Topic: Technology and AI

Five Minutes with… Katie Levey of TCS Digital Empowers

Posted on by Brianna Provenzano

As technology continues to reshape every industry, too many workers and communities are at risk of being left behind. The Digital Opportunity Playbook, developed by the Tata Consultancy Services’ Digital Empowers team with partners across business, government, and the nonprofit sector, offers a practical roadmap for closing that gap. Drawing on insights gleaned from more than 70 leaders nationwide, the playbook outlines four “plays” that help communities and employers move from access to agency: expanding digital inclusion, strengthening K–12 STEM, building digital confidence, and reskilling adults for meaningful careers.

At a moment of rapidly shifting workforce needs, the Digital Opportunity Playbook is designed to help industry and community partners act together to align economic growth with equity by ensuring digital skills and pathways are accessible.

For this installment of Five Minutes With… NationSwell sat down with Katie Levey — Global Program Director of Digital Empowers — to learn about how the playbook came together, what it reveals about the future of work, and where the work is headed next.

NationSwell: Can you give us an overview of the playbook’s scope — how does it build upon TCS’s legacy of community investment?

Katherine Levey, Global Program Director, Digital Empowers: TCS has a long history of supporting underinvested communities’ entry into the digital economy through STEM, literacy, entrepreneurial and career readiness programs.

Digital Empowers builds on that legacy by bringing together stakeholders across sectors to collaborate on these issues. Sometimes that looks like research, insights, and webinars; other times, it looks more like collective action with partners who are working toward specific solutions in STEM, digital opportunity, or workforce readiness.

Before moving forward with the playbook, we spoke with 70 leaders from business, government, and nonprofits across the U.S. to help us understand where the need was greatest. From those conversations, we identified four key themes, or “plays,” that form the foundation of our work: expanding digital inclusion, strengthening K–12 STEM, building digital confidence, and reskilling adults for high-demand careers. 

NationSwell: What makes the playbook unique — how does it stand apart from other reports or initiatives in the space?

Levey, Digital Empowers: Unlike many white papers, the playbook draws on interviews with a wide cross-section of stakeholders to define problems as communities and industry see them together. The process took a lot of time, all of which proved to be a valuable investment. It  gave us a really strong pulse check on shifting needs and perspectives. The findings now serve as a foundation for collaboration through regional events and the new national Digital Opportunity Council.

The response from stakeholders has been consistent as we’ve shared elements of the playbook: Across companies and communities, there’s strong alignment around ideas related to workforce reskilling needs. These aren’t abstract “future of work” conversations anymore — the challenges are here and now. With limited funding and increasing constraints, collaboration is essential, and this initiative is designed to create the partnerships needed to address them.

NationSwell: During the course of those interviews, did you uncover any particularly surprising insights that might be surprising to readers?

Levey, Digital Empowers: Two points really stood out for us: First, in the workforce, there’s growing recognition that, while four-year degrees remain important, alternative pathways are  critical for the many people who can’t immediately access a bachelor’s degree. Companies are increasingly exploring credentialing, learn-to-work programs, and apprenticeships as viable routes to support opportunity.

Second, when we talk about STEM education, we’re not just talking about technical skills anymore. There’s a strong push to integrate social and emotional learning — soft skills like problem solving, leadership, communication, and the ability to collaborate and contextualize work. What surprised me is how often practitioners emphasized that this isn’t a “nice to have”; it’s essential. To ground AI and other technologies in the real world, people need both technical literacy and human skills. Teaching STEM proficiency alone isn’t enough. Without addressing barriers to areas like resilience and belonging, these technical skills can only go so far. The combination of STEM and social-emotional learning is what truly prepares people to thrive.

NationSwell: How does TCS define its role in shaping inclusive digital ecosystems, and what do you see as your responsibility beyond the private sector?

Levey, Digital Empowers: This work is really part of our DNA. TCS’ parent group, Tata Sons, was founded in 1868 with a vision to help India grow and develop. As the company grew into a global enterprise, Tata has invested in communities through skilling, literacy, and partnerships with diverse populations around the world, and that legacy of community investment continues to shape how we operate today.

