While the purview of Digital Humanities potentially encompasses the entire humanity – digital and perhaps otherwise too, the task of writing something on DH looks daunting but as it’s the need of the hour, I shall attempt it.
I am tempted to revisit a mini-study that I took up 2 years ago that was a part of my curriculum during my graduate school and find out how things have changed or not changed – as of today.
The Indian Startup Boom:
Post the recession period of 2008-09, the crème de la crème graduates of India began looking inwards instead of heading to the United States post the completion of their courses and that consequently became one of the most important reasons behind an entrepreneurial rise in India, which was similar to that of Silicon Valley boom in the US (Genome, 2012). Other reasons behind the start-up boom were the availability of seed funding, consolidation activities by a number of firms, evolving technology space and a burgeoning demand within the domestic market (NASSCOM, 2016). Touted as the third-largest start-up ecosystem, technology remained a popular domain for budding entrepreneurs. Cloud, Big Data and Analytics, Internet of things and machine learning were a few such advanced systems that were honed and also facilitated the ecosystem. In addition to employing 100,000 people, the maturing ecosystem contributed to enhancing the lifestyle of citizens and create technology that addresses key concerns such as Education, healthcare, energy utilities, financial inclusion etc. (NASSCOM, 2016). The emergence of start-ups led to a demand of qualified (tech-savvy) workforce along with an assistive workforce. A key feature of the emerging startup ecosystem was that they were located in geographical clusters and can be divided amongst leading ecosystems (Bangalore, National Capital Region and Mumbai) emerging ecosystems (Hyderabad, Pune and Chennai) and aspiring ecosystems (Kolkata, Cochin, Jaipur and Indore). With the IT employees at the helm, the mushrooming of jobs in start-ups also attracted women as a workforce. Distinct from corporates in their work culture (and also remuneration to an extent), start-ups have created a niche of their own and with initiatives like Start-Up India and Digital India, they got support and recognition from the government as well.
Women & Indian Startups – What Goes On?
As in Silicon Valley, women are a rare breed in Indiaâs start-up ecosystem, too. Less than 9% of its founders are women, according to a 2016 study by start-up database Xeler8. And out of the 670 Indian start-ups that received funding in 2016, just 3% were founded by women alone. Although a similar skewed ratio is not seen when it comes to the male to female employee ratio in start-ups, yet there exists a good amount wage gap amongst the two sexes. Managerial and operations roles are often occupied by men and women remain limited to assistive and relatively lower-paying and in less important roles.
WHILE THIS IS WHAT I FOUND IN 2016, a quick internet search today showed this:
“Kool Kanya, a Mumbai-based startup aimed at creating an ecosystem of women in the workforce, surveyed 700 women across India to find out why many are leaving the workforce, and what needs to be improved in order to encourage them to continue working. The survey results were released as a report, titled Tipping the Balance, in June this year. According to the report, there are eight primary factors that have an impact on women in the workforce – work satisfaction, learning opportunities, salary benefits, female representation, safety, work culture, work-life balance, and maternity benefits.
Link to the report: https://koolkanya.com/blogs/wp-content/uploads/2019/06/Survey-Report-Kool-Kanya.pdf
How does the Work Culture in Startups differ from that of its counterpart?
Work culture in a start-up ecosystem is influenced by many factors such as the need for constant networking, ease in working with constantly evolving technology, working round the clock to raise funding, traveling across the country for operations etc. Hence, attending meet-ups/hackathons post working hours, bonding with colleagues, âworking from homeâ and practically living to work form an essential part of the start-up work culture. âDrinking beer on your desk while workingâ is a known catchphrase in the start-up circle. This kind of work culture poses serious challenges for women with families, women from smaller towns (where the start-up culture hasnât penetrated as yet) and women seeking work-life balance. The geographical clusters formed have led to the concept of âworking from homeâ and âfreelance workâ which often leads to undervalued work and doesnât gain as much recognition as an in-office work. This is another drawback of the work culture that severely adversely impacts women.
A very recent Deccan Herald article (a leading national daily) had this to say:
– Roles and responsibilities are not well-defined. In small teams, most employees are expected to do jobs beyond what is specified on paper. This implies working extra hours and effort for the same salary.
– There are no set rules and regulations or even yardsticks on how performance is measured.
-work culture, in the name of being âfunâ, might actually be messy and disorganised. There is no order like in traditional MNCs. (similar to what I found in 2016 about bro culture in startups)
-Bosses might be unprofessional and inexperienced. Since they might be owners or co-founders, no one would question them. – The startup boom means that there are several companies competing for limited funds. Investors would want to see quicker results and higher profitability, resulting in intense pressure on the company and the employees.
Read more at: https://www.deccanherald.com/metrolife/metrolife-on-the-move/startup-work-no-fun-for-staff-724542.html
.… what I had found back in 2016?Â
A leading digital business news outlet, Quartz, recently (back then) published an article titled âThe Bro culture in Indiaâs startups leaves no room for Gender Equalityâ which aptly describes the constraints women face in startups. For a startup to scale up and become a firm, a lot of investment, networking, unrelenting working hours and mentoring goes in which more often than not is not suitable for a woman trapped within cultural roles expected of her. Marriage and household responsibilities often act as the biggest structural constraints for women in taking up greater responsibilities and fully exploring their professional potential. Another interesting phenomenon to note is the technological know-how and the networking skills that are needed before taking up a role. The cultural capital that includes confident communication preferably in English, ease of working in male-dominated spaces leaving hesitation behind and a supportive family further deprives women from conservative backgrounds, an opportunity to work at these startups. Subroto Bagchi, CEO of Mind Tree Consulting, a global IT giant said – âA woman professional must also know that, at the top, life is very demanding and very desexed. It is just not possible to become an Indira Nooyi, Naina Lal Kidwai, Mallika Sarabhai or Vasundhara Raje Scindia by trying to juggle work, home, husband, mother-in-law and making pickle. The other part is that to get to the top, whether you are a man or a woman, you must travel a lot, sometimes work weekends, network outside the workplace, learn on your own initiative, engage continuously and, finally, give an awful lot more than you getâŚThe opportunities in modern India are exploding. Therefore, what Iâd like to say to the women is, please be comfortable with your genderâ.
While this statement, on one hand, attempts to motivate women but on the other hand, fails to acknowledge the very tangible structural constraints that âmodern Indiaâ poses on its women. It is this feigned âgender neutralityâ that the modern world propagates which talks about equality at the cost equity.
… my stint with Digital Humanities in the winter school motivates me to understand this tryst of the technology in a deeper and engaging manner and possibly take-up a more concrete data-heavy comparative study between the Silicon valley in the US and in India and gauge its impact on women.