Women leaders in tech needed for digital future: Deepa Seshadri, Deloitte India

As technology and digital capabilities are reshaping how work is done, the chief information officer (CIO) role has expanded into titles like chief technology officer, chief digital officer, and chief data officer, reflecting the growing influence of digital capabilities. However, amidst this transformation, gender inequality continues as a significant hurdle for women aspiring to leadership positions in the information technology (IT) sector. Despite some progress, the gender gap in tech remains a well-documented challenge, emphasizing the ongoing need for combined efforts to achieve true equality and empower women in these roles. 

In a conversation with TechCircle, Deepa Seshadri, Partner & CIO Program leader at Deloitte India, shared insights into the current challenges and trends faced by CIOs. She shed light on how the CIO Program is actively addressing gender inclusivity and working to empower women in the dynamic technology industry. Edited Excerpts:  
 
Can you give us a brief overview of your CIO program, including its key objectives and focus areas? 

As part of our CIO program, launched in India last April, our primary goal is to support leaders, particularly CIOs, in critical moments. The program revolves around three pillars. First and foremost is Leadership Development, where we assist CIOs in their journey within a new organisational role. We provide transition labs and support during evaluation processes, facilitating their smooth transition. This pillar involves one-on-one lab sessions, fostering direct connections with industry leaders. 

The second pillar focuses on Networking Opportunities, which we create through events tailored to CIOs. Our roundtables, innovation awards, and networking dinners bring together 30 to 40 leaders to discuss both leadership and technical topics. These events have successfully reunited CIOs who hadn't met in years, fostering connections and shared experiences. 

The third pillar revolves around Thought Leadership, disseminated through our quarterly newsletter, "Tectonics." This publication amplifies industry trends and global thought papers, providing valuable insights to CIOs. We feature client perspectives, such as interviews with industry experts, and sharing their insights on emerging threats and opportunities. 

Looking ahead, we are set to launch the Next Gen Academy by the year-end. This program is designed for aspiring professionals, currently in middle management, aiming to become future CIOs. The six-month program will empower them with the skills needed for a successful transition. 

Lastly, responding to the demand for mentorship from CIOs, we are exploring collaborations between Deloitte and the tech community. This initiative aims to support upcoming CIOs and team leaders through mentorship programs. 
 
What challenges, trends, or opportunities does your program target in the current business landscape? 

We're focused on addressing two key areas, that are leadership and emerging technology trends in collaboration with tech leaders. Firstly, in terms of leadership, we recognise the evolving role of tech leaders. Traditionally, CIOs were more operationally focused, but now there's a shift towards strategic thinking and acting as catalysts for business transformation. Our program aims to tackle these leadership challenges. 

Secondly, we're keen on staying ahead of emerging technology trends. We conducted a global technology leadership survey, including responses from India, to identify the top 10 concerns for CIOs. Through collaborative labs with tech leaders, we aim to find practical solutions to these challenges. For instance, talent shortage emerged as a major concern, and we actively engaged in labs to brainstorm and implement solutions. 
 
How does Deloitte India's CIO Program specifically address gender inclusivity and empower women in the technology industry? 

Deloitte's CIO program is designed to support and empower tech leaders to become the strategists and business drivers in their organisations and support them in the movements that matter to them. Through various formats, we strive to bring in technology foresight, business acumen, communication skills, and personal development, as part of this program. Looking through the lens of gender inclusivity, the combination of these skillsets is extremely important to propel women tech leaders toward future business leadership.  

Our program provides a platform where women tech leaders can connect with others in similar roles, exchange on-the-ground learnings, and build allyship. As we are headed towards a digital-first future, it is important that women leaders in tech reach the top ranks, influence the business and decision-making and help bring in the voice and representation of a significant population, and our program is oriented towards building that leadership. 
  
In your experience, what are some key challenges that women ClOs commonly face in the tech sector, and how can allyship help overcome these challenges? 

While the tech sector has been welcoming of women and is one of the sectors that employ quite a high number of women, the road to CXO roles for women is usually a lonely one. The senior positions in the tech sector have traditionally been male-dominated, and continue to be so, owing to the historical gender imbalance. One of the biggest challenges that women CIOs see is that of a lack of other women in similar roles, and this brings in a need for allyship at a close-knit level. With more women moving into CXO roles, this entire setup will see a gradual change over the next decade or so. The pace at which women are making their mark in CXO profiles in the tech sector is commendable. 
  
How can the ongoing digital transformation be leveraged to enhance gender inclusivity in the technology sector? Are there specific strategies or initiatives that you have found effective? 

Gender inclusivity and gender parity are two different things. While the former advocates the importance of bringing more women into the tech workforce, the latter focuses more on the kind of roles that these women should be hired for. It’s not just about the headcount, you see. It’s also about the quality of work. Women drop out of the professional space owing to personal responsibilities and the quality of work then becomes a major driver for them to stay in the workforce. Digital transformation presents unique opportunities for women to work and grow in their careers and a simple strategy of gender parity can work wonders. 
  
Given the rise of Al and meta-cloud in cybersecurity, how do you see women ClOs contributing to innovation and advancement in this field? 

I would not see this just from the lens of AI and meta-cloud in cybersecurity. Women in Cyber have been at the forefront of adopting new technologies that mitigate risk and more than that, predictably mitigate the risk. Women CIOs bring their innate and natural risk analysis and mitigation skills to the job and are this, suited better for such roles. These risks could be exacerbated by AI, but the core strategy in cyber stays the same, protect the data, protect the infra, protect the brand. In 2020, a WEF report mentioned that only 26% of data and AI positions are held by women. This needs to change for the better. 
  
As a woman leader in the CIO program, what challenges have you faced, and what opportunities do you see for women aspiring to leadership roles in technology, particularly in the current landscape? 

As a woman in tech, I dabble with the requirements of my job and handling the household. I am fortunate to have a family that steps in whenever I have to travel on work, and I travel a lot for work! Your family is always the first priority but your work is not the second priority, it is somewhat at par with your family. As a woman, I have learned to integrate (more than balance) these two important parts of my life. There have been challenges on this path from being the only woman in a room filled with male technology leaders to being the only woman presenting a solution to a room filled with male business leaders. You need to dissociate yourself from the gender at those times and you need to own the conversation.  

Everything else falls into place. Just have the right skills, be thorough with what you are talking about, and be ready to answer questions that come your way. I would also say that it is important to embrace gender and bring in perspectives to help shape a more inclusive future. As a woman leader, I also strive to encourage people around me to build the pipeline for future women leaders. It is I have seen my male colleagues being extremely supportive and I have also seen clients value what you say and deliver, more than who you are.