Women in the Information Technology Industry:
Systemic Barriers, Lived Experiences, and Pathways to Equity
The Information Technology (IT) industry stands at the heart of global innovation, economic growth, and societal transformation. Yet, despite its forward-looking ethos, the sector remains deeply marked by gender inequity. Women are underrepresented at every level—from university classrooms to C-suites—and face a complex web of systemic, cultural, educational, and economic barriers. These challenges are not merely statistical; they are lived realities, shaped by historical exclusion, persistent stereotypes, and workplace cultures that often privilege masculine norms and narratives.
This report delivers a comprehensive, investigative analysis of the state of women in IT, prioritising real stories, case studies, and research led or verified by female experts. It explores the historical context, current representation, systemic and internal barriers, intersectional experiences, and the impact of male-dominated research narratives. The report also highlights successful interventions—especially those led by women—and provides a foundation for systemic correction and meaningful inclusion.
Historical Context: Women's Foundational Role in Computing
Early Pioneers and Forgotten Narratives
The roots of women's involvement in computing stretch back centuries. In the 18th century, women like Mary Edwards and Nicole-Reine Lepaute were employed as "human computers," performing complex astronomical calculations for government and scientific projects. Augusta Ada Lovelace, often celebrated as the world's first computer programmer, collaborated with Charles Babbage in the 1840s and foresaw the potential of computing machines to manipulate not just numbers but also symbols, music, and language—a vision foundational to modern computing.
During World War II, women's participation in computing surged. At the University of Pennsylvania, the "six women of ENIAC"—Jean Bartik, Betty Holberton, Frances Spence, Kay McNulty, Marlyn Meltzer, and Ruth Teitelbaum—became the first programmers of the ENIAC, the world's first fully electronic digital computer. Their work, initially unrecognised, was instrumental in developing programming techniques and advancing the field.
Post-war, women like Grace Hopper revolutionised programming by developing the first compiler and co-creating COBOL, a language that democratised programming for business applications. Katherine Johnson and other Black women at NASA broke both gender and racial barriers, calculating trajectories for historic space missions despite segregation and discrimination.
The Shift to Male Dominance
Despite these foundational contributions, the post-war era saw a shift. As computing gained prestige and economic value, societal norms and targeted marketing increasingly positioned IT as a male domain. The rise of personal computing in the 1970s and 1980s, with advertising aimed at boys and men, further entrenched the stereotype of computing as a masculine pursuit. This shift led to a self-perpetuating cycle: fewer women entered computer science, workplaces became more male-dominated, and cultures less welcoming to women.
Recovering Women's Stories
The erasure of women's contributions has had lasting effects. Only in recent decades have historians and advocates begun to recover and celebrate these narratives, shifting public perceptions and inspiring new generations. Organisations like the National Women's History Museum and initiatives such as Ada Lovelace Day and the Grace Hopper Celebration play a crucial role in this reclamation.
Current Representation: Global and Regional Statistics
Global Overview
Despite incremental progress, women remain significantly underrepresented in IT roles worldwide. According to the World Economic Forum's Global Gender Gap Report 2024, the global gender gap in economic participation and opportunity stands at 60.5% closed, with full parity projected to take another 134 years at the current rate.
Workforce Participation
Women comprise about 25–35% of the global tech workforce, with even lower representation in leadership roles (less than 20%)
Leadership
Only 1 in 4 C-suite leaders is a woman, and just 1 in 20 is a woman of colour in the US tech sector
STEM Education
Women earn only 19–22% of computer and information sciences degrees globally, and their participation in engineering and IT remains stubbornly low
Regional Snapshots
United States
  • Women hold 35% of tech jobs, but only 28% of leadership positions in the tech industry
  • At major tech companies (Amazon, Facebook, Apple, Google, Microsoft), women make up 33–45% of the workforce, but only 26–34% of leadership roles
  • Black and Latina women are especially underrepresented, together accounting for only about 5% of computing jobs
Europe, Australia, and Beyond
  • Women represent about 19% of the ICT labour force in Europe, with similar underrepresentation in leadership and technical roles
  • Women make up 30% of the Australian technology workforce, compared to 44% of the overall professional workforce
  • In university STEM programmes, women account for 37% of enrolments and 39% of completions, but only 22% in information technology and 20% in engineering
  • Representation is even lower in many Asian and African countries, with only 39% of women in Asia and Africa reporting equal access to networking and mentorship opportunities compared to men
The "Leaky Pipeline" and Attrition
A persistent “leaky pipeline” characterizes women’s participation in IT: while early-career support is growing, women’s representation declines sharply at mid-career and senior levels.
