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What is SHEconomy®?
SHEconomy®: Partnering for resilient leadership and future-ready systems
SHEconomy® is a performance-driven global platform advancing institutional transformation through innovation, strategic collaboration, and long-term value creation.
We strengthen leadership pipelines, enhance governance practices, and support durable organizational structures — working with partners across sectors to deliver actionable insights, standardized tools, and measurable results.
SHEconomy® is a performance-driven global platform advancing institutional transformation through innovation, strategic collaboration, and long-term value creation.
We strengthen leadership pipelines, enhance governance practices, and support durable organizational structures — working with partners across sectors to deliver actionable insights, standardized tools, and measurable results.
Our mission is grounded in execution — not theory.
We work with global partners to develop scalable frameworks and high-impact solutions that support resilient institutions and long-term organizational performance. Our research and strategic initiatives are built on evidence-based practices, enabling transformation across sectors — from business and government to education and national defense.
SHEconomy® leads the development of CDR™ — a practical framework that helps organizations strengthen leadership pipelines, improve governance, and align with performance-driven institutional goals. Our focus areas include leadership development, governance innovation, and organizational resilience — all essential to achieving competitive advantage in today’s evolving landscape.
Join us in shaping the future of responsible leadership — where qualified, results-oriented input strengthens institutions and drives real-world outcomes.
We work with global partners to develop scalable frameworks and high-impact solutions that support resilient institutions and long-term organizational performance. Our research and strategic initiatives are built on evidence-based practices, enabling transformation across sectors — from business and government to education and national defense.
SHEconomy® leads the development of CDR™ — a practical framework that helps organizations strengthen leadership pipelines, improve governance, and align with performance-driven institutional goals. Our focus areas include leadership development, governance innovation, and organizational resilience — all essential to achieving competitive advantage in today’s evolving landscape.
Join us in shaping the future of responsible leadership — where qualified, results-oriented input strengthens institutions and drives real-world outcomes.
Vision
Our vision is to advance the future of corporate diversity responsibility through CDR™ and performance-driven institutional development.
We are committed to driving improvement across industries by strengthening leadership, fostering innovation, and enabling long-term value creation.
By enhancing organizational systems and promoting accountable, resilient governance, we help build institutions where qualified leadership and results-focused input support success and trust.
We are committed to driving improvement across industries by strengthening leadership, fostering innovation, and enabling long-term value creation.
By enhancing organizational systems and promoting accountable, resilient governance, we help build institutions where qualified leadership and results-focused input support success and trust.
Mission
Our mission is to shape the future through strategic collaboration and results-driven leadership.
At SHEconomy®, we foster high-impact environments for cross-sector partnerships, enabling applied research, knowledge exchange, and performance-oriented initiatives that deliver measurable, lasting value.
We draw on the Integrated Model for Sustainable Development (IMSD) as outlined in Fagerland & Bleveans (Stanford) (2025), which consolidates governance frameworks into a unified structure that embeds organizational resilience, data-driven innovation, and sustainable systems into institutional strategy
Our vision is to enable a future where innovation, accountability, and performance-based governance strengthen global institutions — setting a new benchmark for CDR™ and long-term organizational effectiveness.
At SHEconomy®, we foster high-impact environments for cross-sector partnerships, enabling applied research, knowledge exchange, and performance-oriented initiatives that deliver measurable, lasting value.
We draw on the Integrated Model for Sustainable Development (IMSD) as outlined in Fagerland & Bleveans (Stanford) (2025), which consolidates governance frameworks into a unified structure that embeds organizational resilience, data-driven innovation, and sustainable systems into institutional strategy
Our vision is to enable a future where innovation, accountability, and performance-based governance strengthen global institutions — setting a new benchmark for CDR™ and long-term organizational effectiveness.
What is CDR?
CDR™: A Strategic Framework for Institutional Resilience and PerformanceCorporate Diversity Responsibility (CDR™) is a research-based governance framework developed by Benja Stig Fagerland. First introduced through the SHEconomy® platform (Fagerland & Rambøl, 2015), CDR™ moves beyond symbolic diversity initiatives by focusing on how institutions can strengthen leadership systems, enhance governance quality, and improve long-term performance.
Grounded in more than a decade of peer-reviewed research, practical application, and global collaboration, CDR™ enables institutions to focus on systems—not individuals—as the foundation for institutional trust, innovation, and results.
Fix the system – not the people.
Why CDR™ MattersIn today’s complex and dynamic environment, public and private institutions must be adaptive, transparent, and strategically aligned with performance outcomes.
CDR™ provides a politically neutral, evidence-based framework designed to help organizations:
CDR™ supports resilient governance and high-performance outcomes — without relying on quotas or identity-based mandates.
What CDR™ OffersCDR™ provides practical tools and validated models to help institutions improve:
This enables a shift from symbolic compliance to measurable, merit-based competence — reinforcing both effectiveness and public trust.
Strategic Reach and Sector IntegrationCDR™ is currently being explored and applied in a wide range of institutional settings, including:
Technology and Innovation
Collaborations with Google, Google X, Microsoft, META, and Accenture
Finance and Insurance
Partnering with Storebrand, the Norwegian Union of Financial and Insurance Employees, and leading Nordic financial actors
Governance and National Resilience
Integrated into digital transformation work via Digital Norway and GoForIT, and applied in civil-military preparedness efforts alongside the Norwegian Armed Forces and the Chief of Defense (SHEconomy® board member)
Higher Education and Leadership Development
Embedded in executive education and leadership curricula across universities of applied sciences and business schools
Global RecognitionCDR™ has been presented or implemented at:
Academic ValidationCDR™ is supported by a robust body of peer-reviewed literature, including:
These works position CDR™ as a future-ready, politically neutral alternative to DEIB frameworks — aligned with meritocratic principles and institutional effectiveness.