With Digital Empowers, our focus is on building an inclusive ecosystem by working with communities rather than imposing solutions. While we run STEM-education, literacy and other programs nationwide, this initiative — and the playbook — has been more about listening: we’re gathering feedback, learning from different perspectives, engaging stakeholders closest to the issues, and bringing corporate partners into the fold. Through regional events and advisory councils, we’re ensuring collaboration is built in at every step.

NationSwell: What are the next steps for Digital Empowers after this report — and what are your call-ins for the NationSwell community?

Levey, Digital Empowers: Digital Empowers is launching a series of regional events, Collaborating for Connected Futures, in New York, Detroit, Chicago, and Dallas to take the playbook deeper at the community level. The first, held in New York during UN Week, will bring civic, industry, and nonprofit leaders together to explore digital inclusion, hear directly from community voices, and spark new partnerships that adapt the four “plays” locally.

In parallel, we’re also establishing the Digital Opportunity Council — a national forum of companies and select nonprofits committed to expanding digital opportunity and workforce development. Designed to be light on time but high on impact, the Council will focus on digital skills, workforce readiness, and community partnership, with members connecting regularly to co-define problem statements and co-design informed solutions. We are currently accepting partners interested in serving on the Council.

To learn more about opportunities to get involved, reach out here.

Cisco | Skills-to-jobs at scale

Cisco | Skills-to-jobs at scale

How Cisco Networking Academy is transforming the lives of learners

The idea for Cisco Networking Academy was born in 1997. Cisco employees returned to an under-resourced school where they had donated state-of-the-art networking equipment. They were excited to see how students and educators were being empowered by the technology. Instead, they found the equipment sitting unused. The lesson learned that day was that technology alone is not enough; without the knowledge and skills to use it, even the best equipment’s potential will go untapped. 

Cisco recognized that for networking technology to truly expand and thrive, there needed to be a workforce capable of installing, configuring, and maintaining those networks. There was a critical skills gap: educators and students lacked the training to leverage the new technology, and there was no established pathway to build that expertise at scale.

Beyond just technical skills, Cisco also saw an opportunity to transform lives by providing inclusive access to technology education. Cisco sought to use its own technology and vast networking expertise to create clear pathways for both new learners and those reskilling or upskilling, ensuring they become prepared for the jobs of today and tomorrow. Thus, Networking Academy was launched.

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Growth with Purpose: Building the Skills and Systems of the Future

Posted on by Brianna Provenzano

At a time when technology is reshaping the workforce and climate pressures are redefining business, leaders are grappling with a central question: how do we equip organizations — and the people within them — not just to keep pace, but to thrive? During Climate Week, Kyndryl convened an event called “Growth with Purpose” that featured two dynamic panels focused on tackling that challenge from different but deeply connected angles.

The first panel, Skilling for a Secure Digital Future, examined how AI is transforming the very notion of being “future ready.” Panelists stressed that technical expertise alone will not suffice; adaptability, resilience, and human-centered skills remain just as critical. They spoke candidly about the paradox of AI adoption: the technology’s potential to unlock massive productivity gains is real, but its impact depends as much on mindset, culture, and trust as on tools themselves.

The second panel, Risk, Readiness, and Reporting in Sustainability Work, turned the focus to how businesses prepare for an uncertain climate future. Executives from finance, technology, and infrastructure underscored the growing importance of supply-chain resilience, the integration of sustainability into financial decision-making, and the role of trust and transparency in meeting investor and community expectations. As externalities like carbon and natural capital become priced into markets, sustainability is moving from a regulatory obligation to a driver of business value.

Together, the discussions revealed a common imperative: whether navigating the rise of AI or the realities of climate risk, organizations must balance innovation with intentionality. The future may be uncertain, but readiness, resilience, and principled action will be the measures of who thrives.

