FidAR Forum 2026 – Progress is not enough. Intentional change is!

Congrats FidAR, for over two decades, being one of the most important drivers of structural change in Germany when it comes to parity in leadership. As a long-term member, attending the FidAR Forum 2026 isn't just participation; it's my Commitment to help drive change through awareness.

I hope we all agree that this topic is not symbolic. It is economic, structural, and deeply systemic.

Where we stand – reality backed up by  numbers

The data presented during the forum—aligned with global benchmarks and the latest FidAR Women-on-Board Index (latest WoB Index: https://www.fidar.de/wob-index/)—is clear:

• ~25% women on boards globally
• ~21% women in executive roles
• ~6–7% women CEOs

I can already hear some saying that this is progress. But one insight from the keynote by Irene Natvidad reframed it sharply:

“Never mistake progress for success.” And she is right.

And even more importantly: “Change happens because you want it to happen. It doesn’t happen by itself.”

Her data-driven perspective reinforced a critical truth: There is no natural evolution toward parity. It must be designed, measured, and enforced.

Two systems – one structural problem

One of the most important takeaways for me—also visible in the data shared on stage: there is no correlation between more women on boards and more women in executive leadership.

These are two fundamentally different systems:

• boards can be diversified externally
• executive leadership must be built internally - at least in parts.

Why? Because executive roles are not only about qualifications—they are the result of:

• long-term development
• access to critical roles and P&L responsibility
• visibility, sponsorship, and decision-making exposure

In other words: You can appoint diversity to a board. But you have to build diversity into leadership. And unfortunatley this is where many organizations still fall short. They focus on representation at the top, without addressing how leadership pipelines are actually created.

And that is exactly why progress often stops at the board level instead of translating into sustainable change across the organization.

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More insights delivered through the panel discussion

The interdisciplinary panel brought together perspectives from politics, economics, and industry. What stood out to me most was the clarity and honesty of the discussion. One statement captured the essence: Even so not new, important to frame especially in times like this. Diversity is not a compliance topic, it is a competitive advantage especially as long as it is not yet the norm.

Equally important was the discussion around responsibility: Gender equality is not the responsibility of women, it is the responsibility of those who currently hold power.

This is not just a normative statement—it reflects how organizations actually change. Access to leadership is shaped by decisions on hiring, promotion, and succession, which are still predominantly made by those already in leadership positions.What made the discussion particularly strong was how clearly it linked this topic to business performance and transformation—especially in the context of AI and productivity.

The argument is not abstract:

1. _{Research from McKinsey & Company (Diversity Wins, 2020) shows that companies with more diverse leadership teams are more likely to outperform financially.}
2. _{Studies by OECD and European Commission link management quality and digital adoption, including AI, to higher productivity.}
3. _{Better-managed firms tend to adopt new technologies faster—and management quality improves when decision-making is more diverse and less homogeneous.}

This connects the topic directly to economic performance and future competitiveness.

We can learning from global perspectives – Australia as a benchmark

A particularly compelling perspective came from Ann Sherry AO (Multiple non-executive board member (incl. UNICEF Australia, SMC Queensland Airports Ltd), highlighting the Australian model.

What makes Australia effective is not intention, but system design:

• Mandatory reporting on gender metrics
• Transparent benchmarking
• Public accountability (including media exposure)

The result after more than a decade poofs success and I hope we here in Germany can learn from that:

• near parity on boards
• significant increase in women in executive roles
• Aasystem where leadership is actively held accountable

The lesson is clear: What gets measured and published gets managed.

From Policy to Practice – A Corporate Example That Matters

A powerful example discussed at the forum was the transformation of the NORMA Group. CONGRATULATIONS!

From --> 0% women in leadership roles in 2012

To today --> 50% supervisory board representation & two-thirds female executive leadership

This is not an incremental change. It is an intentional transformation.I was genuinely pleased to meet and speak with Birgit Seeger, who received this year’s recognition. What stood out is the clarity with which diversity is positioned: Not as an initiative, but as a leadership principle and performance driver.

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Continuity and Personal Perspective

This forum also had a personal dimension for me. I was very happy to meet Irena Navidad again. We first met many years ago at DLD Women if I remember correctly, a format that, in hindsight, was ahead of its time.

Unfortunatly that format no longer exists anymore but FidAR does.

Because real change does not come from isolated initiatives, but rather from persistence, consistency, and long-term commitment.‍

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What needs to happen now

The forum made one thing very clear: We do not lack insights, data, or proven examples. What we lack is consistent execution at the Board and leadership level.

For Supervisory Boards and governance bodies

• set clear, measurable targets for parity—not only for the board itself, but across executive leadership
• anchor diversity in governance frameworks, succession planning, and performance oversight
• ensure transparent reporting and accountability mechanisms are in place
• move beyond compliance and treat parity as a strategic priority linked to long-term performance

For executive Leadership

• build and sustain robust internal leadership pipelines
• actively sponsor and develop talent across all levels—not selectively
• embed diversity into operating models, KPIs, and decision-making processes
• challenge structural barriers and redesign systems where progression consistently breaks down

For all decision-makers

• take ownership of outcomes—not intentions
• align leadership behavior with stated ambition
• rrecognize that culture follows what is measured, rewarded, and promoted

Closing thought

One statement from the forum captured the urgency: “Parität ist kein Gefallen. Sie ist ein demokratisches Gebot.” Parity is not optional.It is a requirement—for resilient governance, competitive organizations, and a functioning society.

For me,  this is one reason why this work matters. And this is why I invite boards, executives, and decision-makers to actively contribute to the next phase of change.

Because progress alone is not enough, accountability is. Be the driver of change!
Danke.

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