Breaking barriers: How women have redefined work in Corporate America over the past decade

Ten years ago, I left a corporate job in the technology industry feeling burned out, having witnessed and personally experienced bias, racism, and sexual harassment.

At the time, the dominant narrative around gender inequality in the workplace was that women lacked drive or confidence to succeed. This narrative felt dissonant, especially as I saw talented, ambitious women — particularly women of color — facing systemic inequities. Yet, the “women need to do better” mindset persisted, writes Ruchika Malhotra in the Harvard Business Review.

It was around then that a friend shared the McKinsey and Lean In “Women in the Workplace” report with me. The headline boldly declared: “Corporate America is not on a path to gender equality.” I felt a mix of validation and shock. For the first time, research captured the exact challenges I had been grappling with. This report pushed me to dive deeper into understanding workplace gender and racial equity, eventually leading me to advocate and write on these issues.

Thankfully, the past decade has brought positive change. We’ve shifted from blaming women for workplace inequities to recognizing that gender and racial inequalities are structural problems. Leaders have made commitments to address these issues, and terms like “bias,” “microaggressions,” and “racism” have become part of the corporate conversation. (In fact, I’ve even advocated for retiring “microaggressions” in favor of “exclusionary behaviors.”)

However, despite this progress, gender equity remains uneven. With recent political challenges to diversity, equity, and inclusion (DEI) initiatives, there are fears that the next decade might not see as much forward movement as the last. This makes it crucial to keep pushing for gender parity in the workplace.

Mixed Progress in Corporate Gender Advancement

Since its first release in 2015, the “Women in the Workplace” report has grown more nuanced, particularly regarding the unique challenges faced by women of color. The latest report reflects on the last decade of women’s experiences. Women now occupy 29% of C-suite roles, up from 17% in 2015, a significant increase. However, at the current rate, it will take 48 years for women of color to reach parity in corporate America, compared to 22 years for white women.

Another concerning finding is the persistence of being an “only” — one of the only people of their gender or race in the workplace. One in five women report being the only woman in the room, and two in five women of color report being the only person of their race. This experience has not improved since 2018 and correlates with increased encounters with microaggressions and added scrutiny.

Additionally, organizational commitments to gender and racial diversity are declining. In 2019, 87% of companies prioritized gender diversity, and 77% prioritized racial diversity. By 2024, these figures had dropped to 78% and 69%, respectively. This decline aligns with my observations as a DEI strategist, where many companies are stepping back on their commitments, especially in the wake of political pushback and the Supreme Court’s recent limitations on affirmative action.

Recommendations for Advancing Gender Equity

Sheryl Sandberg, founder of Lean In, expressed concern about these trends, stating, “Companies have the power to drive significant change, and now isn’t the time to slow down.” For companies still committed to DEI or even doubling down, here are key strategies from the report that have proven effective in advancing women in the workplace:

1. Reducing Bias in Hiring: Organizations should address biases in hiring processes, such as screening out non-Anglo names or hiring for “culture fit.” Solutions include anonymizing resumes, standardizing interview questions, and ensuring diverse candidate pools.
2. Reducing Bias in Performance Evaluations: Women often receive less actionable feedback than men. Companies need standardized performance evaluations to prevent gender and racial biases from affecting promotion decisions. Bias training, when targeted, can help managers recognize and mitigate biases.
3. Empowering Managers to Build Inclusive Cultures: Leadership commitment is essential for fostering inclusion. Managers must be given the support and tools to lead inclusively, including reduced workloads and structured conversations to check on team members’ well-being.
4. Engaging Employees as Change Agents: Organizations should inspire employees to connect with DEI initiatives by linking these efforts to company values, such as innovation or customer focus.
5. Creating Allyship Opportunities for Men: With men still holding the majority of leadership positions, it’s critical they play an active role in supporting women. Sponsoring allyship groups can provide a structured way for men to participate in gender equity initiatives.
6. Providing Benefits for Parents, Caregivers, and Employees with Health Needs: Over the past decade, companies have improved benefits like extended parental leave and flexible work arrangements, which are particularly beneficial for women, who are more likely to bear caregiving responsibilities.

In the past decade, we’ve made significant strides in gender equity, but now is not the time to pull back. It’s alarming to see corporate commitments to diversity and inclusion waning just when they are most needed. I’m encouraged by some leaders and organizations that continue to prioritize DEI, but we need broader engagement to make lasting progress — particularly for women of color, who continue to face the steepest barriers.

While I no longer feel the need to make a business case for DEI, the benefits are undeniable. As Sandberg told me, “Leaders need to stay fully committed to gender and racial equity, and to ensure that managers and employees know that diversity benefits everyone — and it’s good for business.