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Newsweek
18-07-2025
- Business
- Newsweek
Why Are So Few Women in Tech Leadership?
Based on facts, either observed and verified firsthand by the reporter, or reported and verified from knowledgeable sources. Reaching equitable gender representation has remained an elusive challenge in the tech world. Despite decades of promises to make the world a better place and democratize opportunity, the tech establishment and its investors have not delivered. Just 3 percent of venture capital investment in 2024 went to solely women-owned businesses, and just 26 percent of the Financial Times Stock Exchange 100 Index CTO or CIO positions are held by women, according to a 2024 analysis by Russell Reynolds Associates. "The main issue, I think, is unconscious bias," Francine Gordon, management professor at Santa Clara University's Leavey School of Business, told Newsweek. "I think that has a lot to do with why women in tech tend to leave. ... They don't see upward mobility, and a lot of that is because of unconscious bias." She added that these biases affect key career moments such as hiring, performance reviews, promotion conversations, leadership searches and investor pitches. The tech industry has long viewed itself as different from the business titans of yesteryear. After the dot-com boom and bust, optimism soared around the ability to rapidly share information and work more productively, thanks to software, the cloud and, later, augmented or virtual reality, machine-learning and generative AI. This optimism drove heavy investments and high salaries and birthed a new culture, headquartered in Silicon Valley, with profits soaring as the world evolved from analog to digital. With great profits came job security, prestige and hefty compensation packages, driving glamorization of STEM fields to students and early-career professionals. But it has also driven exclusivity. Alongside this push, women were encouraged into science and technology fields, through programs like Girls Who Code, or into entrepreneurship, by funds like Anu Duggal's Female Founders Fund or Jesse Draper's Halogen Ventures, but those efforts have been overshadowed by a persistent inequity driven by societal, organizational and financial pressures, according to recent research. Larger workforce inequality in tech and startups and tech's failure to be a meritocracy play strong roles in the lack of gender equity and female leadership in tech. Larger workforce inequality in tech and startups and tech's failure to be a meritocracy play strong roles in the lack of gender equity and female leadership in tech. Newsweek Illustration/Canva/Getty A 2024 survey of women working in tech by Web Summit found that 50 percent of women reported experiencing sexism in the workplace, while half of women (49 percent) also feel pressured to choose between family and career. "Respondents identified unconscious gender bias, balancing career and personal life, the scarcity of female role models, imposter syndrome, lack of support networks, and difficulties in funding as their most significant challenges," the report stated. Institutional Bias and Support After completing her Ph.D. in organizational behavior at Yale, Gordon was part of the first "wave" of two female faculty members at Stanford University's business school. When they started in 1972, she said, it was a "very hostile environment," adding that her lone female colleague, Myra Strober, had people walking out of her classes because they didn't want to be taught by a woman or hear women's ideas. Gordon also recalled that office secretaries had to be reassigned because some didn't want to work for her, highlighting how even women can internalize bias. Through the struggle, she learned the importance of friends and allies at work. "I don't think people meant it to be hostile, but it really was. [Strober] and I became very good friends," Gordon said. "If you're the only one, it's very hard to succeed. Everybody's watching you, and you also have the sense of, "If I don't do well, everybody's going to think all women are bad." Gordon later worked in management roles at Pacific Bell, Ungermann-Bass and Boston Consulting Group before starting a consulting firm called Womennovation. She emphasized the importance of mentorship and sponsorship in the advancement of women's careers in tech. An article in a 1992 issue of Stanford Business magazine quotes Strober saying that with a supportive dean in place at the school, "[women] began to apply in large numbers. ... It was difficult for many of our male colleagues to understand that we were the beginning of a social revolution. I'm not sure that we understood it ourselves!" Gordon notes that "things are much better now," though a slight reversal has occurred over the last few years, amid a new presidential administration and its high-profile collaborations with the tech industry. "People are more resentful of women who have advanced," she adds, noting that DEI has come under a microscope as part of a multiyear advocacy movement. "There's been an increase in