SINGAPORE – As digital transformation and artificial intelligence continue to reshape industries across the Asia Pacific region, the technology sector is opening new pathways for diverse talent. Yet while more women are entering technology roles, ensuring that they advance into leadership positions remains a persistent challenge.
According to Wendy Koh, Vice President and General Manager for Asia Pacific at Hitachi Vantara, organisations must move beyond basic diversity metrics and focus on building intentional leadership pipelines that support women through the critical mid-career stage. In a conversation with Collective for Equality, Koh shared insights from her experience leading regional teams across one of the world’s most dynamic technology markets.
Technology’s expanding pathways for women
Koh believes the evolving nature of the technology sector itself is creating new opportunities for women. As digital transformation reshapes businesses, technology roles increasingly extend beyond traditional engineering functions.
“Technology jobs are no longer limited to traditional engineering pathways,” she explains. “They now intersect with areas such as data, business strategy, customer experience, and operations, opening more entry routes and career paths.”
This expansion also means women can play a significant role in shaping how emerging technologies such as artificial intelligence are designed and deployed within organisations. However, Koh emphasises that increasing representation alone is not enough. Organisations must ensure that women receive the development opportunities, visibility and leadership exposure required to progress into senior roles.
The mid-career challenge
Despite progress in attracting women into the technology workforce, many organisations continue to struggle with retaining female talent as careers advance. Across Asia Pacific, Koh notes that societal expectations and workplace culture still influence how women progress professionally. These dynamics vary across countries but share common patterns that can slow leadership advancement.
One of the most overlooked issues, she says, is the difference between visibility and impact. “Women are often overrepresented among quiet contributors. Leaders who equate visibility with volume risk overlooking high-potential talent,” Koh observes.
Addressing this requires leaders to proactively recognise results and potential, rather than waiting for employees to actively seek opportunities.
Why mentorship alone is not enough
While mentorship programmes have become a common feature of diversity initiatives, Koh believes they are only one part of the equation. Mentorship provides guidance and support, but advancement often depends on sponsorship, where senior leaders actively advocate for emerging talent and create opportunities for them.
“Sponsorship goes beyond advice. It involves opening doors, providing visibility at the right time, and connecting individuals to new networks,” Koh explains. Sponsors can also accelerate development by assigning stretch roles, enabling individuals to grow into larger responsibilities rather than waiting until they appear fully prepared.
A key leadership mindset, according to Koh, is recognising potential early and giving individuals the opportunity to grow into leadership roles. “You need experience to be promoted, but you need promotion to get experience,” she says, highlighting the circular challenge that often slows career progression.
Organisations that treat succession planning and leadership development as strategic priorities rather than administrative exercises are more likely to build sustainable pipelines of women leaders. Early investment in development and honest conversations about career aspirations also help align both organisational needs and individual ambitions.
Managers play a critical role in creating the conditions that allow women to express leadership aspirations and pursue growth opportunities. Koh believes that regular conversations about career development help create safe spaces where employees can openly discuss their ambitions.
“Over time, these discussions become natural and safe spaces, particularly for women who may initially hesitate to share their aspirations,” she explains. Building trust and maintaining confidentiality are essential components of these conversations, allowing employees to gradually articulate their goals without pressure.
Technology companies operating across Asia Pacific face another challenge: managing diversity strategies across highly varied cultural contexts. Koh believes the most effective approach combines global leadership development frameworks with locally relevant execution.
Recognising the region’s diversity is essential, she says. Organisations must tailor initiatives to local workforce dynamics while maintaining consistent commitments to equity and leadership development. This includes working with local networks and initiatives that support women in technology, while also creating opportunities for them to gain industry recognition and leadership visibility.
Sustaining long-term careers in technology
Retention, Koh argues, depends on sustained engagement throughout different stages of a person’s career. Clear career pathways, cross-functional experiences and leadership development opportunities help employees see a long-term future within the industry.
Equally important is fostering an environment where individuals feel recognised and supported in their professional growth.
“People who can clearly see opportunities to develop and progress are more likely to remain and build long-term careers within the industry,” Koh notes.
Senior leaders also play a vital role in creating visibility for emerging female talent. Intentional actions such as inviting women to present at senior leadership forums, leading strategic initiatives, or representing the company externally can significantly influence career trajectories.
Celebrating both small and major achievements signals leadership endorsement and reinforces credibility without requiring individuals to constantly promote themselves.
Skills for the next generation of women leaders
As artificial intelligence and data-driven technologies continue to transform industries, Koh believes the next generation of women leaders will need to combine technical understanding with broader leadership capabilities.
A growth mindset, curiosity and adaptability will become essential attributes for navigating rapid change. Future leaders must also be comfortable operating at the intersection of technology, business strategy and societal impact.
Skills such as data literacy, critical thinking, cross-functional collaboration and leading diverse teams will be increasingly important in shaping innovation-driven organisations.
Koh offers a clear message to organisations and emerging leaders alike. For organisations, inclusion must be embedded into everyday leadership practices rather than treated as a separate initiative. This includes ensuring unbiased hiring processes, recognising potential early and investing deliberately in development through coaching, sponsorship and leadership exposure.
For aspiring women leaders, the message is equally clear. “You do not need to wait until you feel fully ready to lead,” Koh says. “Leadership grows through action, not readiness alone.”