Panel 1: Skilling for a Digital Future

  • Being “future ready” means building systems of continuous learning. Panelists agreed that the future of work is not a fixed destination. Instead, it requires organizations and individuals to build habits of constant iteration and adaptation. One speaker even suggested professionals should aim to “make 20% of their jobs obsolete each year,” eliminating low-value tasks to create space for higher-value innovation and growth.
  • The biggest barriers to AI adoption are cultural, not technical. While AI’s potential is vast, many organizations struggle with implementation because of fear, discomfort, or uncertainty. Leaders stressed the need to normalize experimentation and failure as part of learning. Generational divides also surfaced: senior employees often use AI more effectively because of their experience and judgment, while younger hires may be more fluent with tools but lack context. Bridging these divides will be essential.
  • Workers need more transparency about which credentials actually pay off. Although 40% of U.S. adults have some college but no degree, only 12.5% of credential programs deliver meaningful wage gains. More transparency is needed so workers know which credentials are actually valuable. Panelists argued for clearer data and guidance so workers understand which pathways provide real mobility, and which don’t deliver on their promise. The same logic applies to skills: For example, Kyndryl is prioritizing mapping current vs. future skills and making that data transparent to employees — helping them visualize where the business is headed and how they can grow.
  • Human-centered skills will only grow in value. As technical skills shift rapidly with technological change, human skills — such as empathy, trust-building, problem-solving, and communication — are emerging as the most durable advantage. Panelists suggested reframing these as “higher-order thinking” skills, a label that better conveys their central importance in AI-enabled workplaces. 
  • Intentional AI use is the key to maintaining critical thinking. Overreliance on AI risks weakening workers’ ability to write, think critically, and craft narratives. Panelists encouraged organizations to set intentional guidelines: use AI as an accelerator, but not as a replacement for human judgment and expression. The financial incentives also matter: Skepticism about providers pushing AI use for profit is warranted, and workers and companies alike need to set their own intentional frameworks for adoption.
Panel members at Kyndryl's "Growth with Purpose" event.

Panel 2: Risk, Readiness, and Reporting in Sustainability Work

  • Uncertainty is inevitable, but principles must guide the response. Speakers emphasized that uncertainty has always been part of business, but climate change and resource scarcity magnify it. To remain resilient, companies are establishing clear principles — such as cutting emissions or increasing recycled content in supply chains — that remain non-negotiable, even as circumstances shift.
  • Embedding sustainability into the core business is no longer optional. Panelists described how sustainability leaders now work directly alongside CFOs and finance teams, reflecting the growing importance of environmental and social considerations to business value. Carbon pricing, regulatory frameworks, and investor demands are pushing companies to treat sustainability as central to strategy, not a side function.
  • Climate risk also creates business opportunities. Disruptions like floods, fires, or supply-chain breakdowns pose real threats, but they also spur demand for new services — from resilient infrastructure to risk management products. Companies that innovate around these needs can turn risk into opportunity.
  • Collaboration across the value chain is essential. No company can meet sustainability goals alone. Panelists highlighted the importance of embedding expectations across suppliers, engaging directly with high-emissions vendors, and even spurring innovation through competitions. They also stressed that collaboration must extend beyond the value chain — to startups, academia, industry groups, and policymakers.
  • Transparency builds trust with investors and communities. Trust emerged as a critical currency. Transparent reporting on emissions, risks, and progress not only satisfies regulators but also strengthens investor confidence and community credibility. As investors increasingly scrutinize how companies manage both transition risks (like shifting to renewables) and physical risks (like fires or floods), disclosure and accountability become differentiators.
  • AI is already helping sustainability efforts, but it must be paired with governance. From using drones to inspect infrastructure to crunching massive emissions datasets, AI is already proving valuable in sustainability work. Yet panelists stressed that AI must be deployed “secure by default,” with robust cybersecurity and governance in place. While the technology can handle scale and speed, empathy, trust, and human judgment remain irreplaceable for advancing sustainability goals.

