IWD 2025: Women in technology = Debiasing technology

Achieving gender balance in technology leadership is critical to shaping the future of technology—and, by extension, our society. Without diverse perspectives at the helm, the technologies that define our future will be shaped by an imbalanced lens.

The future of technology, including Generative AI, depends on interdisciplinary collaboration, adaptive governance, and ethical frameworks. Integrating technology, policy, and ethics will enable proactive solutions to emerging challenges and maximize societal benefits. But to do this effectively, we need to pause and ask:

Who is actually developing these technologies? Who is shaping their trajectory?

The numbers paint a concerning picture. Globally, only 20–25% of senior leadership roles in technology are held by women. Across industries, women are promoted at a slower rate than men—but the gap is even wider in technical roles. According to McKinsey:

• For every 100 men promoted to a managerial role, only 86 women are promoted.
• In technical roles, the disparity is even more pronounced—only 52 women advance for every 100 men.

This reality isn't just unfortunate; it's alarming. The future of technology is being shaped by a predominantly male perspective, which risks embedding bias into the very fabric of our digital future.

The Impact of Gender Imbalance on Technology Leadership

Let's revisit the key elements that should define the future of technology:

• Interdisciplinary Collaboration
• Adaptive Governance
• Ethics
• Maximizing Societal Benefits

Now, let's examine these elements through the lens of leadership behaviors. Research consistently shows that women and men lead differently, with women demonstrating certain leadership behaviors more frequently. The table below outlines these differences and their direct implications for technology leadership:
 

The Risk of a Male-Dominated Tech Future

If leadership continues to be predominantly male, key aspects of ethical and inclusive technology development—such as interdisciplinary collaboration and long-term societal benefits—may take a backseat. The more homogenous our leadership teams, the more narrow and biased our technology-driven future will become.

The Broken Rung: Why Women Aren't Advancing in Tech Leadership

The gender imbalance in leadership doesn't start at the top—it starts early in the corporate ladder, with broken rungs preventing women from advancing in the first place.

• Entry-level tech roles: Women hold only 34% of positions (compared to 48% in other industries).
• First-level management: Only 28% of these women are promoted to manager, meaning ⅔ of women drop off before even reaching this level.
• Reality check: Less than 10% of managers in tech are women.

This raises an urgent question: If the leadership pipeline is already this skewed, how many women will actually make it to the top?
We are accelerating toward a technology-driven future, but its very foundation is deeply flawed. If we don't fix this now, we are setting future generations up for a world where technology is built with inherent biases—reinforcing inequalities instead of eliminating them.

Fixing the Broken Rung: How Companies Can Drive Early Promotions for Women in Tech

Most companies have mentorship programs and diversity training, but few focus on fixing gender disparities in early-career promotions—which are critical for long-term success.
To close this gap, companies should:

• Standardize Promotion Criteria – Ensure transparent and unbiased criteria for early-career promotions.
• Provide Growth Opportunities – Give women access to high-visibility projects that showcase their leadership potential.
• Expand Skill Development – Offer structured programs that go beyond technical training to include leadership, communication, and career development.
• Strengthen Sponsorship Programs – Pair women with senior sponsors who have the influence to advocate for their advancement.
• Eliminate Proximity Bias – Ensure promotion opportunities are equally available to remote employees and those in satellite offices.

"Early promotions are heavily influenced by perception. If you have one high-visibility project or the right connections, you get promoted faster. Companies must actively create opportunities for women to gain visibility and leadership experience." — Female HR Leader, Healthcare

Getting Early Promotions Right: Companies That Are Succeeding

Leading companies have successfully closed the early-career promotion gap by integrating intentional action with structural change. These companies:

• Set clear expectations for when promotions should happen and ensure 100% participation in early promotions.
• Train managers extensively on equitable promotion practices and hold them accountable.
• Use committees, not individuals, to make promotion decisions—reducing bias.
• Ensure career conversations happen early and often, so women are aware of advancement pathways.

What success looks like:

"My company had a clear timeline for discussing promotions with mentors. This structure helped me navigate the process and ensured I was prepared." — Female Tech Professional

Direct Managers & Sponsors: The Missing Link

Managers play a pivotal role in shaping early-career opportunities. However, many managers in tech have little leadership training, creating uneven experiences for early-tenure employees.

Solution: Pair managers with senior sponsors who can guide promotion discussions and advocate for high-potential women.

• Mentors help women build leadership and interviewing skills.
• Sponsors provide visibility and actively push for advancement opportunities.
• Senior leaders must ensure managers are equipped to act as advocates—not just evaluators.

"Mentors and sponsors play an outsized role in shaping careers. Without them, many talented women go unnoticed."

The Call to Action: Fixing the Pipeline, Shaping the Future

The future of technology cannot be left to chance. Companies that fail to address the gender gap in tech leadership are not just limiting career growth for women—they are limiting the innovation, ethical progress, and societal impact of technology itself.

Now is the time to:

• Fix the broken rungs in the corporate ladder.
• Ensure early promotions are structured, fair, and intentional.
• Invest in mentorship, sponsorship, and leadership development for women in tech.

The future of technology must be built by diverse leaders, for a diverse world. The time to act is now.