A Pillar of the IMSD Governance ArchitectureCDR™ forms the social systems pillar of the Integrated Model for Sustainable Development (IMSD), a modular governance model developed with Stanford-affiliated researchers.
IMSD’s pillars include:
Each pillar is rooted in institutional theory, adaptive leadership, and dynamic capability frameworks — enabling sector-wide adoption without ideological positioning.
Grounded in more than a decade of peer-reviewed research, practical application, and global collaboration, CDR™ enables institutions to focus on systems—not individuals—as the foundation for institutional trust, innovation, and results.
Fix the system – not the people.
Why CDR™ MattersIn today’s complex and dynamic environment, public and private institutions must be adaptive, transparent, and strategically aligned with performance outcomes.
CDR™ provides a politically neutral, evidence-based framework designed to help organizations:
- Align leadership and governance with long-term value creation
- Strengthen institutional legitimacy and stakeholder trust
- Enhance strategic capacity in the face of regulatory, technological, and geopolitical shifts
- Apply diversity as a system-level design consideration, not a symbolic or compliance-based metric
CDR™ supports resilient governance and high-performance outcomes — without relying on quotas or identity-based mandates.
What CDR™ OffersCDR™ provides practical tools and validated models to help institutions improve:
- Leadership pipeline development and governance resilience
- ESG-aligned decision-making and performance reporting
- Institutional transparency and accountability
- Strategic foresight and scenario planning for long-term risk and adaptation
This enables a shift from symbolic compliance to measurable, merit-based competence — reinforcing both effectiveness and public trust.
Strategic Reach and Sector IntegrationCDR™ is currently being explored and applied in a wide range of institutional settings, including:
Technology and Innovation
Collaborations with Google, Google X, Microsoft, META, and Accenture
Finance and Insurance
Partnering with Storebrand, the Norwegian Union of Financial and Insurance Employees, and leading Nordic financial actors
Governance and National Resilience
Integrated into digital transformation work via Digital Norway and GoForIT, and applied in civil-military preparedness efforts alongside the Norwegian Armed Forces and the Chief of Defense (SHEconomy® board member)
Higher Education and Leadership Development
Embedded in executive education and leadership curricula across universities of applied sciences and business schools
Global RecognitionCDR™ has been presented or implemented at:
- UN Women Keynote (Seoul)
- SHEconomy® Summits (Google HQ and Switzerland)
- Nordic Council of Ministers (Seoul)
- IPSOS Global Inclusion Index (90+ countries)
- National forums in Australia and the UK
Academic ValidationCDR™ is supported by a robust body of peer-reviewed literature, including:
- Fagerland & Bleveans (2025). Strategic Corporate Diversity Responsibility as a Catalyst for Sustainable Governance. Administrative Sciences, MDPI.
- Fagerland & Drejer (2018), European Journal of Management
- Fagerland & Fjuk (2025a–b), EDULEARN25
- Fagerland & Sørensen (2025), submitted to Administrative Sciences
- Fagerland & Bergh (2025), Athens Journal of Education
These works position CDR™ as a future-ready, politically neutral alternative to DEIB frameworks — aligned with meritocratic principles and institutional effectiveness.
A Pillar of the IMSD Governance ArchitectureCDR™ forms the social systems pillar of the Integrated Model for Sustainable Development (IMSD), a modular governance model developed with Stanford-affiliated researchers.
IMSD’s pillars include:
- Climate sustainability
- Institutional governance
- Strategic partnerships
- Implementation and evaluation
- System-based leadership (CDR™)
Each pillar is rooted in institutional theory, adaptive leadership, and dynamic capability frameworks — enabling sector-wide adoption without ideological positioning.
- In Summary: What Makes CDR™ Unique?Based on more than 10 years of research and field-tested implementation
- Politically neutral and compatible with current U.S. federal regulations
- Designed to improve systems, not regulate individual identity
- Aligns with global governance goals without requiring quota-based measures
- Strengthens institutional foresight, legitimacy, and long-term performance
The CDR™ & SHEconomy® PlatformA strategic hub for governance innovation and system-level performance
The CDR™ & SHEconomy® Platform functions as a strategic knowledge and collaboration hub — supporting institutions across sectors in strengthening governance, building effective leadership pipelines, and designing resilient, results-oriented systems.
CDR™ (Corporate Diversity Responsibility) is a structured, evidence-based framework that enables organizations to align leadership composition, system design, and strategic foresight with measurable institutional performance. By embedding broad-based capabilities into operational structures, CDR™ enhances innovation capacity, decision-making quality, and long-term value creation.
Rather than emphasizing individual identity or ideological goals, CDR™ prioritizes institutional function, accountability, and systemic merit. It enables organizations to:
Through applied research, high-level partnerships, and data-informed implementation, the CDR™ & SHEconomy® Platform supports the development of systems that are agile, effective, and fit for the challenges of the future.
Fix the system — not the people.
This is not just a principle — it is a method for building institutions that deliver.
The CDR™ & SHEconomy® Platform functions as a strategic knowledge and collaboration hub — supporting institutions across sectors in strengthening governance, building effective leadership pipelines, and designing resilient, results-oriented systems.