For every 100 men promoted to manager, only 87 women, and just 54 Black women are promoted. Half of women who enter the tech field leave by age 35, often citing inhospitable workplaces and lack of role models.
Source: McKinsey & LeanIn Women in the Workplace 2024
Systemic Barriers: Hiring, Promotion, Pay, and Culture
Hiring Bias and the "Broken Rung"
Unconscious and explicit biases pervade hiring processes in IT. Studies show that resumes with male names are more likely to be considered for tech roles than identical resumes with female names. Gendered language in job descriptions, reliance on "culture fit," and informal referral networks further disadvantage women and minorities.
The "broken rung"—the first step up to manager—remains a critical barrier. For every 100 men promoted to manager, only 87 women and 82 women of colour are promoted, creating a cumulative deficit that persists up the corporate ladder.
Pay Gaps and Economic Disparities
The gender pay gap in tech is persistent and significant:
  • Global: Women in tech earn, on average, 85 pence for every pound earned by men
  • US: The annual salary gap is nearly £15,000 (£85,000 for men vs. £60,828 for women), with even larger disparities for Black and Latina women
  • Australia: Women reskilling into tech can expect a 31% wage boost, but the pay gap remains, especially at senior levels
Transparency in pay practices is crucial for closing these gaps. Companies that regularly analyse and disclose pay data see faster progress towards equity.
Workplace Culture and "Bro Culture"
The tech industry is often characterised by a "bro culture"—a set of norms and behaviours that privilege masculine values such as competitiveness, risk-taking, and dominance. This culture manifests in:
Microaggressions
64% of women report being spoken over in meetings; 19% are pigeonholed by stereotypes; 11% are asked to perform gendered tasks like taking meeting minutes
Exclusion
Women are less likely to be included in informal networks, after-work events, or high-visibility projects
Harassment
37% of women report experiencing sexual harassment in the workplace
Promotion and Recognition
Women's contributions are often undervalued, and they are twice as likely as men to be mistaken for someone more junior
Case studies, such as Whitney Wolfe Herd's experience at Tinder and subsequent founding of Bumble, illustrate both the persistence of bro culture and the transformative potential of women-led organisations.
Work-Life Balance and Caregiving
Work-life balance remains a significant challenge. Women are more likely to bear primary caregiving responsibilities and face penalties for taking parental leave or working part-time. Flexible work policies are valued, but their implementation is uneven, and women who utilise them may face stigma or be perceived as less committed.
Educational Pipeline and STEM Participation
Early Influences and Stereotypes
The underrepresentation of women in IT begins early. Stereotypes that frame technology as a "male" field discourage girls from pursuing STEM subjects, reinforced by a lack of visible female role models and biased curricula. Parents and teachers play a critical role; their encouragement or scepticism can shape girls' confidence and aspirations.
University and Vocational
Current Enrolment Data
  • Australia: Women account for 37% of STEM enrolments and 39% of completions, but only 22% in IT and 20% in engineering
  • US: Women earn 19–22% of computer and information sciences degrees; Black and Hispanic women are especially underrepresented
Successful Interventions
Programmes that provide early exposure, hands-on learning, and mentorship—such as Girls Who Code, Code Like a Girl, and university outreach initiatives—have demonstrated success in increasing participation and retention.
