Sumer Datta

Senior Advisor, AON & Co-Founder Nobel House

Sumer is most passionate about people. Connecting with people and guiding them to achieve their potential is what drives him. He supports social causes that have far-reaching impacts on people and organizations that grow organically. He has transformed business units to globally competitive ventures by implementing innovative strategies.

What’s preventing gender parity in the C-Suite?

Despite decades of progress in workplace equality, the gender gap at the top of corporate leadership remains glaring. Women now earn more college degrees than men, make up nearly half the workforce, and are increasingly breaking into middle management. Yet, when we look at the C-suite, only 10.4% of Fortune 500 CEOs were women in 2024, a number that is even lower for women of color.

So, what’s holding women back? After more than four decades in HR leadership, I’ve seen firsthand the systemic and cultural barriers preventing gender parity at the highest levels of business. The issue isn’t a lack of ambition or competence; rather, it’s an intersection of outdated leadership models, unconscious bias, structural barriers, and the persistent expectation that women must still “prove” they belong.

The Broken Rung

The biggest hurdle to C-suite parity starts much earlier than many realise. For every 100 men promoted to a managerial position, only 81 women are promoted, and for women of color, that number drops to only 54 (McKinsey & LeanIn, 2024). This phenomenon, known as the “broken rung,” means fewer women even reach the pipeline that feeds into senior leadership.

Once women enter middle management, they often face a double bind: they must exhibit confidence and decisiveness to be considered for leadership, yet these same traits are perceived as “abrasive” in women but “strong” in men. This leads to a slower career trajectory, fewer sponsorship opportunities, and ultimately, a lack of women rising through the ranks at the same rate as men.

Leadership is still modeled around an outdated archetype

For decades, leadership in the corporate landscape has been built around a traditionally male archetype: assertive, aggressive, always available. While this model is evolving, many organisations still unconsciously reward leadership styles that align with these outdated ideals.

Women tend to be evaluated differently when they lead with empathy, collaboration, or inclusivity, qualities that are increasingly recognised as critical to modern leadership. But when women lead in ways that don’t fit the traditional mold, they are often overlooked for promotions. Men are promoted based on potential, while women are promoted based on proven performance, a gap that delays their ascent to the top.

The Work-Life balance myth

The assumption that women “opt out” of leadership because of family responsibilities is outdated and misleading. Research shows that women do not lack ambition, 60% of women aspire to senior leadership, yet they receive far less sponsorship and stretch opportunities compared to their male peers (HBR, 2019).

What’s actually happening is that many workplaces remain rigid in their structures, making it harder for anyone, especially women, to balance professional growth with personal commitments. Organisations that embrace flexible work, clear performance metrics, and outcome-driven leadership assessments see more women advance to the top.

The invisible work women shoulder

Women in corporate environments disproportionately take on non-promotable tasks: mentoring junior employees, managing DEI efforts, or handling the emotional labor of teams. These are critical to an organisation’s success but rarely count when promotions are on the table.

Moreover, women are less likely to receive high-profile sponsorship and advocacy from senior leaders. A lack of strong sponsorship, not mentorship, is one of the biggest barriers preventing women from reaching the C-suite.

What can companies do?

Addressing gender disparity in the C-suite requires more than just good intentions or diversity quotas. Organisations must take tangible steps:

  • Fix the broken rung: Ensure equal access to promotions at the first management level by actively tracking promotion rates by gender and addressing disparities.
  • Redefine leadership norms: Organisations must broaden their leadership models to include diverse styles and make inclusivity a key leadership competency.
  • Increase sponsorship, not just mentorship: Women need sponsors in senior leadership who advocate for them in rooms where promotions and opportunities are decided.
  • Measure and reward impact, not presence: Shift from rewarding long hours and aggressive leadership to measuring business outcomes, collaboration, and strategic vision.
  • Make structural changes: Ensure that parental leave, flexibility, and leadership training are available and actively encourage men to take on caregiving roles as well.
Closing the gender gap in the C-suite is not just a moral imperative, it’s a business one. Companies with diverse leadership teams are 25% more likely to outperform their competitors (McKinsey, 2020). The data is clear: when women lead, businesses thrive.

The question is no longer “Why aren’t there more women in the C-suite?” but rather, “What are we actively doing to make it happen?” Organisations that take decisive, structural action will be the ones that lead the future. Those that don’t will find themselves left behind.