CDR™ (Corporate Diversity Responsibility) is a structured, evidence-based framework that enables organizations to align leadership composition, system design, and strategic foresight with measurable institutional performance. By embedding broad-based capabilities into operational structures, CDR™ enhances innovation capacity, decision-making quality, and long-term value creation.
Rather than emphasizing individual identity or ideological goals, CDR™ prioritizes institutional function, accountability, and systemic merit. It enables organizations to:
- Evaluate governance models and leadership configurations using research-based criteria
- Strengthen transparency, adaptability, and institutional accountability
- Align people strategies with performance-based outcomes
- Improve organizational capacity through measurable, continuous development
Through applied research, high-level partnerships, and data-informed implementation, the CDR™ & SHEconomy® Platform supports the development of systems that are agile, effective, and fit for the challenges of the future.
Fix the system — not the people.
This is not just a principle — it is a method for building institutions that deliver.
Model (Fagerland, 2015)
CDR - Corporate Diversity Responsibility.
“A SHEconomy Management 3.0 benefit model and framework for gender diversity management for greater innovation, social responsibility and solid financial performance.” (2019)
CFix the system, not the people!
Building better institutions through smarter governance
Corporate Diversity Responsibility (CDR™) is a research-based governance framework developed to strengthen leadership, improve institutional performance, and support long-term adaptability. Introduced by Benja Stig Fagerland as part of the SHEconomy® framework in 2015, CDR™ addresses the need to improve systems rather than assigning responsibility to individuals.
The founding idea behind CDR™ is clear:
Fix the system — not the people.
When systems function effectively, performance improves across the institution.
Building better institutions through smarter governance
Corporate Diversity Responsibility (CDR™) is a research-based governance framework developed to strengthen leadership, improve institutional performance, and support long-term adaptability. Introduced by Benja Stig Fagerland as part of the SHEconomy® framework in 2015, CDR™ addresses the need to improve systems rather than assigning responsibility to individuals.
The founding idea behind CDR™ is clear:
Fix the system — not the people.
When systems function effectively, performance improves across the institution.
CDR™: A Research-Based Framework for Institutional Transformation
Corporate Diversity Responsibility (CDR™)
CDR™ is a pioneering governance innovation developed by Benja Stig Fagerland and first introduced through the SHEconomy® platform (Fagerland & Rambøl, 2015). Built on over a decade of international research and applied institutional practice, CDR™ positions system-level diversity as an operational asset — not as an ideological goal, but as a measurable driver of institutional performance, resilience, and long-term strategic value.
Today, CDR™ is integrated into global governance models, executive education, public administration, and civil–military readiness strategies — enabling system-wide transformation across sectors and regions.
These partnerships demonstrate CDR™’s relevance in governance, innovation, crisis preparedness, digital policy, and ESG-aligned performance — with proven practical value across public and private sectors.
Institutional and Curricular Integration
Academic Recognition and Research ValidationCDR™ has been rigorously validated through peer-reviewed research and international academic collaboration, including with Stanford-affiliated scholars. Key publications include:
The IMSD Framework: Linking CDR™ to Sustainable DevelopmentRecent research positions CDR™ as a core component of the Integrated Model for Sustainable Development (IMSD) — developed in collaboration with Stanford-affiliated researchers. Within IMSD, CDR™ supports:
CDR™ converts structural diversity into a mechanism for measurable, system-level value — strengthening stakeholder legitimacy, institutional adaptability, and long-term impact.
Why CDR™ MattersCDR™ is not about identity or ideology. It is about improving systems.
It provides organizations with:
Corporate Diversity Responsibility (CDR™)
CDR™ is a pioneering governance innovation developed by Benja Stig Fagerland and first introduced through the SHEconomy® platform (Fagerland & Rambøl, 2015). Built on over a decade of international research and applied institutional practice, CDR™ positions system-level diversity as an operational asset — not as an ideological goal, but as a measurable driver of institutional performance, resilience, and long-term strategic value.
Today, CDR™ is integrated into global governance models, executive education, public administration, and civil–military readiness strategies — enabling system-wide transformation across sectors and regions.
- Technology and Innovation: Google, Google X, Microsoft, META, Accenture
- Finance and Insurance: Storebrand, the Norwegian Union of Financial and Insurance Employees
- Public and National Agencies: The Norwegian Armed Forces, Digital Norway
- Government and Diplomacy: Nordic ambassadors and the General Consul to Norway
- Academia: Norwegian business schools and universities of applied sciences
These partnerships demonstrate CDR™’s relevance in governance, innovation, crisis preparedness, digital policy, and ESG-aligned performance — with proven practical value across public and private sectors.
Institutional and Curricular Integration
- Executive Education: CDR™ is embedded in leadership and governance programs at universities of applied sciences in Norway.
- Public Innovation: Applied by Digital Norway to strengthen national digital governance and policy training.
- Defense and Resilience: Incorporated into civil–military frameworks in collaboration with the Norwegian Armed Forces and validated through the CORDA Survey, which confirms CDR™ as a statistically significant factor for institutional foresight.
