WORKPLACE equity has been a long-running conversation in business circles, yet the numbers tell us progress remains uneven. While women now hold 29 per cent of C-suite positions globally, the so-called “broken rung” continues to be a major hurdle: for every 100 men promoted to manager, only 81 women make the same leap.
In Singapore and across Asia, the push for greater diversity in leadership is often met with structural and cultural challenges. Deeply embedded societal expectations about caregiving and traditional work hours, together with unconscious biases in hiring and promotion, have slowed progress. But technology is changing the equation with new ways to level the playing field.
For companies striving to build a more inclusive workplace, the question is no longer “why” gender diversity matters – that case has been made many times over. The real question now is “how” to achieve it in a sustainable, meaningful way.
Digital tools driving workplace flexibility
What we all need to understand is that technology is not just changing how we work, it is fundamentally altering who can work and when. This shift has profound implications for women who have historically shouldered disproportionate caregiving responsibilities.
The conversation around flexibility has evolved significantly post-pandemic. In Singapore, companies are leveraging technology to create asynchronous workflows that accommodate different life demands. At Neat, we have embraced this shift by implementing cloud-based collaboration tools designed to support flexible work arrangements.
Intelligent scheduling solutions like Microsoft Copilot, Zoom Scheduler, Reclaim AI and Calendly help streamline meeting coordination and optimise time management, while project management platforms such as Asana, Trello, and Monday.com enable teams to track tasks with flexible deadlines.
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Additionally, artificial intelligence-powered assistants like Zoom AI Companion enhance productivity by summarising meetings, automating workflows and providing real-time insights, making flexible work more efficient and effective.
These tools implement cloud-based collaboration tools with features specifically designed to support flexible work arrangements. Moreover, they introduce performance metrics that focus on outcomes rather than hours logged, such as OKR (objectives and key results) frameworks that prioritise measurable results over time spent working.
Collaboration tools make seamless transitions between work and personal commitments a reality, helping eliminate the “always-on” culture that has traditionally disadvantaged women.
For too long, we have had to make impossible choices between professional ambition and caregiving responsibilities. But when technology is used thoughtfully, it removes barriers, allowing work to fit into life, not the other way around. In fact, research shows that 82 per cent of women feel more productive when given flexible work options, and 84 per cent consider workplace flexibility a major factor when applying for jobs.
Companies seeing the most success are those using technology not just as a convenience, but as a strategic asset for inclusion. When work becomes more accessible, everyone benefits, not just those who have traditionally thrived in rigid, one-size-fits-all environments.
Gender equity in career progressions and workplace culture
But flexibility is just the first step. Without intentional career support, women risk being left behind in leadership pipelines, stuck in roles that offer work-life balance but not advancement. This is why the same digital tools that enable flexibility must also be leveraged to create more equitable career progression opportunities.
Closing the gender gap requires a fundamental shift in how organisations approach talent development. Traditional mentorship models must evolve into active sponsorship programmes, where senior leaders deliberately advocate for female talent in leadership pipelines. Technology is emerging as a critical enabler of this transformation.
For instance, digital mentorship platforms such as MentorCruise feature match employees with sponsors based on career goals, skills and interests – rather than relying on informal networks (which often favour men).
Additionally, virtual reality-based leadership training programmes are a powerful tool to prepare women for executive roles. These programmes simulate high-stakes decision-making scenarios, helping to build confidence and executive presence in a low-risk environment.
While technology is a powerful enabler, it cannot replace cultural change. Companies must actively audit their workplace policies to ensure that they are designed for inclusivity – not just gender-neutral on paper, but truly equitable in practice.
For example, Singapore’s evolving parental leave policies are a step in the right direction, but normalising paternity leave uptake is equally important. When companies actively encourage male employees to take leave, it reduces the stigma around caregiving and creates a more level playing field.
Leadership teams must fundamentally reframe diversity from a compliance checkbox to diversity as a business driver. The reality is, companies with more women in leadership consistently outperform their peers in profitability, innovation and employee satisfaction.
Rewriting the equity equation in Singapore
Singapore is at a crossroads. As the country continues to position itself as a global leader in hybrid work and digital innovation, workplace dynamics are rapidly evolving.
With 76 per cent of companies now offering remote work options for two to four days a week – up from 54 per cent in 2023 and surpassing the global average of 72 per cent – Singapore has a unique opportunity to redefine workplace equity and set new benchmarks for the future of work.
Companies can move beyond good intentions to real impact by leveraging technology strategically, redesigning career pathways and embedding inclusivity into corporate culture. Because when the path to greater equity is accessible to all, workplaces can become fairer, stronger and better equipped for the future.
The writer is chief people officer at Neat