attacks on people who are different, and it's really widespread. Everyone thinks California is so liberal; we have a lot of hate groups here, too, and I think it's been encouraged to some extent." Gordon also mentioned concern around seeing well-known leaders making public commentary that is anti-woman, anti-immigrant and anti-LGBTQ, contributing to a culture that skews toward labeling anyone in an out-group as inherently unqualified. Melissa Faulkner, CIO at the global construction company Skanska, points to strong mentorship and a culture of diverse leadership that allowed her to reach the CIO post in 2021. "I've been fortunate to have a lot of incredible mentors during my time here at Skanska and even previously," Faulkner told Newsweek. "We're a servant leadership company. We have a lot of empathy and are really focused on empowering teams." Faulkner also noted her company's strong female presence in leadership as an indicator of an inclusive culture. "Our executive leadership team is made up of more than 50 percent women. ... We have strategic operational leadership, where there's women running our business and running P&L. So I do feel like Skanska is a place to be celebrated for how women have been able to stand in leadership positions." Tracking the Data Without proper measurement, many companies are likely to be in the dark about the state of gender equity within their own companies. Financial consulting firm Grant Thornton has recommended tracking turnover data by gender, finding in 2024 that just 22 percent of tech companies do so, and keeping close tabs on pay equity as well. However, representation itself should not be the lone goal, as Mary A. Armstrong and Susan L. Averett, professors at Lafayette College, wrote in a paper that bore the book Disparate Measures: The Intersectional Economics of Women in STEM Work. "They're partial solutions," Armstrong said in an interview on a New Books Network podcast. "Part of the true lies of STEM is that we let ourselves imagine that opportunity and access or the power of diversity ... [are] complete solutions, but they're not. They're only partial solutions. They matter, but they don't correct the larger system that disadvantages women in the labor force, including in the STEM and STEM-related workforce." Disparate Measures also asserts that it is a myth that women do not seek STEM roles or leadership and that by simply encouraging them to enter the utopian techno-meritocracy that lives in the minds of tech investors and leaders, we can meaningfully address gender equality. Faulkner shared a similar thought as well. "We've always been interested in technology, but now there's a visibility component where there wasn't before," she said. Faulkner also noted that it wasn't as much about knowledge or access as it was those early STEM environments, such as science and math classes and extracurriculars in school as well as entry-level jobs. "Knowing that's a role and a place that they can have a career starts really early in education. ... For so long, it really wasn't a very inclusive environment where women who were interested were welcomed, if you will, into technology. That has really changed a lot, but it starts early on," she said. Armstrong and Averett's book highlights, among other challenges, difficulties in finding reliable data across time, the lack of parental support in the United States and unequal treatment of women as well as immigrants and people of color as the vectors for ongoing inequality in STEM. "Often we discuss STEM jobs as if they are some sort of magic set of occupations that live in the ether and function in a way that is entirely distinct from the rest of the labor force," Armstrong, a gender studies professor, said. "We are perhaps in a habit of pretending that STEM work is not wired into all the other systems of inequality that shape society. [But] STEM work is not exempt from these dynamics." The category of STEM-related work—roles like nurse or health care technician that require high levels of skill and certification but are not considered "core STEM" roles like those in engineering—Armstrong and Averett note, has strong female representation but is also correlated to lower earning potential, effectively segmenting women out of the higher-earning fields. "[STEM-related jobs] are diverse in training and technical demands, but they're often omitted from policy research discussions," Averett, an economics professor, said. "It turns out women in STEM-related work are potentially concentrated in lower-paid roles, which reflects persistent patterns of occupational segregation." So, while many of the issues of inequality persistent in tech are persistent in society writ large, the tech industry benefits from certain protections—such as idealism and sky-high profits—that have allowed it to propagate inequality, both socially and within its workplaces. Unless societal issues are addressed, working in tech or STEM will be like working in any other field, or maybe worse if concentrated power goes unchecked—it's not the utopian meritocracy that many believe it to be.