Academic Recognition and Research ValidationCDR™ has been rigorously validated through peer-reviewed research and international academic collaboration, including with Stanford-affiliated scholars. Key publications include:
- Administrative Sciences (MDPI, 2024): “Strategic Corporate Diversity Responsibility as a Catalyst for Sustainable Governance” (Fagerland & Bleveans)
- European Journal of Management (2018): “Introducing the CDR™ Concept” (Fagerland & Drejer)
- Athens Journal of Education (2025): “Sustainable Leadership in Police Education” (Fagerland & Bergh)
- PEDAGOGY 2025 Conference (Ghent): “Driving Organizational Equity and Growth” (Fagerland & Behdani)
- EDULEARN25 and AMPS Research Conferences: “The Dynamic Leadership Model” (Fagerland & Fjuk)
- Administrative Sciences (under review): “CDR™ as Resilience Strategy” (Fagerland & Sørensen)
- The IPSOS Global Inclusion Index (2019) — 90+ countries
- UN Women keynote sessions (2023)
- The SHEconomy® Summit at Google HQ (2024)
- Nordic Council of Ministers forums
The IMSD Framework: Linking CDR™ to Sustainable DevelopmentRecent research positions CDR™ as a core component of the Integrated Model for Sustainable Development (IMSD) — developed in collaboration with Stanford-affiliated researchers. Within IMSD, CDR™ supports:
- National resilience and strategic foresight
- ESG alignment and institutional performance
- Transparent governance and trust-based leadership
CDR™ converts structural diversity into a mechanism for measurable, system-level value — strengthening stakeholder legitimacy, institutional adaptability, and long-term impact.
Why CDR™ MattersCDR™ is not about identity or ideology. It is about improving systems.
It provides organizations with:
- Operational tools for evaluating governance and leadership
- Evidence-based benchmarks to guide strategic decision-making
- A scalable framework for institutional resilience and long-term growth
Key Focus Areas:
- Developing a Corporate Diversity Responsibility (CDR) StandardWe are developing a comprehensive framework that enables companies to integrate performance-aligned organizational practices into their growth strategies — driving both business results and long-term institutional resilience.
- Gathering InsightsThrough research and global collaboration, we work to gather advanced knowledge and best practices from leaders in organizational performance and institutional resilience.
This insight ensures our work remains impactful and aligned with the evolving priorities of modern businesses and society. - Exploring AI-Driven ToolsSHEconomy® is actively exploring how artificial intelligence can enhance the CDR™ framework by improving system-level analysis, decision-making, and measurable institutional performance.
- Engaging with Industry LeadersFollowing events such as the SHEconomy® Summit, roundtables, and forums, we conduct in-depth interviews with key speakers and industry experts to gather additional insights and refine our strategic frameworks.
This allows us to maintain a dynamic, evidence-based approach aligned with the evolving needs of modern organizations.
Why This Matters Now
In today’s rapidly changing global landscape, systemic improvement is essential for building innovative, resilient, and high-performing organizations.
The CDR™ & SHEconomy® Think Tank plays a pivotal role in driving this transformation through:
Developing standardized evaluation criteria
We design comprehensive tools to assess and report on institutional progress — focusing on leadership structure, governance quality, and strategic business models. These benchmarks promote accountability and alignment with long-term performance goals.
Conducting evidence-based research
We examine current organizational practices to identify innovative, system-level solutions that support institutional adaptability, capacity building, and growth. Our research helps integrate these practices into operations that drive measurable outcomes.
Informing policy and organizational practice
We deliver practical, data-informed recommendations to policymakers and institutional leaders — shaping governance strategies that reinforce accountability, resilience, and strategic foresight.
Facilitating dialogue and collaboration
We promote cross-sector exchange to share knowledge, address institutional challenges, and co-develop effective solutions — ensuring our research contributes to actionable, real-world impact.
The CDR™ & SHEconomy® Think Tank plays a pivotal role in driving this transformation through:
Developing standardized evaluation criteria
We design comprehensive tools to assess and report on institutional progress — focusing on leadership structure, governance quality, and strategic business models. These benchmarks promote accountability and alignment with long-term performance goals.
Conducting evidence-based research
We examine current organizational practices to identify innovative, system-level solutions that support institutional adaptability, capacity building, and growth. Our research helps integrate these practices into operations that drive measurable outcomes.
Informing policy and organizational practice
We deliver practical, data-informed recommendations to policymakers and institutional leaders — shaping governance strategies that reinforce accountability, resilience, and strategic foresight.
Facilitating dialogue and collaboration
We promote cross-sector exchange to share knowledge, address institutional challenges, and co-develop effective solutions — ensuring our research contributes to actionable, real-world impact.
The Evolution of Corporate Responsibility: From CSR to CDR™Corporate responsibility is evolving.
CDR™ represents the next step — integrating leadership development, structural competence, innovative governance, and performance-driven institutional design as key drivers of success.
Unlike traditional models, CDR™ focuses on systemic improvement to ensure that organizations become more resilient, adaptive, and forward-looking.
By strengthening organizational structures that support broad-based input and institutional capacity, CDR™ enables environments that deliver long-term business value and strategic impact — aligned with measurable, sustainable outcomes.
CDR™ represents the next step — integrating leadership development, structural competence, innovative governance, and performance-driven institutional design as key drivers of success.
Unlike traditional models, CDR™ focuses on systemic improvement to ensure that organizations become more resilient, adaptive, and forward-looking.
By strengthening organizational structures that support broad-based input and institutional capacity, CDR™ enables environments that deliver long-term business value and strategic impact — aligned with measurable, sustainable outcomes.
Shaping Tomorrow's Standards
Partner with SHEconomy® in Defining the Future of CDR™ and Social Sustainability Excellence!
