Ramya Parashar, a certified Digital Business Strategist and Organizational Performance Expert from IIM Bangalore, brings 13+ years of leadership in operations, technology, and data strategy. As MiQ’s Bangalore CoE Head and Executive Board Member, she drives operational excellence, growth, and inclusion, earning multiple industry accolades.
In an engaging interaction with Women Entrepreneurs Review Magazine, Ramya Parashar shares her insights on the pivotal role of women leaders in technology and operations, navigating ambiguity while empowering teams, and driving innovation. She explores how women shape organizational growth, scale early-stage companies, and redefine leadership success for lasting business and social impact.
In today’s fast-evolving landscape, how do you see women leaders driving change in technology and operations, and what role do they play in shaping future innovation strategies?
Women leaders in technology and operations aren’t just driving change—they’re redefining the rules of the game. The future of innovation isn’t just about who codes the next breakthrough, but who architects the vision, builds inclusive teams, and ensures technology serves a greater purpose.
In today’s landscape, women leaders are reshaping decision-making by bringing a unique blend of strategic foresight, operational excellence, and human-centric leadership. They are pushing boundaries in AI, automation, and digital transformation—not just as participants but as architects of the next industrial revolution.
The real power shift happens when women in leadership don’t just adapt to change, instead anticipate and engineer it. Their ability to balance risk with resilience, and technology with empathy is what will set future-ready organizations apart.
The future isn’t waiting for permission—it’s being built by those bold enough to lead it. And women in tech and ops are at the helm of that transformation.
As a woman leader in a complex business environment, how do you manage to navigate ambiguity while ensuring teams feel empowered and aligned towards transformative goals?
Navigating ambiguity isn’t about having all the answers, it’s about creating clarity where none exists. In a complex business environment, the key is to move with conviction, not just certainty.
I approach ambiguity like a problem to be structured, not feared. First, anchor in what doesn’t change, our values, vision, and non-negotiables. Then, create a framework that allows flexibility without losing direction. This means setting clear priorities, empowering teams with decision-making autonomy, and reinforcing a culture where calculated risks are encouraged.
Empowerment isn’t about handing over control, it’s about ensuring teams have the right context, confidence, and ownership to drive transformation. I focus on transparency, rapid course correction, and relentless communication to keep alignment strong even when the path forward isn’t always clear.
At the end of the day, leadership isn’t about eliminating uncertainty, it’s about making people comfortable enough to thrive in it
How are women in leadership roles uniquely positioned to drive technological transformation in organizations, especially when aligning innovation with organizational growth and long-term goals?
Technological transformation isn’t just about adopting new tools, it’s about shifting mindsets, breaking silos, and aligning innovation with business outcomes. Women in leadership bring a unique advantage here—we lead with pragmatism, adaptability, and an instinct for long-term impact.
Women don’t chase technology for the sake of it. We ask the questions: Does this move the business forward? Does it solve real problems? Does it create a competitive edge? That balance between big-picture strategy and executional discipline is what sets women leaders apart in tech transformation.
Women also build inclusive innovation—ensuring transformation isn’t just driven by a select few but is embedded across teams. Great technology is of no use if people don’t buy into it. Women excel at driving alignment, cutting through complexity, and making transformation stick.
At the end of the day, tech doesn’t drive growth, leaders do. And women leaders are making sure innovation isn’t just happening but happening with purpose.
What do you believe is the greatest challenge women face in tech leadership today, and how can they better use their influence to create equitable opportunities in transformation?
The biggest challenge for women in tech leadership isn’t just breaking in, it’s breaking through. While progress has been made, women are still underrepresented in decision-making roles, often expected to 'prove' their expertise in ways that men aren’t. The real challenge isn’t just access, it’s influence.
Women in tech need to own the room, not just sit in it. This means leveraging their leadership to drive systemic change, hiring more women in technical roles, ensuring their voices shape strategy, and actively sponsoring the next generation of female leaders.
Tech transformation isn’t just about innovation; it’s about who gets to build the future. Women leaders must move beyond just adapting to the system and start rewiring it—demanding a seat at the table, challenging bias in decision-making, and ensuring that diversity isn’t just a checkbox but a business priority.
The most powerful thing women in tech can do? Make sure they’re not the only one in the room.
How do you envision women’s evolving role in organizational development, particularly in scaling early-stage companies, while fostering an environment of growth, learning, and empowerment?
Women bring a powerful combination of strategic vision, operational discipline, and people-first leadership, all of which are critical in scaling early-stage companies. In the chaos of growth, where agility needs lasered execution, women leaders excel at balancing with innovation and driving momentum without losing culture.
Scaling isn’t just about revenue, it’s very much about building resilient teams, setting a foundation for long-term success, and creating a workplace where people want to grow. Women are uniquely positioned to lead this charge because we don’t just scale businesses - we scale people, ideas, and impact.
The best early-stage companies aren’t just product-driven, they are culture-driven. Women leaders foster environments where learning is constant, failure is a steppingstone, and diverse perspectives fuel innovation. The ability to create clarity in uncertainty, empower teams to take ownership, and make bold, high-stakes decisions is what sets them apart.
The real question isn’t just how women will shape organizational development instead it’s how companies that don’t embrace women in leadership will keep up.
In your opinion, how can women redefine success and legacy in leadership roles that drive both organizational success and social impact?
For too long, success in leadership has been defined by titles, power, and profit. Women leaders are rewriting that definition—one that balances business impact with lasting influence.
Success isn’t just about scaling companies; it’s about scaling opportunities. It’s about ensuring that the doors we break open stay open for others. Women in leadership must move beyond just thriving within the system and focus on reshaping it—sponsoring more women, building inclusive workplaces, and driving business strategies that don’t just create revenue but create change.
Legacy isn’t built by playing it safe. It’s built by challenging norms, making tough decisions, and proving that leadership isn’t about fitting into a mold but it’s about breaking it. As we celebrate women in leadership, let’s shift the narrative: Success isn’t just about getting to the top, it’s about pulling others up with us.
