AI Business Value: Insights from SUSE's Women in Tech Event 2026

30 SEC SUMMARY

In 2026, SUSE's Women in Technology event highlighted the evolving business value of AI. Leaders discussed how AI can empower employees and drive strategic outcomes, while also addressing the barriers women face in tech careers. The event emphasized the importance of accountability and measurable outcomes in AI initiatives.

TABLE OF CONTENTS

1. Introduction
2. AI Hype to Business Value
3. Shifting Focus to Measurable Outcomes
4. Women in AI Leadership
5. Accountability in AI Programs
6. Barriers for Women in Tech
7. India's AI Opportunity
8. Conclusion
9. FAQs

KEY HIGHLIGHTS

• AI's business value is shifting from hype to measurable outcomes.
• Women need to shape AI technology, not just govern it.
• Accountability in AI should align with business performance metrics.
• Barriers for women in tech include childcare and leadership biases.
• India has the talent and scale to lead in transparent and sovereign AI.

Introduction

In 2026, the rapid adoption of AI across enterprises has sparked a fundamental question: what business value does it deliver? This was a key theme at SUSE’s Women in Technology leadership event held on August 5, 2026. Senior women leaders discussed AI adoption, leadership, career opportunities, and the barriers women continue to face in technology.

AI Hype to Business Value

The event opened with a keynote by Tracy Quah, Marketing Director Asia Pacific, SUSE. Quah positioned AI as a leadership opportunity rather than another technology trend. She emphasized focusing on measurable outcomes, including product velocity, resilient infrastructure, secure operations, and more empowered teams.

Shifting Focus to Measurable Outcomes

Margaret Dawson, CMO of SUSE, shared insights on the AI hype cycle. She noted that enterprises have moved through the AI hype cycle unusually quickly. "With AI, we've gone through the entire hype cycle in a record amount of time. We went to the top of the hype cycle, we’re already in the trough of disillusionment,” she said.

The focus is now shifting towards what AI can actually deliver. Rather than simply replacing people with agents, enterprises are looking at how AI can help employees become more strategic and productive. However, measurable returns are still emerging. Dawson concluded, “We have a long path ahead of us before AI workloads are actually ubiquitous across all organizations. So I still think we're just putting our toe in the water, and we're seeing initial results, but the true value and ROI, it's not there yet.”

Women in AI Leadership

Krithiga Thakkar, Managing Director, Tech Strategy and Transformation, Accenture, cautioned that the growth of AI could create new opportunities for women in technology, but existing patterns could simply be reproduced in new roles. Thakkar argued that women should connect responsible AI and governance with business outcomes, rather than limiting themselves to oversight roles.

Accountability in AI Programs

Thakkar emphasized that the focus on business value changes how companies should approach accountability. Every stage of an AI program should connect to a measurable outcome, whether that means improving productivity, reducing cost per transaction, or changing a metric such as days sales outstanding. Governance should not become a standalone function disconnected from business performance. Dawson echoed this, stating that the principle is similar to any transformation program: start with the end state. Organizations need to define what they are trying to solve, what success looks like, and which metrics will demonstrate it.

Barriers for Women in Tech

The discussion turned to why women continue to leave technology careers. Dawson highlighted the disproportionate responsibility women carry for childcare and caring for parents and in-laws. She noted, “In every country, every culture, women take on the burden exponentially of childcare or of parents and in-laws. I'm seeing a lot of women leave to have children and not come back.”

Thakkar shared her own experience of taking three career sabbaticals and returning each time on her own terms. She said focusing on her own journey, rather than comparing her progress with peers, helped her navigate those transitions. Both leaders stressed the role of women already in senior positions. Building teams that can continue to operate when a leader takes a break can make it easier for women to step away without permanently losing their place on the leadership track.

India's AI Opportunity

Thakkar identified three capabilities that professionals should develop: evaluating AI outputs, building deep domain expertise, and communicating ideas clearly. Dawson pointed to India's technology talent, scale, and open-source mindset as advantages in developing more transparent and sovereign AI. Thakkar believes AI could create a more level playing field because many of the capabilities being developed today are still new. India has the talent, scale, and confidence to participate in that shift.

The challenge will be ensuring that the expansion of AI does not widen the existing digital divide. For women in technology, that means making sure the next wave of AI does not simply reproduce existing leadership patterns. The opportunity is to move into the roles that shape products, business decisions, architecture, and strategy—not just the functions that govern them.

Conclusion

In 2026, SUSE's Women in Technology event highlighted the evolving business value of AI and the critical role of women in shaping its future. The discussion emphasized the importance of accountability, measurable outcomes, and the need for women to take leadership roles in AI. As AI continues to transform industries, ensuring that women are at the forefront of its development will be key to unlocking its full potential.

FAQs

What is the main focus of SUSE's Women in Technology event in 2026?

The main focus is on the business value of AI and the role of women in technology leadership.

How is AI adoption changing in enterprises?

AI adoption is shifting from hype to measurable outcomes, with a focus on strategic and productive uses.

What barriers do women face in technology careers?

Women often face disproportionate childcare responsibilities and leadership biases that contribute to career breaks.

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