Yahoo
27-04-2025
- Business
- Yahoo
How The Class Of 2025 Can Thrive In Today's Uncertain Job Market
Gen Z has already shown adaptability, jumping over employment hurdle after hurdle, and their future is still uncertain. As the class of 2025 prepares to enter the job market, the new March jobs report offers some insight to what's going on in the market. On the bright side, March brought 228,000 new jobs, surpassing February's slower 151,000-job growth. Wage growth held steady at 0.3% month-over-month, and sectors like healthcare and retail saw a hiring boost. The unemployment rate changed just a tad – creeping up slightly from 4.1% to 4.2% – a reminder of underlying challenges in the labor market. As graduation approaches and the job hunt begins, professors are sharing their best advice to help students navigate the twists and turns of today's ever-changing economy. First up is Meir Statman, Glenn Klimek Professor of Finance at Santa Clara University's Leavey School of Business. He's renowned for his work in behavioral finance, which bridges psychology and financial decision-making. His message to students? 'Sit tight,' he says. Leavey School of Business Professor Meir Statman – courtesy photo Statman urges graduates to resist the temptation to hyperfixate on fluctuating job market trends. 'Sometimes fear sets in – and people tend to extrapolate trends,' he explains. Instead of feeding into fear, he advises students to look inward and invest in understanding their unique skills and passions. 'Look for what you think is easy work – work that comes naturally to you that others compliment you on,' he suggests. Statman offers an analogy, comparing navigating the job market to a tennis match. 'Investing is like playing tennis against a practice wall,' he says. 'You can position yourself to bounce the ball back. But the job market is more like tennis against a random opponent; you might face an easy to beat opponent, or you might face Djokovic. Luck plays a role.' Rather than obsess over whether this moment in the labor market is Djokovic-level tough, Statman says students should give energy to the importance of networking and finding the right industry fit. 'The job market might be good or bad, but what matters most for getting a job is your ability to network. Focus on the things that improve your chances, regardless of market conditions,' he offers. In his new book, A Wealth of Well-Being: A Holistic Approach to Behavioral Finance, Statman discusses the broader concept of life well-being, urging people to move beyond financial goals alone. 'You need financial well-being for life well-being, but it is life well-being that we seek,' he says. He encourages students to consider risks outside the stock market – like social risks, or taking a chance on a career path or vocation they're passionate about, even in uncertain times. Reflecting on his own journey, Statman recalls taking the risk to leave Israel for the U.S. to pursue his Ph.D., a decision that reshaped his life and career despite its uncertainty. 'When job prospects aren't great, take the time to figure out what career is truly right for you. The most rewarding risk isn't financial – it's choosing the path that aligns with your purpose and strengths.' Over at Georgetown McDonough, Christine Murray, Associate Dean of Career Services, is all about empowering students to navigate today's unpredictable job market. With responsibilities of corporate development for MBA, graduate, and undergraduate programs, her advice for the Class of 2025 is to lean into resilience, adaptability, and confidence to thrive – not just now, but throughout their careers. 'The class of 2025 is entering a career landscape that has been up and down, but there's hope,' Murray says. Georgetown McDonough Associate Dean of Career Services, Christine Murray She is optimistic for her students. She says they're well-equipped with a global perspective, a Jesuit ethos, and teamwork skills that make them highly valued by employers. She has firsthand seen positive outlooks in the job market. For one, she's noticed a growing demand in consulting, and she also notes that healthcare is an industry that's continually growing. McDonough even has a new MBA certificate program designed to support graduated heading to their roles in this space. For Murray, success in a crowded job market starts with networking – though she acknowledges it can be intimidating. 'Networking doesn't have to mean walking into a huge room full of people and trying to be interesting. It's just a curious conversation,' she explains. 'It's 100% a must, especially in a competitive market.' It is also very important to gain relevant, forward-thinking skills, like experience with AI. Companies are actively seeking graduates who can integrate generative AI into projects and processes. 'Generative AI won't replace people, but people who don't use it might get left behind,' she says/ Beyond technical skills, Murray says the other most important thing studnets should do to increase their hirability is harness the power of their storytelling – specifically for their own stories: 'Being able to tell people what you stand for, what impact you want to have – it's a simple but powerful way to future-proof your career.' As for job market fears, Murray advises students not to let negative news cloud their outlook. 'People see layoffs at big companies and think, 'there's no room for me,' but that's the wrong approach,' she says. Instead, she encourages them to view their careers as a marathon, not a sprint. 'This is just one moment in time. You're setting up a foundation for long-term success. Don't let short-term trends deter you.' For the Class of 2025, the road ahead might be uncertain, but with the right mindset and skills, it's full of opportunity. The post How The Class Of 2025 Can Thrive In Today's Uncertain Job Market appeared first on Poets&Quants. Sign in to access your portfolio
Yahoo
20-04-2025
- Business
- Yahoo
A Sports Business Master's In Silicon Valley? Santa Clara Leavey Says Game On
