Turning knowledge into strategy

Closing the knowledge gap among women entrepreneurs has the potential to significantly increase economic productivity and resilience.

Throughout Central and Eastern Europe (CEE) and Central Asia, women are increasingly founding companies in technology, services and innovative sectors. Yet despite this momentum, a key structural constraint persists: unequal access to practical knowledge required for making high-quality strategic decisions.

Discussions about women entrepreneurs often focus on access to funding or networks. While important, these factors are largely downstream effects of a more fundamental driver: the level of knowledge and skills founders possess, and their ability to apply them in decisions that shape business growth.

Why knowledge matters more than information

Rapidly evolving markets generate vast amounts of data, but structured understanding remains scarce. It is not enough to have information; founders must know how to use it, how to price effectively, when to raise capital, where to expand and which technologies to adopt. These competencies determine whether a business scales sustainably.

Research carried out in 2025 by the Organisation for Economic Co-operation and Development (OECD) shows that training programmes combining real-world cases and mentorship significantly improve entrepreneurs’ strategic decision-making. McKinsey meanwhile, highlighted in its own 2020 research that women-led companies with a long-term orientation often demonstrate greater resilience during periods of economic instability.

Women entrepreneurs in CEE today

Recent data confirm that the issue is not motivation, but access. According to tech.eu, start-ups with women founders in Europe raised approximately 5.76 billion euros in 2024, representing only 12 per cent of total venture capital. The deep tech segment remains considerably underfunded, with only around 15 per cent of early-stage capital going to women-led start-ups, according to the European Institute for Technology (EIT). The OECD meanwhile reports that women are about half as likely as men to access bank financing for business development. At the same time, the organisation says that nearly 80 per cent of women entrepreneurs are opportunity-driven, underscoring strong entrepreneurial intent rather than necessity.

These figures indicate a clear pattern: ambition and potential are present, but structural barriers limit outcomes.

Where knowledge gaps manifest

Several areas are particularly critical for business growth, starting with raising investment. Women often approach investors with strong products but limited understanding of fund dynamics, market expectations or multi-stage growth strategies. European Women in VC

notes that they are less likely to receive warm introductions or access closed networks where many deals originate.

Then there’s pricing. Reliance on intuition or competitor benchmarks frequently leads to underpricing and lost margins. World Bank data shows that structured financial literacy improves pricing accuracy and profitability.

When it comes to international expansion, CEE companies are inherently outward-looking, yet without a clear strategy expansion is often fragmented. Firms with defined market-entry strategies scale faster and more sustainably.

Finally, technological adaption. The pace of technological change requires not only access to tools but clarity on where they create value. Digital readiness is a key determinant of business resilience.

Knowledge as a competitive advantage

Competencies are not only internal assets. They are external signals. Founders who demonstrate a clear understanding of their business model, market logic and growth strategy build stronger trust with investors and partners. Where access to informal networks is limited, visible expertise becomes a form of capital.

For women entrepreneurs, this is particularly important. When informal channels are less accessible, competencies become the primary mechanism for unlocking opportunities.

The role of the ecosystem

Individual effort alone is not sufficient. Accelerators, investors, educational platforms and public institutions shape how accessible and effective learning opportunities are.

Programmes that integrate learning, practical application, mentorship and peer exchange accelerate company development. Knowledge acquired in real business contexts is implemented faster and becomes embedded in operational strategy. At the same time, the visible presence of women’s expertise in business discussions reshapes perceptions within the ecosystem.

Initiatives such as She’s Next empowered by Visa create environments where knowledge is not only transferred but tested in practice strengthening both individual companies and the broader entrepreneurial landscape.

The economic impact

In a rapidly changing economy, competitiveness depends on how quickly businesses adapt and adaptation is directly linked to how effectively founders learn. Closing the knowledge gap among women entrepreneurs has the potential to significantly increase economic productivity and resilience.

For women in CEE and Central Asia, the opportunity is substantial. Those who invest in structured capability building across finance, strategy, markets and technology are better positioned to navigate uncertainty and scale sustainable businesses.

The shift is both strategic and transformative: from learning as a necessity to learning as a deliberate advantage. In this transition, knowledge is no longer a constraint, it becomes a lever of influence.

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Author Bio

Olena Obukhova, PhD

Olena is an expert in business strategy, innovation, and fundraising, with over 20 years of leadership experience working with international projects and IT startups. She brings hands-on expertise in business scaling, investment attraction, strategic development, and the implementation of Lean methodologies. Today, she mentors in accelerators across Europe and the US, helping entrepreneurs grow, optimise processes, and prepare for investment.