At SHEconomy®, we’re not merely developing a global standard for CDR™; we’re shaping the future through research-driven excellence — and we invite global partners to join us in this strategic journey toward institutional resilience and high-performance leadership.
Our Approach
The CDR™ & SHEconomy® Think Tank is committed to building systems that promote inclusive growth and social sustainability. We focus on:
Systemic improvement
We focus on transforming the underlying structures that shape organizational performance, culture, and strategic outcomes — going beyond individual-level change.
Competency-driven leadership
We embed a broad range of leadership approaches and professional expertise into decision-making processes, enhancing innovation, adaptability, and operational resilience.
Institutional resilience and accountability
By strengthening governance frameworks around transparency and merit, we enable organizations to deliver sustainable results and build trust over time.
We focus on transforming the underlying structures that shape organizational performance, culture, and strategic outcomes — going beyond individual-level change.
Competency-driven leadership
We embed a broad range of leadership approaches and professional expertise into decision-making processes, enhancing innovation, adaptability, and operational resilience.
Institutional resilience and accountability
By strengthening governance frameworks around transparency and merit, we enable organizations to deliver sustainable results and build trust over time.
The key role of "S"
SHEconomy® Sustainability. Systems.
— in future-proofing organizations.
— in future-proofing organizations.
CDR™ and the governance-related aspects of the ESG framework are essential pillars that help strengthen institutional credibility
while building more resilient and future-ready organizations.
These elements are key drivers of long-term performance in today’s corporate landscape — supporting strategic growth, accountability, and operational resilience.
- Reputation and TrustPrioritizing the organizational and stakeholder dimensions of ESG — through CDR™ initiatives — helps build and sustain trust with customers, investors, and the public.
In today’s business environment, trust is a strategic asset and a driver of long-term value. - Talent Attraction and RetentionOrganizations that demonstrate strong institutional values and transparent governance are more attractive to top talent — especially among younger professionals who value integrity, accountability, and long-term impact.
This strengthens recruitment and retention of high-performing employees. - Innovation and ResilienceOrganizations that leverage a broad range of professional perspectives and leadership competencies are better equipped to innovate, adapt to market changes, and respond effectively to emerging challenges — increasing long-term resilience.
- Market CompetitivenessCompanies that integrate responsible governance and stakeholder-oriented strategies gain a competitive edge. They are better positioned to respond to evolving customer needs and changing market expectations.
- Risk MitigationBy proactively managing stakeholder expectations and long-term performance factors, organizations reduce potential risks related to reputation, regulatory compliance, and market volatility.
- Long-Term Financial PerformanceResearch shows that companies with strong governance and stakeholder management practices tend to outperform their peers over time — resulting in more stable financial performance and long-term value creation.
- Alignment with Global GoalsSocial sustainability initiatives are often aligned with international sustainability goals such as the UN's Sustainable Development Goals (SDGs). Aligning with these goals positions organizations as responsible global citizens.
- Regulatory ComplianceMany countries and regions are enacting ESG-related regulations. Adhering to social and sustainability standards ensures organizations remain compliant with evolving laws.
- Social ImpactPrioritizing social sustainability means contributing positively to societal needs, addressing issues like inequality, poverty, education, and healthcare.
- Strengthened Stakeholder RelationshipsA strong commitment to the "S" in ESG enhances relationships with various stakeholders, including customers, employees, suppliers, and local communities.
- Future-ProofingSocial and sustainability efforts enable organizations to be better prepared for future challenges and changes in the business landscape.
How SHEconomy® works
At SHEconomy®, it’s not just about theory — it’s about action-driven transformation. We identify and address structural barriers that hinder institutional performance, replacing outdated assumptions with system-level solutions that support resilience, accountability, and long-term organizational success.
SHEconomy® creates transparent, collaborative platforms and summits that foster knowledge-sharing, support institutional progress, and connect global leaders committed to strategic transformation.
Our goal is to strengthen and scale efforts that advance Corporate Diversity Responsibility (CDR™) — a framework for organizational resilience and system-level performance.
At SHEconomy®, research is the foundation of everything we do. It informs best practices that guide institutional development and enable sustained, measurable growth.
Our goal is to strengthen and scale efforts that advance Corporate Diversity Responsibility (CDR™) — a framework for organizational resilience and system-level performance.
At SHEconomy®, research is the foundation of everything we do. It informs best practices that guide institutional development and enable sustained, measurable growth.
Our History
Founded in 2005 by Benja Stig Fagerland.
SHEconomy®: Advancing CDR™ as a Global Standard for Institutional TransformationSince its inception in 2005, SHEconomy® has moved beyond vision — establishing itself as a force for strategic transformation grounded in evidence-based governance and internationally validated research.
At the core of this effort is Corporate Diversity Responsibility (CDR™), a governance innovation developed by Benja Stig Fagerland and affirmed through a growing body of peer-reviewed literature, including recent collaboration with Stanford-affiliated scholars (Fagerland & Bleveans, 2025, Administrative Sciences).
CDR™ represents a paradigm shift — not rooted in ideology, but in system-level design, institutional performance, and measurable long-term impact.
We don’t talk about change.
We build the frameworks that deliver it.
From concept to implementation, CDR™ has been applied across sectors:
This is not CSR 2.0.
This is CDR™ — a next-generation framework for building systems that work.
SHEconomy® continues to lead the development and global scaling of CDR™, providing a trusted platform for leaders ready to operationalize research and drive durable, real-world change.