Leavey School of Business Dean Ed Grier and Assistant Dean Scott Amen with San Francisco 49ers Jordan Mason and Jonathan Garvin. For techies and entrepreneurs, there's plenty of business programs, and business schools, to choose from in the heart of Silicon Valley. Santa Clara University's is also betting on the business of sports. This summer, Leavey welcomes its first cohort to its new . While other regional universities offer degrees related to sports – usually through kinesiology or liberal arts schools – none in Northern California offers one from an AACSB-accredited business school. Kumar Sarangee, Leavey associate professor of marketing and academic director of the new program, recognized that gap as a missed opportunity. 'I feel that's a distinct advantage,' Sarangee tells Poets&Quants. 'Most of the people I talked to said they're more comfortable with business people teaching sports business.' The new master's was developed with input from regional heavy hitters like the San Francisco 49ers, Golden State Warriors, and San Francisco Giants, as well as companies like Nike, Facebook, and Google. The program blends traditional business fundamentals with deep dives into the fast-evolving world of sports management. Sarangee, whose background is in product management, has helped build many business programs in his 15 years at Leavey, including a minor and concentration in entrepreneurship, and a certificate in product management. This program is especially exciting, he says. Kumar Sarangee 'There's something about sports that is so unifying. You can watch it with everyone.' While tech still dominates the valley's identity, Northern California is also home to seven major league franchises and a growing network of companies building everything from wearable sports tech to entertainment platforms. That unique landscape helped shape the MS in Sports Business curriculum. 'Tech is going to be at the forefront of all the decisions which are to be made,' he says. 'Data and technology is going to be at the forefront of decision-making.' Sports analytics, for example, is one of the fastest-growing career paths in the field, and one of the biggest influences on how teams now make decisions. It now informs everything from player performance and fan engagement to sponsorship strategy. 'Machine learning, artificial intelligence, analytics are so important. We've built a very contemporary program,' Sarangee says. The one-year, five-quarter program follows a hybrid cohort model: students meet in person on Tuesdays and online on Thursdays. The first two quarters cover business fundamentals – finance, statistics, leadership, analytics, and marketing – taught by Leavey faculty. These 18 credits can be applied toward an MBA if students choose to continue their education later. The final three quarters focus entirely on the sports industry, taught by people from the industry. The program's six specialized sports business courses include sports marketing, sales and revenue, operations, analytics, leadership and management, and sports law and personal management. These are paired with two 'emerging issues' workshops per quarter, each led by professionals across the industry. 'We're going to have someone come in to talk about sports and sustainability, crisis management, sports entrepreneurship and media, and so on,' Sarangee said. 'You're not only getting contemporary knowledge, you're also building your network. Someone comes from the Sharks or the Earthquakes to come and teach you. Tomorrow, if you have a career question, you can easily reach out.' The idea for the program started with a conversation between the business school dean and the university's former athletic director. That chat led Sarangee down a long path of market research, employer interviews, and curriculum development. Leavey's MS in Sports Business Faculty Director, Kumar Sarangee, presents to sports professionals from Leavey's partner network consisting of local major league teams, sports tech professionals, and collegiate athletic administrators during the program's launch event. The program caps with a hands-on capstone project where students tackle a real-world challenge for a sports organization or business. Sarangee says one example could involve analyzing data for a fitness company like Bay Clubs to improve operational strategy. He expects to admit about 25 to 30 students in the first cohort. That smaller size is part of what he calls a 'high-touch' model: one built on hands-on mentorship, career support, and deep industry integration. 'Santa Clara University thrives on smaller class sizes,' he said. 'We want to take people, we want to train people, we want to give them a nice experience, so they're well trained for the industry.' Career services will play an active role throughout the program, offering mock interviews, resume reviews, and curated job pipelines. Sarangee also plans to build an alumni network that will eventually mentor and support new students as they enter the field. 'This is a program of, by, and for the students,' he said. 'It's very rigorous, very relevant. My single biggest narrow focus is professional advancement for my cohort.' The program also reflects Sarangee's longstanding admiration for student athletes, many of whom he's taught over the years. 'I have the highest respect for college athletes. You know why? I can't do what they're doing,' he said. 'The amount of sacrifices, the amount of work they put in—getting up in the morning, practicing, coming to classes, doing homework, going and playing—I cannot do.' He hopes the MS in Sports Business will offer a structured path for student athletes and other sports professionals to transition into meaningful business careers. 'We open the world for them,' he said. 'And we give them all the exposure.'DON'T MISS: FORGET THE RANKINGS: NEW GMAC SURVEY SHOWS WHAT DRIVES MBA DECISIONS TODAY and AACSB REPORT HIGHLIGHTS FINANCIAL STRAINS, GLOBAL SHIFTS & RISING EMPLOYER DEMANDS IN BUSINESS EDUCATION The post A Sports Business Master's In Silicon Valley? Santa Clara Leavey Says Game On appeared first on Poets&Quants.