LinkedIn | Bridging skills & network gaps

LinkedIn | Bridging skills & network gaps

How LinkedIn is using its data and platform to help professionals overcome barriers to employment

The world of work is rapidly evolving. According to LinkedIn’s data, 70% of the skills needed for most jobs will have changed by the year 2030, creating an urgent and widening skills gap in today’s workforce. As swift technological advancements continue to reshape entire industries, this transformed landscape will be felt most acutely by those from underserved communities or backgrounds who already face barriers to professional development or upskilling opportunities.

In furtherance of the company’s mission to create economic opportunity for every member of the global workforce, LinkedIn’s social impact team works with professionals overcoming barriers to provide them with yearlong gratis memberships to  LinkedIn Premium, which includes access to LinkedIn Learning’s catalog of nearly 25,000 courses. By focusing on getting LinkedIn Learning into the hands of the communities who most lack access to upskilling opportunities, LinkedIn hopes to close the skills gap and provide professionals with the tools and training they need to level the playing field.

 

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Five Minutes With… Liz Lund, Medtronic Communities Foundation

Posted on by Brianna Provenzano

For this installment of Five Minutes With, NationSwell sat down with Liz Lund, Senior Director of Philanthropy at Medtronic Communities Foundation, which is working to propel 1 million students from low income households into life-changing careers in health tech – transforming their futures, their families, and their communities.

We asked Liz about expanding science, technology, and engineering opportunities for underrepresented populations, her leadership style, and the subtle shift from being solely a funder to becoming a service provider.. 

Here’s what she had to say:

NationSwell: What brought you to the field that you’re in right now? Was there a moment, a relationship, or an experience that galvanized your commitment to driving bold action?

Liz Lund, Senior Director of Philanthropy, Medtronic Communities Foundation: I am not a stranger to the impact non-profit and community-based organizations can have. I grew up in a modest household and relied on a range of programs that helped shape my path. One of the most formative experiences was joining Inroads in high school, where I learned how to navigate professional spaces and prepare for college. With the support of incredible mentors, I secured a four-year internship at Target, which laid the foundation for my business career.

Years later, when my mother had a stroke that left her paraplegic, I once again turned to the nonprofit sector for help. Organizations like Courage Kenny and the United Way connected me with critical resources as I stepped into a caregiving role. These experiences deeply ingrained in me the importance of giving back—through time, service, and philanthropy. Eventually, I transitioned from a traditional business role into community relations at Target, bringing my career full circle and solidifying my commitment to this work.

NationSwell: How would you describe your leadership style? What is it about the way that you lead in the space that makes you an effective leader?

Lund, Medtronic: I try to be a very thoughtful leader — to really make time and space to understand the goals and objectives of not only the work, but of the people that work with me. 

I also fundamentally understand that the work doesn’t get done by any one individual, it gets done by a collective, so the health of the collective is what’s critically important to achieving great results. I really try to understand the culture, what the needs are, what the opportunities are, what the skills of the collective are, and what role can I play in helping to grow. 

I consider myself to be a continuous learner; I’m learning things every single day from the people that work for me in addition to the subject matter experts that I work with in this space, and I find that exhilarating.  I fundamentally have an operations brain, so I’m always trying to figure out how things come together. I love problem solving, and so I love collaborating with people that work with me that are undaunted by the problem. 

NationSwell: Is there a particular program, a signature initiative, or some facet of the work that you would like to spotlight for us that you feel is particularly exemplary or differentiated?

Lund, Medtronic: When I joined the Medtronic Foundation, one of my early projects was assessing our program portfolio to determine where we should focus long-term. I’m a whiteboard person, so I mapped out an idea to concentrate more intentionally on expanding STEM opportunities for underrepresented populations. Then COVID hit, and that plan went on the back burner. But what we did during the pandemic became one of the most meaningful efforts of my career.

We pivoted quickly from traditional grantmaking — long applications, financial analyses, six-month review cycles — to something radically different. In 12 countries, we launched virtual interview-based applications to rapidly support nonprofits identified by our employees. We did our due diligence on the back end and got funding to our partners within six weeks. Even more importantly, we let nonprofits define what success and impact looked like. It was collaborative, fast, and deeply human. The feedback we received from our partners was overwhelmingly positive.