At the core of this effort is Corporate Diversity Responsibility (CDR™), a governance innovation developed by Benja Stig Fagerland and affirmed through a growing body of peer-reviewed literature, including recent collaboration with Stanford-affiliated scholars (Fagerland & Bleveans, 2025, Administrative Sciences).
CDR™ represents a paradigm shift — not rooted in ideology, but in system-level design, institutional performance, and measurable long-term impact.
We don’t talk about change.
We build the frameworks that deliver it.
From concept to implementation, CDR™ has been applied across sectors:
- Executive education programs and business schools
- Defense strategy and national resilience planning
- Public policy, ESG integration, and institutional foresight
- Partnerships with global tech firms, finance, and government stakeholders
This is not CSR 2.0.
This is CDR™ — a next-generation framework for building systems that work.
SHEconomy® continues to lead the development and global scaling of CDR™, providing a trusted platform for leaders ready to operationalize research and drive durable, real-world change.
Founded in 2005 by Benja Stig Fagerland.
Launch of the first SHEconomy book
(Fagbokforlaget, 2005).
(Fagbokforlaget, 2005).
SHEconomy Summit started yearly in 2018
After a week since launching the first summit, a waiting list had to be created.
SHEconomy Summits became a global phenomenon and launched in Asia, Seoul Korea in 2023 at the Nordic Council of Ministers event in mars, 2023.
1999/2000
1999/2000
Womenomics changed to SHEconomy.
In the early 2000s, the SHEconomy® idea was introduced in Europe and in the Nordic by Fagerland (Ilo.org, 2005; Eliassen, 2003).
- Women in leadership means business (“More women in leadership, strengthens the bottom line”, The Confederation of Norwegian Enterprise (NHO) is Norway's largest organisation for employers and the leading business lobbyist. Female Future rapport, 2003).
- Female leaders boost the bottom line (NHO Female Future rapport, 2003).
- Stop fixing women, fix the system.
2000
2000
Global media and news featured the SHEconomy® Founder
Seen on.
BBC, Good Morning Australia. BBC World, DR NEWS & DR Evening Show, TV2 NEWS, TV2 Good Morning Norway, TV2 Evening Show, NRK NEWS, Icelandic Broadcasting, Austrian Broadcasting and ABC NEWS. Featured in: THE NEW YORK TIMES, The Financial Times Magazine, Der Spiegel, The Sunday Times Magazine, The Herald Tribune, The Independent, The Guardian, Canadian Business magazine, El País & ILO, UN, The Korea Times etc.
Featured in.
THE NEW YORK TIMES, The Financial Times Magazine, Der Spiegel, The Sunday Times Magazine, The Herald Tribune, The Independent, The Guardian, Canadian Business magazine, El País & ILO, UN, The Korea Times etc.
BBC, Good Morning Australia. BBC World, DR NEWS & DR Evening Show, TV2 NEWS, TV2 Good Morning Norway, TV2 Evening Show, NRK NEWS, Icelandic Broadcasting, Austrian Broadcasting and ABC NEWS. Featured in: THE NEW YORK TIMES, The Financial Times Magazine, Der Spiegel, The Sunday Times Magazine, The Herald Tribune, The Independent, The Guardian, Canadian Business magazine, El País & ILO, UN, The Korea Times etc.
Featured in.
THE NEW YORK TIMES, The Financial Times Magazine, Der Spiegel, The Sunday Times Magazine, The Herald Tribune, The Independent, The Guardian, Canadian Business magazine, El País & ILO, UN, The Korea Times etc.
2003
2003
The SHEconomy® Founder, Fagerland initiated and launched the Confederation of Norwegian Enterprise (NHO) Female Future program, advancing female leadership and board participation.
The Program is ranked by the International Labour Organisation (ILO) as one of the world’s 10 best programmes for advancing female leadership and board participation.
The Female Future Program’s objective is to increase female participation in decision-making processes. It was developed in 2003 in response to the Norwegian government’s policy requiring the boards of public limited companies to have at least 40% representation of both genders.
The SHEconomy Founder Fagerland, then Gender Equality Manager at the NHO (Confederation of Norwegian Business and Industry) developed a Female Future program to raise the percentage of qualified women as board members (to a quota of 40%) and to increase top management positions at companies in Norway (Ilo.org, 2005; Drake, 2003; EIGE.europa.eu, 2012; Roberts, 2008). The ideas were inspired in part from womenomics in Japan (Matsui et al.,1999). In 2008, the ideas were adopted by Spain and were being considered in Germany, and in 2011 France, Italy, the U.K. and other countries were considering quotas to require more female board members (Fagerland, 2008; Pagano, 2012).
In 2012, Fagerland also brought these ideas to Australia for The 100 Percent initiative (Weischer, 2012) and to the United Nations to promote women in the organisation’s leading bodies (berlingske.dk, 2005, 2012).
Ilo | The Guardian | Elle | The Guardian
The Female Future Program’s objective is to increase female participation in decision-making processes. It was developed in 2003 in response to the Norwegian government’s policy requiring the boards of public limited companies to have at least 40% representation of both genders.
The SHEconomy Founder Fagerland, then Gender Equality Manager at the NHO (Confederation of Norwegian Business and Industry) developed a Female Future program to raise the percentage of qualified women as board members (to a quota of 40%) and to increase top management positions at companies in Norway (Ilo.org, 2005; Drake, 2003; EIGE.europa.eu, 2012; Roberts, 2008). The ideas were inspired in part from womenomics in Japan (Matsui et al.,1999). In 2008, the ideas were adopted by Spain and were being considered in Germany, and in 2011 France, Italy, the U.K. and other countries were considering quotas to require more female board members (Fagerland, 2008; Pagano, 2012).