The "Missing Middle" and Attrition
Women's careers often stall mid-way, not due to lack of ambition, but because workplace structures fail to support caregiving, flexible work, and career progression for part-time employees. Only 22% of employees over 55 in Australia see a clear path to promotion, and confidence gaps persist at senior levels.
Intersectionality: Race, Class, Disability, and LGBTQ+ Experiences
The Double Bind and In/Visibility
Women of colour, LGBTQ+ women, women with disabilities, and those from lower socioeconomic backgrounds face compounded barriers in IT. Intersectionality theory, pioneered by Kimberlé Crenshaw, highlights how overlapping systems of discrimination create unique challenges.
In/Visibility
Women of colour often experience a paradoxical space of invisibility (being overlooked) and hypervisibility (being tokenised or scrutinised)
Isolation
Exclusion from informal networks and lack of role models amplify feelings of not belonging
Bias
Black and Latina women are less likely to have managers interested in their career development; Asian and Black women are less likely to have strong allies on their teams
Data and Representation
  • Australia: Among First Nations people, 45% of STEM enrolments are from women, compared to 37% among non-Indigenous people. Women with disabilities are better represented in STEM enrolments than men with disabilities
  • US: Major tech companies report that only 1–4% of employees are Black or Latina women
LGBTQ+ and Disability
LGBTQ+ women and women with disabilities are more likely to experience microaggressions and demeaning interactions. More than 1 in 4 LGBTQ+ women feel they cannot talk about their personal lives at work.
Internal Barriers: Imposter Syndrome and Confidence
Prevalence and Impact
Imposter syndrome—a persistent sense of self-doubt and fear of being exposed as a fraud—affects 85% of women in tech, with nearly half experiencing it frequently. The phenomenon is especially pronounced among women of colour, early-career professionals, and those in male-dominated environments.
85%
Women in Tech
Affected by imposter syndrome
50%
Experience Frequently
Nearly half experience it frequently
Mental Health Impact: Imposterism predicts poorer mental health, greater burnout, and higher dropout consideration, even among high-achieving women.
Career Progression: Women must signal their skills and accomplishments more explicitly than men, who are often promoted based on potential.
Root Causes
Negative stereotypes about women's abilities in STEM, lack of role models, and hostile environments exacerbate imposter feelings. Women are more likely to take on "non-promotable tasks" (e.g., organising events, taking notes), which do not advance their careers and reinforce perceptions of lesser competence.
Mentorship, Sponsorship, and Networking
Accessibility and Effectiveness
Mentorship and sponsorship are critical for women's advancement in IT, yet access remains limited:
17
17% of women report that mentorship programmes are "very accessible" in their organisations; nearly half find them inaccessible
58
58% of women feel they have fewer networking opportunities than men; this gap is wider in Asia and Africa
20
20% more likely to receive promotions within three years with mentors; 27% more likely to reach executive roles with sponsors
Programme Design and Best Practices
Effective mentorship programmes for women should include:
  • Relationship Aspects: Emotional and psychological support, trust-building, networking, and community-building. Female mentors are often preferred
  • Content: Technical and career advice, expectation management, communication skills, and empathy
  • Organisational Structure: Hybrid (virtual and in-person) formats, structured frameworks, technical support, and automated matching processes
Programmes like REA Group's Springboard to Tech and Citi's Women's Career Empowerment Programme have demonstrated measurable success, increasing female representation and promotion rates.
Networking and Professional Visibility
Women's access to professional networks remains unequal. Even at the C-suite level, only half of women feel networking is equal to their male peers. Professional organisations, women's ERGs, and industry events play a vital role in bridging this gap.
Successful Interventions and Women-Led Programmes
Organisational and Policy Interventions
Effective interventions share common features: clear targets, accountability, inclusive culture, and leadership commitment.
Women-Led Networks and Advocacy
Organisations such as Women in Digital, Her Tech Circle, and the AnitaB.org Institute provide community, mentorship, and advocacy, amplifying women's voices and driving systemic change. Digital media platforms empower women leaders to construct and communicate their narratives, challenge stereotypes, and promote inclusive leadership models.
