The dot-com boom ignored women: The AI era can be different

When the dot-com boom reshaped the economy in the 1990s, women were rarely at the center of the story. The headlines and venture funding overwhelmingly celebrated male founders, while women who were building, leading and innovating were too often overlooked. A handful broke through, but many were left on the margins of one of the most transformative periods in modern history. By 2010, women made up just 7% of tech company founders.

Now, with the rise of artificial intelligence, we are at another seismic moment. But this time, the landscape is shifting. AI is not confined to Silicon Valley or those with advanced computer science degrees. It is a tool that is broadly accessible -- one that rewards curiosity, judgment and vision as much as technical expertise. That difference creates a remarkable opening for women to lead.

Why this time is different

The internet era often required years of specialized training and access to venture capital networks that were more difficult for women to enter. AI, by contrast, is already in the hands of professionals across industries. A lawyer preparing for trial, a teacher redesigning a lesson plan or a founder scaling a small business can all begin experimenting with these tools in meaningful ways.

Equally important, the qualities most essential to leading in the AI era are not narrowly technical. They are human. The leaders who will succeed are those who can ask the right questions, interpret answers with judgment and guide teams through cultural change. These are areas where women have long demonstrated strength.

The leadership edge

Consider communication. Generative AI thrives on carefully crafted prompts. The ability to ask the right question and frame a problem precisely determines the quality of the response. Women who excel at clarity and nuance can harness AI as a powerful amplifier of their own expertise -- and that of their teams.

Consider empathy. AI is powerful, but it lacks perspective. Women leaders who bring context and understanding into their decision-making can ensure that AI applications serve real needs, not abstract outputs.

And consider collaboration. Implementing AI in organizations is not just a technical challenge -- it is a cultural one. Building trust, encouraging experimentation and guiding teams through change are skills that women leaders often practice daily. In an environment where adoption depends on people as much as on code, those strengths are decisive.

These are not "soft skills." These are considered fundamental aspects of leadership. And they are exactly what this moment demands -- strength in communication, empathy and collaboration that women are often professionally expected to develop. Over time, those expectations have shaped how many women lead, creating a foundation that aligns precisely with what AI leadership requires. That's not a gap to close; it's a strategic advantage to leverage.

Why the stakes are high

If women do not engage with AI early, the risk is that history repeats itself. The potential for leadership reaches far beyond the tech sector. In law, AI is beginning to reshape how we try cases and prepare them, analyze evidence and communicate with clients. In healthcare, it promises to transform patient care and free up time for human connection. In entrepreneurship, AI lowers barriers to entry, enabling women to start and scale businesses with fewer resources than ever before.

In every industry, early adopters, translators and AI leaders will not just advance their own careers  -- they'll help define the values, priorities and guardrails that guide the technology's future.

A call to action

So how can women seize this opportunity?

Start experimenting. Use AI in small, practical ways -- to draft, brainstorm and analyze. Document the results, whether it saves time, generates insights or sparks creative thinking. Share what you learn. Teaching others how to use AI responsibly positions you as a thought leader inside your organization. And engage in ethical conversation. AI is powerful, but it is not neutral. All perspectives are needed to guide questions of fairness, bias and governance.

This time can be different

The dot-com boom left many women behind. The AI boom does not have to. By embracing these tools early,  applying the judgment and skills leaders already practice every day, and by shaping the cultural as well as the technical dimensions of this revolution, women can do far more than participate. They can lead with purpose and define the future.

The opportunity is here, but it will not last forever. The leaders who step forward now will strengthen their careers and rewrite the narrative about who drives and benefits the most from innovation.