In 2012, Fagerland also brought these ideas to Australia for The 100 Percent initiative (Weischer, 2012) and to the United Nations to promote women in the organisation’s leading bodies (berlingske.dk, 2005, 2012).
Ilo | The Guardian | Elle | The Guardian
2003
2003
"The Groundbreaking Female Future Program: A Game-Changer in Leadership Development, Praised by Global Experts for Its Focus on Competence Over Equality"
"However, the principles in NHO's Female Future programme, developed by Benja Stig Fagerland, are so good that, in my opinion, they should be able to stand alone. Experts I have met in diversity and equality issues bow in the dust for that concept - especially because it cuts through and focuses on competences rather than on equality.” states Special Adviser to the UN High Commissioner for Refugees and was formerly a senior adviser to the Council of the Baltic Sea States".
Gry Tina Tind, Stockholm
Berlinske
2005
2005
The SHEconomy® platform was launched
ThinkTank, knowledge, articles, research, events, debates, network, lectures and keynotes in Europe, the US and Australia
Seen on.
BBC, Good Morning Australia. BBC World, DR NEWS & DR Evening Show, TV2 NEWS, TV2 Good Morning Norway, TV2 Evening Show, NRK NEWS, Icelandic Broadcasting, Austrian Broadcasting and ABC NEWS.
Featured in.
THE NEW YORK TIMES, The Financial Times Magazine, Der Spiegel, The Sunday Times Magazine, The Herald Tribune, The Independent, The Guardian, BBC World, Canadian Business magazine, El País, Huffington Post, The Financial Times Magazine, ILO, UN, Le Figaro, The Korea Times etc.
Seen on.
BBC, Good Morning Australia. BBC World, DR NEWS & DR Evening Show, TV2 NEWS, TV2 Good Morning Norway, TV2 Evening Show, NRK NEWS, Icelandic Broadcasting, Austrian Broadcasting and ABC NEWS.
Featured in.
THE NEW YORK TIMES, The Financial Times Magazine, Der Spiegel, The Sunday Times Magazine, The Herald Tribune, The Independent, The Guardian, BBC World, Canadian Business magazine, El País, Huffington Post, The Financial Times Magazine, ILO, UN, Le Figaro, The Korea Times etc.
2005-2010
2005-2010
Keynote speaker around Europe, incl. UK, Iceland and The Faroe Islands.
2011
2011
- International Keynote Speaker in UK and Iceland
- SHEconomy® Speaker tour in Australia. Sponsored by NAB. Melbourne and Sydney. ABC News
2012
2012
- Management Today: Diversity - still unwelcome in the corridors of power.
- Huffington Post: How the 'SHEconomy' Will Reshape the Private Sector.
- Australia: 100% Project - Advisor, teacher, and professional facilitator at roundtables, in diversity management, leadership and board: Melbourne and Sydney and advisor Incl. Div. TV, radio and newspaper Interviews in ABC News and The Australian Financial Review. Assisted as an advisor in management and partner meetings in the establishment of strategy platform, measures, and initiatives to promote diversity management on the boards among the largest companies in Australia. Contributed further with a professional article in diversity management in 100% of the project's year magazine.
- Chamber of Commerce, Iceland - Introducer, Keynote Speaker and Advisor, in Diversity Management, SHEconomy and management - in the work to mobilize a broad-based form of cooperation to promote diversity in government and management in Iceland.
2013
2013
- Keynote speaker Strasbourg and Latvia, Riga Business Conferences.
- Strasbourg – SHEconomy Keynote.
2013-2014
2013-2014
The first Nordic SHEconomy® book was written.
2014
2014
Keynote speaker The Faroe Islands: The Trade Association Torshavn
The goal: Establish measures and action to promote diversity management in boards and organizations in the Faroe Islands. Establishment of possible political instruments and effects.
The goal: Establish measures and action to promote diversity management in boards and organizations in the Faroe Islands. Establishment of possible political instruments and effects.
2015
2015
The first book was published about SHEconomy® in Norway (Fagerland and Bryn Rambøl, 2015).
In addition, there was a reflection on the past ten years of the SHEconomy with an updated perspective (Drejer and Fagerland, 2018, EJM) (Vaccaro, Fagerland, Y. Cohn, 2019). The concept of SHEconomy was introduced to the public some ten years ago as a phenomenon developed initially by and in the Nordic Countries.
- University of Agder: UiA Agder - Discussion partner and teacher, in diversity management, SHEconomy and management.
2016
2016
- SHEconomy® book contribution and chapter: SHEconomy® Marketing to women: Don´t pink it, shrink it and dumb it down. The Association of Norwegian Editors.
- Keynote speaker at several business conferences, incl.
- The Armed Forces
2018
2018
- SHEconomy® Roundtable, hosted by SHEconomy partner Microsoft.
- SHEconomy® Research articles in collaboration with Professor Drejer, Aaborg University.
- THE SHECONOMY® MOVEMENT TEN YEARS AFTER. REVIEW AND REFLECTION (Drejer and Fagerland, 2018, EJM). A reflection on the past ten years of the SHEconomy with an updated perspective (Drejer and Fagerland, 2018, EJM) (Vaccaro, Fagerland, Y. Cohn, 2019).
