Astrid Lilliestråle
EMBA'26
Swedish
I was born in Stockholm, Sweden, and am currently based in Trondheim, Norway.
With experience in research and consultancy at organisations such as PwC, McKinsey & Company, SINTEF Energy Research and the Norwegian University of Science and Technology.
I currently work at Enova SF, a Norwegian state-owned enterprise under the Ministry of Climate and Environment.
Senior leaders need to demonstrate a commitment to diversity, equity, and inclusion through their actions and decisions. Through this, they set a positive example for the entire organisation.
Our mission is to make energy and climate-friendly solutions competitive and preferred by the market without support.
As the Director of Technology and Market Development, I have the main responsibility of developing and managing financial instruments that help Norway achieve its climate goals for 2030 and its transition to a low-emission society by 2050. I am married and have three children. In my free time, I enjoy skiing, horseback riding, yoga and spending time in nature.
What role do senior leaders play in fostering an inclusive environment that empowers women?
There are several ways for senior leaders to foster an inclusive environment that empowers women. To start with, senior leaders set the tone from the top.
They need to demonstrate a commitment to diversity, equity, and inclusion through their actions and decisions. Through this, they set a positive example for the entire organisation. While this is an overarching direction, senior leaders specifically need to recognise and celebrate different leadership styles, as women often bring other approaches to leadership and problem-solving. Ensuring transparent promotion processes to eradicate gender-based pay gaps and biases is a part of this directive as well.
Senior leaders can also establish mentorship and sponsorship programmes to provide women with the guidance and opportunities they need to advance in their careers.
Finally, senior leaders can also introduce and enforce policies that address unique challenges women face in the workplace, such as flexible working arrangements, parental leave, and childcare support.
How have you used your influence to support other women in achieving more in their careers?
I have used my influence to actively seek out and recruit diverse candidates, including women, for leadership and other positions.
By prioritising diversity in our hiring processes, we ensure that our teams benefit from a wide range of perspectives and experiences.
I try to actively support women in pursuing professional development opportunities and encourage them to take on new challenges.
I also sponsor talented women by advocating for their promotions and ensuring they get visibility for their achievements.
What tangible steps can organisations take to create a culture of equality at the leadership level?
Some examples of steps organisations can take to create a culture of equality at the leadership level might include:
- Actively seek out and recruit diverse candidates for leadership positions. This includes implementing unbiased hiring practices and ensuring diverse representation on hiring panels.
- Foster a culture where diverse perspectives are valued and included in decision-making processes. Encourage open dialogue and create safe spaces for employees to share their experiences and ideas.
- Establish and communicate clear diversity, equity, and inclusion goals. Hold leaders accountable for meeting these goals through performance evaluations and incentives.
- Conduct regular pay audits to ensure equity and transparency in compensation. Establish clear criteria for promotions and career advancement to ensure all employees have equal opportunities.
- Develop mentorship and sponsorship programs that pair emerging leaders with senior mentors and sponsors who can provide guidance, support, and advocacy.
- Provide training for all leaders on inclusive leadership practices. This includes understanding unconscious bias and fostering inclusive team environments.
- Implement policies that support work-life balance, such as flexible working arrangements and parental leave. This helps create an environment where all employees, regardless of gender, can thrive.
- Use data to track progress on diversity, equity, and inclusion initiatives. Analyze metrics related to hiring, promotions, pay equity, and employee engagement to identify areas for improvement.
What advice would you give to those looking to champion women’s leadership in their organisations?
I think it’s important to become an active ally.
This means supporting and advocating for women, including speaking up against bias, promoting women's achievements, and ensuring women’s voices are heard in meetings and decision-making processes. All employees can actively work to identify and challenge unconscious biases and stereotypes within the organisation.
Leaders have a special responsibility to promote a culture of inclusivity and to demonstrate inclusive leadership in their own actions and decisions.
Leaders need to show that they value diversity and inclusion by making it a priority in their leadership style.
More information about the programme Astrid attended:
The INSEAD Global Executive MBA (GEMBA) offers experienced executives an intensive 14 to 20-month fast-track to the top via one of the world’s most prestigious and multicultural business schools, while making an immediate impact in your organisation.
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