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GLOBAL

PERSPECTIVES:

HOW CULTURAL DIFFERENCES

INFLUENCE WOMEN ENTREPRENEURS'

STRATEGIES

Having worked extensively One of the recurring issues is the This shift is not only a reflection of
with international and national lack of access to financial resources. changing mindsets but also
organizations, I have observed Women are frequently overlooked by a testament to the relentless efforts
firsthand the extraordinary journeys financial institutions, which perceive of women who refuse to be confined
of women entrepreneurs across them as higher-risk clients due by outdated notions of gender roles.
South Asia. This culturally rich to systemic biases. To overcome
region presents a unique tapestry this, many women turn to informal Amidst these evolving dynamics,
of challenges and opportunities for lending circles or microfinance South Asian women entrepreneurs
women entrepreneurs, intricately options. While these alternatives are making remarkable strides. Their
woven with its evolving societal provide some relief, they often come stories of perseverance and success
norms and traditions. These women, with high interest rates or limited are a testament to their resilience and
navigating through deeply ingrained scalability. The resourcefulness of creativity. I recall meeting a woman
traditions and expectations, exhibit these women in navigating such who turned her passion for traditional
a resilience that is both inspiring and financial barriers speaks volumes crafts into a thriving online business,
transformative. Their stories, while about their commitment and ingenuity. connecting artisans from remote
diverse, paint a vivid picture of the Akhuwat Foundation (Pakistan) areas to global markets. Her initiative
challenges and triumphs faced by exemplifies transformative support not only provided her with financial
women striving to build businesses for women entrepreneurs in South independence but also uplifted entire
and balance personal lives in Asia. By offering interest-free communities, offering sustainable
a dynamic and often male-dominated microloans, it empowers women livelihoods to countless women. Such
society. to overcome financial barriers and stories highlight the transformative
kick start sustainable businesses. impact of women entrepreneurs, not
South Asian women entrepreneurs Its collaboration with organizations just on their own lives but also on the
face a unique set of challenges like P&G amplifies efforts, creating broader society.
that are deeply rooted in cultural economic independence and fostering
norms and societal expectations. a model of inclusive growth that other The integration of technology has been
Traditional gender roles often impose South Asian nations can emulate. a game-changer for women
dual responsibilities on women-as entrepreneurs in South Asia. Digital
caretakers of their families and as What is heartening, however, is the platforms and e-commerce have
Articale penned by Sana. N.A. an professionals. These expectations gradual shift in societal perspectives. opened new avenues, enabling them to
“Advocate for Gender Equality and can create significant hurdles, limiting Over time, male- dominated societies overcome traditional barriers such as
Sustainable their ability to focus entirely on their in South Asia are beginning to embrace mobility restrictions and limited market
Development”. entrepreneurial ventures. For many the concept of gender equality. The access.

Sana Naz women, starting a business is not just younger generations are challenging
traditional norms, recognizing the
Ms.c (Psychology), M.Phil (Psychology), M.ed a professional endeavor but also a
(Special Education) PGD, Organizational & delicate balancing act to ensure they value of women’s contributions to
Business Psychology (Srilanka), PhD Continue fulfill familial obligations. Yet, despite the economy and society. Families,
(Srilanka) these constraints, their determination too, are becoming more supportive,
to succeed often leads to innovative encouraging women to pursue their
and resourceful solutions. entrepreneurial ambitions.

91 From Campus to Corporate Leadership l Aug/Sep 2025 l www.bimt.lk From Campus to Corporate Leadership l Aug/Sep 2025 l www.bimt.lk 92