How authentic allyship could reshape the start-up ecosystem

Entrepreneurial ecosystems are often described as engines of innovation. They connect founders, investors, mentors and institutions to help new ventures emerge and grow. But research shows these systems do not support everyone equally.

A new study from the Aotearoa Centre for Enterprising Women at Waipapa Taumata Rau, University of Auckland examines how “authentic allyship” could help make entrepreneurial ecosystems more inclusive.

Entrepreneurial ecosystems are shaped by networks, norms and cultural expectations. The research suggests these factors can disadvantage women and other under-represented groups in subtle but persistent ways.

For example, they can influence who gains access to influential networks, whose ideas investors take seriously and who is seen as fitting the mould of an entrepreneur.

Professor Christine Woods from the University of Auckland Business School, who co-authored the paper and serves on the Board of Advisors for the Centre for Innovation and Entrepreneurship, says these dynamics are often embedded in the ecosystem itself.

“Entrepreneurial ecosystems are not neutral,” Woods says. “They reflect social norms and power structures that influence who gets opportunities and whose ideas are recognised.”

Globally, the participation gap remains significant. Across OECD countries, around nine percent of working-age women are involved in starting or managing a new business compared with about eleven percent of men.

Closing that gap matters. Research consistently shows that when more people can participate in entrepreneurship, it strengthens innovation and economic growth.

The paper by Woods and Professor Anne de Bruin explores the role of allyship in addressing these barriers. While allyship is widely discussed in workplaces, its potential impact within entrepreneurial ecosystems has received far less attention.

The authors define authentic allyship as ongoing actions by people in positions of influence that support disadvantaged entrepreneurs while helping change the system itself.

Their framework identifies five dimensions that shape authentic allyship. Allies seek input before acting, listen to feedback afterwards and ensure founders remain at the centre rather than taking the spotlight themselves.

They also take practical action, such as sharing networks, opening doors and challenging bias when it occurs. Importantly, the process involves ongoing reflection and learning.

“Authentic allyship starts with humility,” Woods says. “It means recognising the privilege you hold and being prepared to listen, learn and share power.”

The research suggests that individual actions can ripple through entrepreneurial ecosystems. When influential mentors, investors and leaders actively support under-represented founders, they can help shift expectations and norms across the wider network.

One example highlighted in the study is New Zealand ecosystem leader Andy Hamilton, who informally supported the founders of Femmi, a women-focused fitness technology company. Rather than stepping into the spotlight, Hamilton shared networks and guidance while ensuring the founders remained in control.

Over time, actions like these can broaden access to networks and opportunities, helping entrepreneurial ecosystems become more inclusive.

For Woods, the message is straightforward. Ecosystems evolve through the actions of the people within them.

“If we want entrepreneurial ecosystems that reflect the diversity of talent in society, inclusion cannot happen by accident,” she says. “It requires people with influence to act intentionally.”