners and supervisory boards.
Note: This article refers to non-executive boards (RvC), but the insights and principles equally apply to supervisory (RvT), both serve (strategic) oversight and advisory roles within organizations and can benefit from a diverse and well-balanced composition.