That experience shifted how we approach grantmaking even today. It showed us the power of trust, flexibility, and partnership. 

NationSwell: You’ve mentioned all the ways that you moved with agility and speed to fast track different approval processes. How much of that is carried over to the new, post-COVID modus operandi?

Lund, Medtronic: What’s really carried over is the belief in the art of the possible. We’re now operating with a 10-year commitment from our board — something we’ve never had before, and that’s rare for corporate foundations, especially those tied to publicly traded companies. Social impact takes time, and historically, corporate timelines haven’t always allowed for that. But we’ve done things differently, experimented, and brought our board along with us. That long-term commitment is a powerful reflection of the trust we’ve built and the results we’ve started to show.

Another key lesson is knowing when to step back and let subject matter experts lead. As funders, one of our greatest responsibilities is to listen — really listen — so we can make informed investments that actually move the needle. That mindset shift started during our COVID response and continues to guide how we work today: stay open, trust the people closest to the work, and fight for what matters.

NationSwell: Finally, what are some of the challenges you’re facing? How can NationSwell’s social impact community help you with those challenges?

Lund, Medtronic: The biggest opportunity we have right now is tied to a major shift in how we operate. Historically, the Medtronic Foundation — like many others — focused on making direct financial investments in nonprofit organizations delivering services. But we’re now building and executing our own programs, moving from being solely a funder to also becoming a service provider.

This is a significant pivot, and it means we need to absorb as much insight as possible to do it well. We’re especially focused on workforce development — from early stage learning to a career — and committed to continuously refining our programs to ensure they’re designed for real, lasting impact.

Getting Started with Gen AI

Getting Started with Gen AI

Generative AI is rapidly reshaping how work gets done, including social impact functions. Getting Started with Gen AI is a practical guide designed for purpose-driven professionals who want to harness AI’s potential without getting overwhelmed.

Inside, you’ll find suggested use cases, sample prompts, real-world examples, and other actionable guidance to help you boost efficiency, create capacity, improve communication, and more. Whether you’re synthesizing information for decision makers, summarizing grantee or partner reports, or tailoring messages for key audiences, this guide offers a grounded, accessible path to building confidence and capacity with AI in your day-to-day work.

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Five Minutes With Hala Hanna, Executive Director of MIT Solve

Posted on by Brianna Provenzano

For this installment of 5 Minutes With, NationSwell sat down with Hala Hanna, Executive Director of MIT Solve — an initiative of the Massachusetts Institute of Technology that advances lasting solutions from tech entrepreneurs to address the world’s most pressing problems.

We asked Hala about how MIT Solve has built and maintained its vast network of thought leaders and industry innovators, the impact milestones she’s most excited about, and how the initiative is deploying AI to create lasting transformation. 

Here’s what she had to say:

NationSwell: Tell us about MIT Solve’s mission and vision—what makes this initiative so unique and impactful?

Hala Hanna, Executive Director of MIT Solve: MIT Solve is a marketplace for social impact innovation. We find and help scale the most promising solutions to the world’s most pressing challenges and forge lasting partnerships with our Solver teams, providing ongoing funding, strategic connections, and support long after their initial program ends.

Our secret weapon? A powerhouse community of thought leaders, industry pioneers, and MIT’s extensive ecosystem—all united by the belief that technology, in the right hands, can transform lives. We seek entrepreneurs from underrepresented regions and backgrounds whose lived experience is the expertise they bring to problem-solving. 

NationSwell: What does using technology for good look like? How are MIT Solve and its innovators envisioning a present and future where scalable tech can solve big problems?

Hanna, MIT Solve: Tech for good isn’t just aspirational—it’s our Solvers’ work today. AI powers 20% of our portfolio, demonstrating how emerging tech can be deployed as a powerful means of improving people’s lives and driving positive societal transformation—from bettering health and learning outcomes to mitigating the effects of climate change. 

