Our IWD Voices series continues throughout March, dedicating the entire month to spotlighting women leaders across industries — because a single day is never enough. Leaders share their journeys, experiences, insights, and the lessons that have shaped them.
Next up, we speak with Seon-jeong Min, Head of Brand Experience Division 5 at INNOCEAN.
In our conversation, Seon-jeong reflects on what this year’s IWD theme means to her, describing equality as something that must be practiced daily rather than simply declared. She discusses how her understanding of fairness has evolved over the course of her career, and shares what first drew her to advertising.
She also discusses the subtle biases that persist for women in the workplace despite visible progress, the responsibility senior leaders carry in shaping culture through everyday actions, and how a meaningful campaign can affect people’s attitudes toward life and how they relate to one another.
The theme for International Women’s Day 2026 is “Rights. Justice. Action. For ALL Women and Girls.” What does this mean to you professionally and personally?
To me, this theme suggests that equality is not a fixed state, but something that has to be practiced.
In today’s Korean advertising industry, it is uncommon for women to face explicit restrictions on opportunities solely because of their gender. On the surface, the system appears fair. However, I began my career at a time when most key decision-makers were men, and I had to earn credibility earlier and more deliberately than many of my male counterparts.
There were also informal “old boys’ networks” that sometimes influenced access and trust within the industry. In that environment, many women had to work even harder to strengthen their expertise and continuously prove their value through results.
Equality, in the end, is something we practice every day rather than simply declare.
For me, taking action does not mean special consideration. Rather, it means reducing the invisible energy someone has to spend simply to prove their capability.
Personally, I don’t believe equality is created by systems alone. Real change in an organization comes from the attitudes of its members. I’ve often seen conflicts resolved not through authority or formal rules, but through a genuine effort to understand one another’s context. I would describe that attitude as empathy — a willingness to listen, understand context, and make space for others.
Equality, in the end, is something we practice every day rather than simply declare.
What first drew you to your industry, and was there a defining moment that set your career in motion? Was there a role model who influenced you early on?
I was captivated by the idea of bringing a brand to life. To me, our work is about building emotional connection. It exists between logic and emotion. The moment people connect with a campaign and choose to participate in its message still drives me.
What makes this industry compelling is that our work goes beyond promoting a brand or supporting sales. It has the power to influence how people think and feel, and that is deeply meaningful to me.
How has your understanding of fairness changed as you’ve gained experience and seniority?
I used to think fairness meant treating everyone exactly the same.
Today, I see it differently. Fairness is about making sure everyone truly has the opportunity to contribute. People vary in expression, pace, and confidence. If we only reflect the loudest and fastest voices, it may appear efficient, but we risk overlooking valuable ideas.
That’s why it’s sometimes important to invite quieter voices into the conversation first, give people time to develop their thoughts, and support team members who are still growing.
Fairness is not created by neutrality alone. It requires active leadership.
As conversations around women and work have evolved, what do you think has genuinely improved—and where do you think more attention and action are still needed?
One clear change is that female leaders are no longer seen as unusual. It has become far more natural to see women leading major projects, representing clients, and making key decisions.
Subtle yet persistent biases remain, including the expectation that a woman be highly capable without appearing too assertive, and demonstrate leadership without being perceived as confrontational.
What still remains is a set of invisible expectations. Subtle yet persistent biases remain, including the expectation that a woman be highly capable without appearing too assertive, and demonstrate leadership without being perceived as confrontational.
Going forward, what we need is not simply more opportunities but a broader recognition of diverse leadership styles. Organizations become healthier when leaders can focus on decisions rather than managing perceptions.
Is there a project or initiative you’ve worked on related to women’s empowerment that you’re particularly proud of? What made it meaningful to you?
In Korea, there is a phenomenon where some public places restrict entry for children, often referred to as “No Kids Zones.” Because of the strong social norm against inconveniencing others, children often hear phrases like “Don’t run” and “Be quiet” more than anything else.
I find this reality saddening, and I believe Korea’s sharply declining birth rate is connected to this broader social climate.
In response, we launched KCC E&C Switzen’s “A House for Tomorrow” campaign. The film captured a lively playground filled with children at play in a one-minute static shot, delivering a bold message: “Children cannot grow up quietly.”
A society where children’s voices disappear loses part of its future.
Through this experience, I realized that advertising can influence not only the market, but also people’s attitudes toward life and how they relate to one another. Since then, my sense of responsibility as a campaign director has deepened.
What responsibility do senior leaders have in shaping more equitable workplaces, beyond statements or policies?
While policies create structures, it is a leader’s everyday actions that truly shape culture.
Inclusion is not built through programs alone, but through everyday behaviors.
Small moments — how meetings are run, whose voices are heard, and how mistakes are handled — ultimately define an organization. Inclusion is not built through programs alone, but through everyday behaviors: listening before judging, giving clear credit, and viewing mistakes as part of the learning process.
A leader’s role is not simply to make decisions, but to create an environment where people feel safe enough to speak openly.
What is one change you would like to see in workplaces for the next generation of women?
I hope that leadership will no longer be defined by a single personality type.
Trust, I believe, is built when diverse styles of leadership are genuinely recognized and valued.
As collaboration becomes increasingly essential, trust will matter more than ever. Trust, I believe, is built when diverse styles of leadership are genuinely recognized and valued.
I hope the next generation will not feel the need to change who they are in order to lead.
Analytical, quiet, composed, or empathetic styles — all of these qualities should be recognized as leadership.
Quick Hits:
A trend you’re interested in these days:
“AI vs. No AI”
The current conversation around AI and human-made creativity interests me. Using AI in marketing has already moved beyond being a trend. AI is positioning itself as a tool that expands creativity rather than replaces it.
The real challenge is not adopting the technology but using it to create work that was previously impossible.
A campaign that inspired you:
Recently, I was particularly impressed by the SATO2531 “Think Name Project,” which raised questions that extend beyond women’s rights to society as a whole.
“By the year 2531, every person in Japan will have the surname ‘Sato.’”
What struck me most was how the campaign reframed a topic so familiar that society had grown indifferent to it, presenting it not merely as a women’s issue but as a matter of collective social identity. By presenting a striking hypothetical scenario grounded in real data, the campaign prompted a shift in public perception.
It reminded me that sometimes the most persuasive approach is not to argue, but simply to present reality as it is.
One quote that has stayed with you:
Inspired by Admiral Yi Sun-sin, a renowned Korean naval commander.
“Seek a victory so decisive that the same battle never has to be fought again.”
I interpret it not as aggression, but as a reminder to aim for work strong enough to set a standard.
