Small and medium enterprises (SMEs) are the economic engine of Latin America. According to the Pyme Policies Index: Latin America and Caribbean 2024, They represent 99% of all business and generate about 60% of formal employment.
In that context, women make a fundamental contribution to strengthening SMEs and their impulse to economic and social growth of the territory in which they work. However, women still face structural and cultural barriers that limit their participation in decision making. According to the Global Entrepreneurship Monitor (Gem) report, Only 38% of ventures in Argentina are led by women. On the other hand, the same report ensures that One in three women in Latin America wishes to undertake, but also collides with a series of invisible barriers.
Gender stereotypes are preconceived ideas about the abilities, behaviors and roles of men and women in the workplace. These preconcepts can influence various areas and become determinants in hiring, promotion, assignment of tasks and perception of a person’s performance.
Bias and limitations are shared -by women and men; And difficult to tear down because they are inherent to our society and culture, and much has to do with the education we receive. Almost nine out of ten men and women around the world maintain prejudices against women, according to United Nations statistics .. In addition, half of the world’s population continues to believe that men are better political leaders than women, and more than 40% consider that men are better executives than women, according to the index of gender social norms, of the United Nations Development Program -Pnud. It is clear that gender prejudices are a truly global problem. It is proven that these biases begin between 3 and 5 years. ”
Gender stereotypes taxes for third parties. All women -we are independent professionals; Let’s work in a multinational; Let’s be at the forefront of a family business; or undertaking our own business- we suffer many socially accepted gender biases; and on several occasions, self -imposed by ourselves.
There are biases related to motherhood and care spaces. We are told that we can do everything we want and want, while we first comply with our role: ‘duty’ of mother and wife. And that, in addition, we must do it at a certain age and not at any time of our life (or very young, or too large); And we must do everything perfect, because mother is only one right?
Despite the advances in inclusion, progress remains unequal in various key sectors. According to the Women In report Business 2025 of Grant Thornton, in medium -sized companies, 47.6% of HR positions, and 33.3% of marketing (CMO) are occupied by women, which makes them the positions with the greatest female representation. In contrast, the same study reflects that the proportion of executive directors (CEO) has grown only 2.6 points for 2024, reaching 21.7%, compared to 28.4% recorded in 2023.
In family businesses, in general, strategic management spaces are delegated to the men of the business family. The woman is usually destined to assume the direction of areas such as HR, marketing, CSR, or a foundation.
Another of the great stereotypes is that women work in the business of our husband, our father, or family. It is usual to hear that we are only to accompany ‘. This stereotype is refuted by the global report on the 2024 gender gap of the World Economic Forum, according to which gender parity in the business and entrepreneurship sector would be a key driver in regional and global economic growth. At the same time, the World Bank argues that closing the gender gap in entrepreneurship could increase world GDP by 20%.
Self -imposed gender stereotypes. Gender stereotypes not only come from third parties, allusion is also referred to the brakes self -imposed by women themselves. Sociocultural barriers that make up the main obstacles in the development of female talent, professional growth, or career career within its own companies. The most harmful stereotypes are those that arise from us. Those limitations such as the imposter syndrome or the demand to do everything, and all perfect. It is important to recognize that not only the obstacles come from the outside, from what others say; but also influence our own limitations.
In spite of the important advances in the promotion of gender equality worldwide, according to the aforementioned global report on the 2024 gender gap, of the World Economic Forum, closing gender gaps in participation and economic opportunities will have more than 134 years if current trends persist.
Invisible barriers come from the spaces of power and decision that, in the value chain of a company, continue to be led by men. We notice this all the time: by articulating public-private management; when we approach the bank in search of financing; when dealing with those who make decisions; In the daily exchange with the great suppliers and customers …, most of these situations imply an exchange with men. These interactions are conditioned by gender stereotypes and is evidenced in factors such as tone, modes, syntax, times, everything is built in a different way. The consequence is that the woman is still offside.
All great change begins at home. Reducing these marked differences between men and women in business spaces, in decision -making positions, and in power roles, is essential to promote inclusive economies worldwide.
A lot is being done. And while there is much more to do to eradicate the invisible barriers that disable us to grow, I am convinced that the best action we can carry out is to change our square meter, start by reconverting our spaces -Hogares, companies, and ourselves. In my case, I started this change getting involved in areas where I not only add tools to professionalize my business and my personal leadership, but also find sources to generate an important network of contacts.
Each small action that we do in our companies and businesses will allow us to feel and experience changes in the first person, real transformations that truly become a positive impact domino.
*Natalia Facciolo It is co -founder of Ludmarc.
By Natalia Facciolo