Policy and Accountability Mechanisms
Countries and companies with robust gender equity policies—anti-discrimination laws, paid parental leave, flexible work arrangements—see greater retention and advancement of women in tech. Data-driven approaches, regular analysis of gender indicators, and transparent reporting are essential for progress.
The Economic and Innovation Case for Gender Equity: Business Outcomes
Gender diversity is not just a moral imperative; it is a business necessity:
Profitability
Companies in the top quartile for gender diversity are 25–39% more likely to outperform competitors in profitability
Women-Led Startups
Generate 78 pence in revenue per pound of funding, compared to 31 pence for male-led firms, and have higher cumulative revenue over five years
GDP Impact
Closing the gender gap in STEM could add 2.2% to the EU's GDP by 2050—about €820 billion
Innovation and Ethical Technology
Diverse teams drive more innovative, ethical, and inclusive technology. Women's perspectives are essential for addressing issues like AI bias, accessibility, and social impact. Without gender balance, technology risks reinforcing old biases in new forms, undermining fairness and trust.
Media Representation and Public Discourse
Media plays a powerful role in shaping societal perceptions of women in tech. Persistent stereotypes—objectification, nurturing roles, emotionality—limit women's perceived potential and reinforce exclusion. Positive representation, storytelling, and amplification of women's achievements are critical for challenging these narratives and inspiring future generations.
Women in tech leadership are increasingly using digital platforms to construct authentic narratives, foster community, and advocate for systemic change. Storytelling, humour, and vulnerability are tools of resistance and empowerment, challenging hyper-masculine leadership norms and promoting inclusive models.
Recommendations and Frameworks for Systemic Correction
1
Data-Driven Targets and Accountability
Set specific, measurable, achievable, relevant, and time-bound (SMART) targets for representation, pay equity, and leadership. Regularly analyse and publicly report gender indicators, including pay gaps, promotion rates, and pipeline metrics. Implement the Gender Proportionality Principle: ensure the gender composition at each level reflects the level below.
2
Inclusive Culture and Leadership
Foster a culture of respect, allyship, and zero tolerance for harassment and bias. Train managers and leaders in inclusive practices, bias mitigation, and equitable distribution of non-promotable tasks. Recognise and reward contributions to diversity, equity, and inclusion in performance evaluations.
3
Mentorship, Sponsorship, and Networking
Expand access to formal mentorship and sponsorship programmes, with a focus on intersectional inclusion. Support women's ERGs, professional networks, and industry events to enhance visibility and community.
4
Policy and Structural Change
Enact and enforce anti-discrimination laws, paid parental leave, flexible work arrangements, and transparent hiring and promotion processes. Design interventions that address intersectionality, including race, class, disability, and LGBTQ+ identities.
5
Early Education and Outreach
Challenge stereotypes in STEM education from an early age; provide hands-on learning, female role models, and inclusive curricula. Engage parents, teachers, and communities in supporting girls' interest and confidence in technology.
6
Media and Narrative Change
Promote positive, diverse representations of women in tech through media, storytelling, and digital campaigns. Encourage women to share their stories and advocate for change, leveraging digital platforms for collective empowerment.
Conclusion
Women have been foundational to the development of computing and continue to drive innovation, resilience, and ethical progress in IT. Yet, systemic, cultural, and internal barriers persist, reinforced by historical exclusion, biased narratives, and inequitable structures. Real progress requires more than incremental change; it demands a systemic, intersectional, and data-driven approach, led by women and supported by allies at every level.
By amplifying women's voices, investing in mentorship and sponsorship, enacting robust policies, and holding organisations accountable, the IT industry can move towards a future where gender equity is not an aspiration but a reality. The benefits—greater innovation, profitability, and social impact—extend to individuals, companies, and society as a whole. The time to act is now, so that the next generation of women in tech can rise in an environment that welcomes and celebrates their contributions.
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