How are 3,200 C-level and senior business executives around the world navigating disruption, and how might this differ between women and men leaders? For the third consecutive year, we’ve examined the global findings of AlixPartners' annual Disruption Index through the lens of gender – enabling us to answer that question.  

Launched at the FT Live Women in Business Summit, with a foreword by Vivienne Artz, CEO, FTSE Women Leaders Review and AlixPartners Senior Advisor, we share our findings in this report.

How are women leaders navigating the AI era?


Women leaders: 

1. Are more confident in navigating the pace of change, and perceive greater agility and growth in their organizations

Women leaders are less likely than men leaders to say their business “cannot keep up” with the pace of change (33% of women vs. 38% of men). They are also less likely to say employees are "set in their ways" (37% vs. 42%) or to believe their executive team “lacks the agility needed to combat disruption” (30% vs. 35%). 37% of women leaders expect significant positive growth this year, compared with 24% of men.

100% 50% 0%
33%
38%
37%
34%
000%
Women
Men
Women
Men
000%

"Our company cannot keep up with the pace of change"

"We expect significant positive growth this year"

2. Are more confident in their skills and roles

More women leaders report reduced anxiety in their roles this year (41% of women vs 36% of men). They are also less likely to feel they are personally falling behind on skills (24% of women vs. 30% of men), or to worry about job loss due to disruption (24% vs. 29%). 

3. Lean further towards AI as a tool for growth

Women leaders are more likely to frame AI as a growth engine (71% of women vs. 63% of men), rather than a cost-reduction tool (29% of women vs. 37% of men). 

Women

Growth
71%
Cost reduction
29%

Men

Growth
63%
Cost reduction
37%
0% 50% 100%

4. Report greater AI maturity 

Women leaders are more likely than men leaders to say their organization is "cutting edge" in understanding AI, AI adoption, and AI P&L impact. Women leaders are also more likely to report that agentic AI is deployed enterprise-wide (26% of women vs. 19% of men).

“My company is cutting edge in…”

Understanding AI

Women
55%
Men
50%

AI adoption

Women
48%
Men
43%

AI P&L impact

Women
46%
Men
41%

 

0% 50% 100%

5. Are more confident in their companies’ tech foundations

Women leaders are more likely to report "no problem" with legacy technology (39% of women vs. 32% of men), and to agree that their companies’ technology solutions “create competitive advantage” (88% vs. 83%).

100% 50% 0%
39%
32%
88%
83%
000%
Women
Men
Women
Men
000%

"We have no problem with legacy tech"

"Our tech solutions create competitive advantage"

6. Are more positive about remote work models

Women leaders are less likely to say that remote work models negatively impact productivity (35% of women vs. 45% of men).

7. Are less likely to expect short-term AI-driven redundancies 

Women leaders are less likely to expect AI-driven layoffs this year (61% of women vs. 71% of men), although both groups converge in their expectations over a five-year horizon (89% vs. 92%). 

8. Remain underrepresented 

Women leaders accounted for 22% of our sample of more than 3,000 senior executives, up slightly from 21% last year. Women now hold 36% of leadership roles across FTSE 350 companies according to the FTSE Women Leaders Review 2026, yet constitute only 8% of CEOs among this group.

“Collectively, the differences we identified between women and men leaders point to a proposition that I find genuinely compelling. The skills that matter most in an AI world—reading risk accurately, building influence, staying grounded but optimistic, creating teams that can adapt—turn out to be precisely the skills you develop when you’ve spent a career navigating working environments that weren’t shaped for you.”
Kathryn Britten, Partner & Managing Director
“When women are absent from how AI is built, deployed, and governed, the cost is not abstract. It shows up in technology that misses the mark, in transformation programs that generate resistance, and in short-term decisions that look like progress but prove to be false economies. These decisions are being made in rooms where women remain significantly underrepresented. The organizations that close that gap will not just be doing the right thing. They will be building technology—and transformation—that is more durable.”
Catherine Brien, Partner & Managing Director, Global Co-Leader, AI & Data

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