In addition to the breadth of application, AI helps with scaling impact: solutions in Solve’s portfolio that are powered by AI reach twice as many lives as those not making use of the technology. 

While AI global venture capital investments exceeded $290 billion between 2019 and 2024, less than 1% of this funding went to initiatives aimed at social impact. This stark disparity reveals a profound misalignment between AI’s transformative potential and its current applications that we should all want to fix.

NationSwell: What is exciting to you about the funding that MIT Solve provides to innovators? Tell us about MIT Solve’s impact to date.

Hanna, MIT Solve: The $70 million we’ve mobilized has catalyzed extraordinary change, with our Solver teams now touching 280+ million lives globally. This translates to environmental and health monitoring for 97+ million people, internet access for 4.6+ million, educational content for 56+ million children, and vital health services for 26+ million patients. These aren’t just numbers—they represent real people experiencing better health outcomes, educational opportunities, and improved livelihoods. 

We are also proud that for Solver teams selected in the past five years, over 95% are operational—compared to 70% for similar programs. Moreover, our for-profit and hybrid teams have raised over $1 billion since their organizations’ inception—together, they are engines of economic growth for their communities.

NationSwell: Is there a grantee story that you’d like to lift up?

Hanna, MIT Solve: I cannot possibly pick just one! Instead, let me invite you to experience our award-winning docuseries, The Big Idea. It follows three Solver teams on their journey: an innovator stabilizing vaccine temperatures in remote regions, a creator of antiracist technology reducing Black maternal mortality, and a developer of robot-building kits empowering Indigenous youth. With hundreds of thousands of YouTube views, features at 17 global festivals, and awards including a Webby, these stories exemplify the ingenuity and impact of our community.

NationSwell: A year from now, what are you hoping to be celebrating? What milestones are you looking to cross?

Hanna, MIT Solve: Next year marks our 10th anniversary—a decade of catalyzing world-changing innovation! There’s a lot in store to celebrate this milestone, including at our flagship events, Solve at MIT in May and Solve Challenge Finals in September. We’re building a new model where social innovation isn’t seen as charity but as the highest-leverage investment possible. By our next decade, we aim to shift billions toward solutions that scale exponentially and reach communities where traditional systems have failed.

NationSwell: What are some of the challenges you’re facing? How can NationSwell’s social impact community help you with those challenges?

Hanna, MIT Solve: Funding for international development work faces unprecedented headwinds. Even before current events, we saw a stark disconnect: $238 billion sitting in Donor-Advised Funds while we face a $4 trillion gap in achieving the UN Sustainable Development Goals. Our mission is to bridge this divide by connecting innovators with funding opportunities, regardless of the political climate. NationSwell’s network is invaluable in helping us reach the communities that need innovation most. The most precious resource isn’t money—it’s the courage to back transformative ideas when they need it most. We invite the NationSwell community to come Solve with us!

Closing the technology gap: Why it’s a critical time to train more women

Posted on Senta Čermáková, CEO Czechitas, and Monoswita Saha, Director, Social Impact, Kyndryl Foundation

Projections of the future dominate the global technology conversation, with business leaders, politicians, and pundits fueling headlines about how a new era of innovation will transform our world. What’s missing from this discourse, however, is a focus on how we will ensure we have a sufficient pool of professionals with required skills in the industry behind this transformation.

The workforce responsible for forging our digital future should not exclude broad swaths of the population. Yet women continue to be significantly underrepresented in fast-growing technology fields that urgently need more talent.

Consider artificial intelligence (AI). New AI technologies are playing a growing role in enterprises around the world and in our daily lives. Yet there’s concern that half of all needed AI positions may not be filled as this technology rapidly evolves. Training more women, who only comprise one quarter of the current AI workforce, could close this gap.

