Pushing boundaries: A women in leadership programme for AKDN

In early 2024, the Aga Khan Development Network (AKDN) identified the need to further invest in their women leaders. While women made up 41.5% of the workforce, none held senior or executive roles. Most remained in professional and mid-level positions, with limited pathways for advancement. 

This wasn’t due to a lack of talent or ambition, but rather stemmed from deep-rooted structural and cultural barriers that created challenges for women’s progression into leadership roles.

AKDN saw a timely opportunity to shift from intention to action by partnering with Inspire Group to co-develop Fursa! (Arabic for ‘opportunity’), a bold Women in Leadership programme designed to enhance leadership capability, build confidence, create better development pathways for women, and contribute to organisational change.

A targeted needs assessment revealed that emerging women leaders needed more than technical training. They needed safe, trust-based spaces to grow their confidence, develop leadership identities and practise social courage – the kind required to lead meaningfully in the localised context.

Building on an established partnership and a shared commitment to inclusive leadership, Inspire Group and AKDN co-designed the Fursa! programme to respond to the women’s unique leadership needs.

The approach focused on creating a practical, contextually grounded learning experience that supported both individual growth and organisational development.

The programme design was strongly informed by the needs assessment. The findings underscored the importance of building intentional learning structures, notably, 84% of respondents highlighted the importance of mentorship, coaching and leadership opportunities as critical to not only growth, but retention.

To ensure the programme responded meaningfully to participants’ lived experiences, a co-design session was held, facilitated by Inspire Group and involving both Aga Khan Foundation (AKF) stakeholders and prospective programme participants. This session allowed Inspire Group to validate information, eliminate assumptions, surface needs and shape the learning around what truly mattered. It also fostered a strong sense of ownership among participants and stakeholders from the outset.The result was a six-month blended-learning journey designed to enhance participants’ confidence, communication and decision-making skills, enabling them to lead with greater clarity, influence and impact within the organisation. A key component was the inclusion of male stakeholders from the start, recognising that inclusive leadership must be a shared responsibility. By engaging both women leaders and male allies, the programme aimed to shift not only individual mindsets, but organisational culture – laying the groundwork for allyship, inclusion and sustainable change.

Participants were selected through a competitive application process, representing diverse roles and perspectives. Inspire Group led the design and facilitation, while AKF's in-country and AKDN's global team ensured cultural alignment, internal support and sustained momentum throughout.

While the programme was primarily delivered in English, the needs assessment had identified the importance of language accessibility. Responding to participants’ requests, we brought on an Arabic-speaking facilitator for the workshop and a coach for the coaching sessions, so that those more comfortable in Arabic felt truly included, seen and supported.

Inspire Group’s involvement was central throughout the process. From facilitating the initial co-design to delivering the workshop and labs, their role ensured the programme was both strategically aligned and expertly delivered. Their facilitators, experienced in inclusive leadership, systems thinking and adult learning, were instrumental in creating a space where participants could grow their confidence, challenge assumptions and apply new tools in real time.

The six-month programme was built around three core principles: learning, to strengthen both practical skills and interpersonal leadership capabilities; visibility, to increase recognition of participants’ potential and open doors to new opportunities; and support, to create an enabling environment where participants could grow and thrive. 

The programme launched with a three-day in-person workshop that brought participants together to explore core leadership themes, build trust and community and set the tone for the months ahead. The workshop culminated in a team leadership challenge, where participants worked in groups to pitch collaborative solutions.

The challenge provided participants an opportunity to apply their learning in practical, purposeful ways over the six-month period, while also making a positive contribution beyond the programme itself. It also held AKF's SMT accountable as each of its members volunteered to be a sponsor for a leadership challenge to ensure its implementation and success.

Following the workshop, the programme continued through a series of virtual engagements. Inspire Group led learning labs, group coaching and 1:1 coaching, while AKF facilitated learning circles and fireside chats, as well as sessions with Fursa! line managers and all staff with supervisory responsibilities on gender awareness. Together, they introduced a mentoring component that paired participants with senior female leaders across the organisation to support and help develop their team challenges.

These elements reinforced learning, raised participants’ visibility across the organisation, and sustained support throughout the programme, encouraging reflection and action.

In parallel, a dedicated male stakeholders’ workshop was conducted to equip AKF's senior male leaders with the tools, insights and language needed to champion inclusive leadership. Involving them early on and keeping them engaged in the programme was key to fostering a culture of allyship and shared responsibility.

Creating a safe space for participants to share challenges they face specifically as women, was also very central to the success of the programme. Through inclusive facilitation, culturally relevant storytelling and the use of Arabic during fireside chats, participants were able to reflect deeply, share authentically and explore the challenges of leadership in the localised context.

The programme concluded with a visible and meaningful graduation ceremony, bringing together participants, leadership and key internal and external stakeholders – celebrating not just skills gained, but the rise of a confident and connected community committed to leading with empathy and impact.

As the programme progressed, the Fursa! participants demonstrated meaningful shifts in confidence, mindset and leadership capacity – despite the challenges of balancing work, personal responsibilities and the demands of the programme, all against the backdrop of a complex and evolving national context.

By the end of the programme:

• 100% of participants reported that they found value in the experience.
• 80% strongly recommended the programme to others – highlighting the relevance and lasting effect of the journey.

Participants shared how they had found their voice – learning to speak up in meetings, take ownership of initiatives and navigate difficult conversations with greater confidence. Many described a deeper sense of purpose and a clearer vision for their role as leaders within AKF and beyond.

For AKF, the Fursa! programme created ripple effects. Male stakeholders reflected on their evolving understanding of gender equity and their role in supporting a more inclusive culture. One shared,

“I’ve come away with a stronger commitment to equity, and I’m determined to act as a mentor and advocate for my female colleagues.”

The safe, structured learning environment enabled open reflection, connection and growth. Facilitators observed powerful shifts in how participants showed up, moving from quiet hesitation to confident, courageous self-expression. These changes weren’t just individual, they shaped the group dynamic and helped strengthen the groundwork for a more inclusive leadership culture.

By the end of the journey, the impact of Fursa! had extended beyond personal development – it fostered a more connected, resilient and compassionate leadership community committed to advancing equity and inclusion.