Time and again, research has shown how companies with strong gender diversity in leadership outperform their peers. And yet, women represent a small proportion of the workforce in tech, a trend even more pronounced in leadership roles.
To understand where we’re headed as an industry and how the trend is being reversed, we delve into an exclusive conversation with Ponni Carlin, COO, iVP Semi, and understand why inclusive leadership is essential to drive innovation in the technology sector, particularly in roles that call for agility and flexibility. Excerpts of our conversation below.
- In your experience, how does inclusive leadership contribute to innovation and resilience in the fast-moving semiconductor industry?
Inclusive leadership has always been key to power innovation and resilience. It’s about bringing people who are not afraid to challenge the status quo, share different views, and actually brainstorm over ideas. Over the course of my career, I have learned that innovation doesn’t come from everyone getting along, it comes from diverse ideas colliding constructively. Especially in the dynamic semiconductor industry, agility is critical. Diverse teams inherently handle uncertainty more effectively because they bring different experiences and approaches which help in addressing issues quickly. I believe, inclusive leadership is about active listening and valuing different points of view, making our teams better and solutions more robust. I’ve learned so much from mentors and peers who prized diverse collaboration, and that’s something I always strive to pay forward.
- Women are increasingly at the forefront of redefining leadership in tech. How have you seen female leaders in your field influence team culture and strategic direction?
I have to admit there were times when I questioned whether some women leaders were brought in to their jobs solely for appearances’ sake. But in the recent times, I have witnessed a shift wherein women are taking these opportunities to make a difference in the culture and direction. Rather than letting their “woman-in-technology” status be their number-one priority, they are actually making meaningful changes in business and technical outcomes.
It is true that women often have to work much harder as compared to their male counterparts to be heard and sometimes have to repeat themselves more often in order to gain consensus. But what one finds truly admirable is that they are stepping up to the challenge and creating a path forward. I have personally found inspiration and encouragement for myself in many mentors and supporters who have helped me along the way. While it is not always balanced, and in fact, hard sometimes, the combined effort that we are making at the moment is reshaping the world for the coming generations; our daughters among them, who will approach leadership roles in the technology industry.
- What steps can companies take to build diverse teams, and how has that diversity shaped your ability to solve complex challenges or enter new markets?
Organizations need to be intentional in their diversity plan, moving beyond considerations of gender and ethnicity to include a wide range of experiences and viewpoints. From what I’ve learned, putting together team members with a range of professional experiences, e.g., start-ups and large corporations, or geographic locations, actually enhances problem-solving capability and inspires innovation. For example, our team has always found innovative solutions and penetrated new markets successfully exactly because of our diverse experiences and approaches to solving problems. Having individuals around who have different viewpoints has always pushed me to be more creative and flexible. This is not just a nice-to-have, but a competitive strength that has enabled our organization to react rapidly and effectively to industry opportunities and complexities.
- How do you ensure that inclusion and equity are embedded into your company’s culture from the ground up, not just as values, but as daily practices?
Inclusion and equity must come from the top, but they must also be instilled in daily practices. I have learned that it takes leading by example, consistently showing fairness and transparency in decision-making, to actually embed these values. Within our organization, we consistently review our policies and actively solicit team feedback to look for potential biases or barriers. Encouraging open lines of communication and ongoing conversation is the key to building an inclusive environment. I myself have always placed a high emphasis on communicating openly with my teams through informal check-ins and formal workshops. This forward-thinking approach ensures that inclusion is more than a policy, it becomes a part of our daily interactions and decision-making. Having had supportive leaders throughout my journey, I strive to create a similar supportive environment, knowing firsthand how impactful genuine inclusivity can be.
- Mentorship can be a powerful force for advancing women in tech, especially in traditionally male-dominated fields like semiconductors. Have you seen effective models of mentorship in your career, and how can the industry better support the next generation of female leaders?
Mentorship has played a major role in my career. Its effectiveness in the technology sector, especially in the semiconductor industry, tends to thrive by utilizing community-based models, thereby making mentorship accessible and not intimidating.
It is critical to break barriers, allowing future female leaders to receive feedback and guidance easily. Personally, having both male and female mentors provided balanced insights and advocacy, significantly boosting my confidence and career growth. Men as allies can also significantly impact women’s careers—through easy gestures such as voice amplification in meetings, giving constructive feedback, or championing women’s leadership opportunities. I have benefited immensely from non-formal mentorship interactions — short conversations after meetings or spontaneous coffee talks—over the years, which have significantly impacted my professional growth. The industry can facilitate better support for future female leaders by fostering such everyday mentorship interactions, building accessible communities, and nurturing active allyship in the workplace.
