While diversity in technology is often spoken of as a moral responsibility, increasingly, it is recognised as a strategic imperative.
Research from McKinsey, Gartner and others consistently shows that organisations with greater gender balance in leadership deliver stronger performance, innovate more effectively and sustain healthier cultures. Yet the Information and Communication Technology (ICT) sector remains underrepresented, with women occupying far fewer leadership positions than men and the World Economic Forum projecting that global gender parity will not be achieved until 2154.
Why gender diversity matters
This imbalance greatly affects competitiveness. Future technologies will influence every aspect of society, and if they are designed through a narrow lens, they risk leaving gaps, reinforcing bias or stifling innovation. For senior leaders, the real question is how to translate intent into meaningful impact.
There is also economic evidence to consider. A PwC study estimated that raising female employment in OECD countries to the levels seen in Sweden could increase global GDP by more than six trillion US dollars. Leadership behaviours often associated with women, such as collaboration, inclusive decision-making and longer-term thinking, have also been shown to improve employee morale, strengthen engagement and build trust. In a sector defined by disruption and rapid change, these qualities support resilience and long-term innovation.
Addressing structural barriers
Despite this, progress has been slow. Structural barriers remain in place, and they continue to reinforce underrepresentation. Too many systems, services and products are designed around male data sets or male experiences. As a result, solutions fail to meet the needs of half the population and, in some cases, even compromise safety. Correcting this requires more inclusive approaches to data collection, design and testing, supported by a deliberate commitment from the top.
Embedding gender equity into environmental, social and governance (ESG) frameworks creates transparency, drives accountability and provides investors with a clear view of how organisations are supporting inclusion.
Digital access is equally critical. Globally, women are 14% less likely than men to use the internet. In the least developed countries, the gap is even wider. Digital inclusion determines whether individuals and communities can participate fully in economic and social life. For technology leaders, helping to close the digital gender divide is both a social responsibility and a practical way of expanding the future talent pipeline.
Finally, women continue to be underrepresented in STEM careers, and that underrepresentation compounds as careers progress into senior roles. This is not a problem that can be solved with generic training programmes. Encouraging women to enter the ICT sector requires active sponsorship, visible opportunities and meaningful leadership experiences that enable women to showcase their skills and influence strategic decisions.
An example in action
Global leaders are already challenging the status quo. For example, Nokia has an international programme “Action for Leadership”, which demonstrates how structured initiatives can accelerate progress. Each cycle of the program brings together 20 women – 10 from Nokia and 10 from a customer for a five-month development journey. The participants, drawn from functions as varied as technology, finance, HR and sales, are divided into mixed teams and asked to work on broad sustainability challenges.
They conduct research, interview potential users, explore emerging technologies and develop proposals that are both innovative and commercially viable. At the end of the cycle, they pitch their solutions to senior stakeholders.
Not only do participants build creative confidence, cross-cultural collaboration skills and leadership capabilities, but decision-makers are also able to see firsthand how diverse perspectives generate stronger solutions. By anchoring the programme in sustainability, it also reinforces the connection between inclusion and environmental responsibility – two themes central to the future of the technology sector.
Nokia demonstrates that when leaders set challenges that demand fresh thinking and collaboration across boundaries, they create a level playing field where diverse voices carry weight. Embedding diversity directly into strategic priorities such as innovation, sustainability and growth can become a driver of performance. This means that the underrepresented talent is given platforms to shape decisions and be recognised for their contributions, building the momentum across the whole organisation.
A shared responsibility
The underrepresentation of women in leadership across the technology sector is not a challenge that will resolve itself. It requires deliberate, visible and sustained commitment from senior leaders. This requires leaders to set clear objectives, weave equity into the core of business planning, and open up pathways for women to take on responsibility at every stage of their careers.
Diversity, in this sense, becomes a foundation for long-term competitiveness. How organisations respond today will shape how well the sector can tackle pressing issues such as the digital divide and the transition to sustainable growth. Big tech leaders now have a responsibility to build stronger companies and, just as importantly, ensure that future technologies are shaped by a wider range of voices and experiences.
