What happens when you invest in women? Lessons from the frontline of gender equity
By Sharon Peake, Founder & CEO, Shape Talent
Fourteen years ago, I found myself in a boardroom presenting findings from a project I had initially taken on reluctantly. It involved analysing global gender data across recruitment, promotion, appraisal, and salary. What I saw in that data changed the course of my career.
The patterns weren’t random. They were systematic. Women across geographies and industries were being excluded from progression in ways that couldn’t be explained by chance. When I presented the findings to the executive team, I was met with a comment I will never forget: “It’s just biology – women have babies. There’s nothing we can do about that.”
My heart broke for every woman who had fought to maintain, let alone grow, their career after starting a family. That moment catalysed the work that would become Shape Talent. It also seeded our research into the Three Barriers that continue to hold women back: societal, organisational, and personal.
Key takeaway
Investing in women isn’t a “nice to have” – it’s a strategic necessity. When organisations commit to dismantling the real barriers holding women back, the results are clear: stronger pipelines, better retention, and cultures that thrive.
Progress and pushback
In 2011, just 12.5% of board roles in the UK’s FTSE 350 were held by women. By 2025, that figure is projected to reach around 44%. That’s progress. But global gender equality? That’s gone backwards. In 2016, the World Economic Forum estimated it would take 83 years to close the global gender gap. Today, that figure stands at 123 years.
At Shape Talent, we work with women* navigating cultures where they are assumed less committed, less ambitious, or less promotable simply because they’re women. We see how stereotypes are internalised, how confidence is eroded, how high-potential women silently exit the pipeline.
Our European research, The Reality Gap, reveals that even in countries topping global gender equity rankings, over 50% of women cite low confidence, lack of sponsorship, and gender stereotyping as career barriers. Legislation isn’t enough. Equity on paper doesn’t guarantee equity in experience.
What happens when you invest
So, what happens when organisations invest with intent?
Let me be clear: it’s not about one-off workshops or well-meaning slogans. It’s about sustained, strategic, systemic commitment.
We see this in our women’s development programmes. Women walk in doubting their legitimacy. They walk out equipped with stronger leadership identity, tighter peer networks, and greater agency to navigate and challenge bias. One STEM organisation saw 71% of participants promoted within a year of completing our programme.
We see it in our diagnostics work. When companies are willing to investigate the root causes of gender imbalance – not just the symptoms – they unlock better leadership pipelines and stronger talent retention. Following our interventions the data shows that women are twice as likely to be promoted and twice as likely stay.
And we see it in leadership teams who go beyond the optics. Who ask hard questions about their promotion criteria, their sponsorship practices, and their meeting room dynamics. Decisions are made more fairly, and that is noticed by all.
But the winds have shifted
Today, we are contending with a very different climate.
The term “woke” has been weaponised. In 2020, 24% of people considered it an insult. By 2025, that number had jumped to 42%. There is a growing narrative that DEI work is risky, performative, or no longer needed.
I’ve written about this before, about the backlash that comes when progress starts to feel uncomfortable. But here’s the truth: discomfort is not a reason to stop. As my colleague Dr Priscila Periera reminded me recently, history often shows that significant societal pushback often precedes significant societal change. Pushback shows there is more work to be done. It is reason to keep going.
To our clients who feel caught between pressure from the boardroom and eye-rolls in the middle layer: you are not alone. There is a path through this. But it requires clarity, courage, and an unshakeable commitment to the business case and the human case for gender equity.
What’s next
Eight years in to running Shape Talent, I’m more convinced than ever that investing in women is not a “nice to have”. It is a strategic imperative. But only if it’s done well. That means diagnosing the real barriers. Tailoring interventions. Engaging leadership at every level. And measuring what matters.
Because when we do that? We see women rise. We see cultures shift. We see the real dividends of gender equity. So, the question isn’t whether we can afford to invest in women. It’s whether we can afford not to.
At Shape Talent, we partner with organisations who are serious about gender equality. We help you make the sustainable change that leads to diverse and inclusive cultures where people and business can thrive. If you’re interested in learning more, please get in touch. We’d love to explore how we can support you.
Note
* We also work with other marginalised genders
FAQs
Q: Why does investing in women matter now more than ever?
A: Because progress is stalling and backlash is growing. Companies that act now, with evidence-based strategies, will lead the next wave of inclusive, high-performing leadership.
Q: What if our organisation is facing DEI fatigue or resistance?
A: That’s exactly when leadership matters most. Discomfort is a sign that change is happening – and staying the course is what separates performative efforts from lasting impact.
Q: Isn’t DEI work under threat? How should leaders respond?
A: Yes, backlash is growing, but discomfort is often a precursor to real change. Leaders need to stay the course – with clarity on the human and business case, and a firm commitment to long-term progress.