This imbalance — and acute need for more experts — also extends to cybersecurity, where women represent about 20% of the field. The cybersecurity workforce is growing, but not fast enough: it still needs to increase by nearly 75% to address skill shortages. This estimate comes as cyber threats are becoming more frequent and complex, meaning more cybersecurity professionals with critical skills will be needed to navigate the tremendous challenges ahead.

A sudden reversal in these trends is unlikely. Technology-related roles are the fastest- growing jobs, according to the World Economic Forum’s Future of Jobs report, and the most in-demand skills include those in AI, cybersecurity, and technological literacy. At the same time, skill gaps are perceived as a primary obstacle to business transformation, a key finding also highlighted in the Kyndryl Readiness Report, a global survey of 3,200 business and technology leaders exploring how ready businesses are for the future.

We’ve reached a critical moment to close these gaps. But just as technological advancement depends on the efforts of many, no single organization can do so alone.

Clearing the first hurdle

Czechitas, a non-profit organization committed to enabling women to thrive in technology careers, has a 10-year track record of training women with advanced digital skills in numerous IT domains. Founded by three young women in IT, Czechitas has since trained 76,000 women in areas like data analytics and UX design. The organization continues to advance its mission of removing the financial and other barriers that make it difficult for more women to embark on IT careers by providing full scholarships that make learning accessible to all.

With a grant from the Kyndryl Foundation and support from other partners, Czechitas is expanding its education offerings to meet the rising market demand for skills in cybersecurity, AI, and digital transformation. Our organizations have experienced firsthand how cross-sector partnerships can help more women join, advance, and succeed in fields like cybersecurity and AI, where they’ve been traditionally underrepresented.

We also believe that teams with a breadth of experience and perspectives can be a business strength. The ability to problem-solve from multiple angles can drive innovation and help solve emerging challenges — addressing bias in AI models, for instance, or identifying a broader range of cyber vulnerabilities as attacks become more sophisticated.

The greatest impediment to more women pursuing careers in technology, however, is often getting them to walk through the classroom door. Women are less likely to enroll in AI training courses, for example, and they’re even less likely to use AI tools like ChatGPT.

In the Czech Republic, women represent about 9% of IT specialists — one of the lowest rates in the European Union. We find that women struggle to imagine themselves pursuing technology careers due to persistent stereotypes and perceived barriers to professional advancement, like the “motherhood penalty.” Falling behind in skills development in any field can be difficult; that’s doubly true in technology, where change is so constant that a few years away can mean starting over.

These stereotypes fade as women connect with other intelligent, ambitious peers and mentors, and as they recognize the economic benefits of honing competitive skills or the work-life balance that a career in IT can offer. But encouraging that first step toward technology depends on representation. When you’re a minority in any field, it’s only human to ask, is this space really for me? We want the response to be a resounding “yes.”

Building inclusive programs

To build inclusive training programs, lead with empathy. Organizations can encourage more women to begin and succeed in training by creating peer-to-peer learning communities where women are mentors and leaders. Flexible course options that welcome women from all walks of life and provide scholarship support can also help students overcome pervasive financial and social barriers.

Because everyone brings their own experience and learning style to the classroom, Czechitas designs courses that include both in-person training and self-study opportunities, enabling each student to find the right balance. The curriculum is constantly updated to reflect the rapid pace of technological development with a focus on practical knowledge. Partnerships with technology companies can enhance this hands-on experience: students can learn from senior experts in the field and companies can benefit from new hiring pipelines.

For markers of success beyond important metrics like program completion and career progression, look for signs of infectious passion. At Czechitas, many teachers and mentors work on a volunteer basis. You know you’re on the right track when alums return to volunteer because training changed their lives. Or when cohorts of students stay connected years after training ends, supporting each other as their careers advance.

We’re excited to see the contributions students like these will continue to make in technology and the role they’ll play in encouraging more women to join their ranks. But we also recognize that bridging these divides — whether related to gender, skills, or opportunity — requires a global effort. We encourage organizations to join us in our efforts to shape a better future.

The views and opinions expressed in this article are those of the authors and do not necessarily reflect the views and opinions of NationSwell.