- SHEconomy® Research articles published in collaboration with Professor Drejer, Aaborg University: INTRODUCING THE CORPORATE DIVERSITY RESPONSIBILITY™ (CDR™) CONCEPT (Drejer and Fagerland, 2018, EJM).
- SHEconomy® research article published.
- Keynote speaker at several European business conferences, incl.:
- Chamber of Commerce Reykjavik, Iceland
2019
2019
- SHEconomy® research article published in collaboration with Deborah Y. Cohn Ph.D., MBA, MPhil, BA. Interim Dean at New York Institute of Technology and Valerie Vaccaro, Associate Professor of Marketing at Kean University: A SHECONOMY® MANAGEMENT 3.0 BENEFIT MODEL & FRAMEWORK OF GENDER DIVERSITY LEADERSHIP FOR GREATER INNOVATION, CORPORATE SOCIAL RESPONSIBILITY AND FIRM FINANCIAL PERFORMANCE.
- SHEconomy® Research article, Ipsos (shared globally by IPSOS Global):
- SHEconomy®. Women: The Emerging Market, understanding Society.
- Roundtables:
- SHEconomy® Roundtable and event, hosted by SHEconomy partner META Europe (former Facebook).
- SHEconomy® event, hosted by SHEconomy partner IPSOS.
- SHEconomy® Roundtable and event, hosted by SHEconomy partner Accenture
- Economic Forums and Summits:
- SHEconomy® Summit, NYC.
- Guest Lectures and STANFORD panel
- SHEconomy Guest Lecture, The University of San Francisco (USF)
2020
2020
- Summits
- SHEconomy® Election, Washington DC - Politics, Digital
Keynote Speakers Washington DC - Politics, Digital Experts and influential voices on Capitol Hill, diplomats and independent American and Nordic media representatives in Washington DC.
Including:
- Moore central in the election campaigns of both Bill and Hillary Clinton, and for eight years was one of President Clinton's closest advisers in the White House. Named one of Washington's most influential "Women in Tech” and a part of the Democrats' inner circle and the party's moderate wing for three decades.
- Stone and her ex-husband Roger Stone were among Donald Trump's earliest and most ardent supporters in the race to become president. The ex-husband and wife have been eager since the eighties for Trump to head for the White House, and despite scandals are still among Trump's most trusted advisers. In addition, she is one of the founders of the National Women's History Museum and has been active in a number of issues with a particular focus on the position of women.
2021
2021
- SHEconomy® Roundtables and digital summits and events
- SHEconomy® WeStart Incubator in partnership with Google, Digital Norway and Oda.
- MAGMA: Fagerland, Benja Stig (Issue 5, 2021): Næringskraft: Everyone talks about sustainability. But what does that mean? And how deep does it go in Norwegian business?
- Launch Sustainable Leadership – including the model on social sustainability and Corporate Diversity Responsibility (CDR), (SHEconomy, 2015).
2023
2023
- SHEconomy® KeyNote research presentation The Nordic Council of Ministers and Norways Ambassador, Seoul Korea 2023
- SHEconomy®Economic Forum in Silicon Valley.
- SHEconomy® Opening Keynote research presentation UN WOMEN, Seoul Korea
- Seoul Korea: UN WOMEN Expert Roundtable, Seoul Korea
2024
2024
- SHEconomy® Roundtable.
- SHEconomy® Summit in Silicon Valley.
- Research Workshop at Stanford
- Launch of the Innovation Project: Social Sustainability / CDR Standard
- ESG Board Event
- Research projects: Social sustainability, CDR, SDR, DEIB and AI.
2025
2025
- 20 Years anniversary celebration (2005-2025)
- SHEconomy® Roundtable.
- SHEconomy® Economic Forum in Silicon Valley.
- SHEconomy® Summit, Washington DC.
- SHEconomy Arctic Global Summit.
- CDR Reseach
SHEconomy® 20-Year Anniversary (2005–2025)
Celebrating two decades of impact, innovation, and institutional transformation
Flagship Events:
SHEconomy® Roundtable
Cross-sector executive dialogue on resilience, leadership, and institutional performance.
SHEconomy® Economic Forum – Silicon Valley
Hosted at the global center of innovation — insights from tech, policy, and governance leaders.
SHEconomy® Summit – Washington, D.C.
Strategic summit on public-private governance, accountability, and performance frameworks.
SHEconomy® Arctic Global Summit
High-level forum on resilience, digital sovereignty, and cross-border systems leadership.
Exclusive Executive Roundtable (By Invitation Only)
Private, high-trust dialogue with senior executives, security advisors, and investors.
CDR™ Research and Strategic Advancements
- A decade of peer-reviewed research on Corporate Diversity Responsibility (CDR™)
- Academic partnerships with Stanford-affiliated scholars and leading institutions
- Applied in executive education, defense strategy, and ESG-aligned governance
- Featured in:
- Administrative Sciences (MDPI)
- Athens Journal of Education
- EDULEARN25 / AMPS Research Conferences
- Nordic Council of Ministers, UN Women, IPSOS Global Index
- System-level governance innovation
- Institutional resilience and foresight
- Performance-based leadership development
- Global policy and public sector transformation
CDR™ – A framework for the future
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Dedicated to unlocking new thinking and translating ideas into impact, the SHEconomy Summit brings together barrier-breaking leaders across industries and generations who are leading through the lens of opportunity and rising to the occasion to define our next chapter of progress and beyond.
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