2017 – Year it Was!

2017 – Year it Was!

365 days fly by.. A day by itself does not seem much but one day at a time forming one full year surely is time to pause and reflect, to look at our achievements and initiatives with pride and to be ready to work towards new milestones. 2017 would always be a very special year in the journey of BD Foundation. This year saw the organization rewriting its goals, pivoting from Biz Divas Foundation to BD Foundation thus expanding the scope of IMPACT – Beyond Diversity

The Future of work is knocking NOW and at BD Foundation we started initiatives to help our partners embrace FOW trends 

FOW research

This year we did an extensive research on Future of Work in Indian context. Our team led by Sarika Gupta and Rashmi Mandloi reached out more than 100 organizations  to understand the talent economics in the country – current fabric of the talent pool, gaps in skills required for future jobs and to build a talent framework for the workforce of 2030.

Top three trends from the research are:

The diverse workforce will be characterized by innovative thoughts, nonlinear organizations and would resemble a network of jobs.

Focus is on understanding the unique needs of the millennial generation and devising a strategy to engage them towards a common purpose which they value.

Empathy, networking skills and managing the virtual world would be the skills required to survive in the new world. Communication and transparency will be the most important factors in a virtual world. For more details on research please click here

Taking this forward, we invited Eleanor Tabi haller – Jorden to present her insights on ‘How Artificial Intelligence is going to impact the talent space.  The session which was conducted in partnership with RBS – a BD Foundation Corporate network partner and attended by senior business leaders from diverse industries, evoked pertinent thoughts and quelled fear/uncertainties revolving around automation and future of work

Women on Boards

BD Foundation has been promoting the cause of balanced leadership in corporate, community and public offices for the last 6 years. To further this cause, we relaunched our Women on Boards Network which will aim to mentor and support influential women leaders in different fields who can lead organisations and community at leadership/boardroom levels

WOB summit

WoB summit was held in Mumbai and attended by more than 100 senior women form across the country. Few prominent leaders in the room were – Debjani Ghosh – President, Nasscom, Zarina Stanford – SAP Head of Marketing APJ, Anuranjita Kumar – CHRO RBS, Eleanor Tabi Haller Jorden – President and CEO – The Paradigm Forum, Reeta Nathwani – International Executive Coach, Srini Ramaswamy – Head inclusion and Collaboration at Cisco.

 

BD Foundation proudly presented the Women on Board award to the Future Group for having more than 1 independent women director on board.

Connecting Conversations

Conversations are essential to bring together stakeholders of the change we want to see in our society and the workplace. We took to different platforms to connect with people to address varied range of issues from Women on Boards, essential leadership skills, inspiring stories of leaders of influence and many more.

Table of EightTable of Eight event is an opportunity for senior women leaders aspiring to be on Boards. To seek real world advice from the mentors who have already achieved these milestones. With this objective, Table of Eight was held across various cities in India, and also outside India – in Singapore.

Bangalore – Akila Krishnakumar

Delhi –  Debjani Ghosh

Mumbai – Kalpana Unadkat

Singapore- Zarina Lam Stanford

BD Think Tank is an initiative by BD Foundation which helps to provide a platform for creating awareness and sharing best practices on inclusion. It is dedicated to progressing the discussion on diversity, understanding the challenges and issues facing organisations in the region. We are thrilled to see eagerness of organizations to partner with BD Think Tank in this initiative.

The most recent was held with the corporate partner – RBS in Gurgaon was a thought provoking session with business leaders from top organizations across varied industries.

Webinars – Webinars give us an opportunity to transcend boundaries and go global to get the best talent to interact with our executives.as people connected, shared, learned from each other’s journey – We have had some amazing feedback on the webinars. These webinars have provided a continuum of learning and growing with world class leaders like Lauren Anderson, Zarina Lam Stanford, Anuranjita Kumar, and Tanvi Gautam.

I InspireI Inspire is our annual inclusive leadership conference which this year was weaved around the theme of ‘Infinite Potential’. Seeding from the very basic thought that each individual has an infinite potential that needs a supportive and progressive ecosystem to evolve and flourish, the high impact forum created a common ground for learning, networking and sharing with the most inspiring and inclusive leaders.

I inspire awards in various categories were presented to individuals and organizations making their mark in the corporate and social space. BD Foundation takes pride in honouring these change makers. More details on the conference available here.  

L.E.A.P – Leadership Advancement Program has grown stronger and robust than ever before. A pool of diverse women talent get to be mentored by an equally diverse, top business leaders from across varied industries. BD Foundation systematically invests in the women talent over a period of 6-9 months program to help them grow as leaders.  More than 35 women leaders are a part of this robust network

Immersive sessions

Through Immersive sessions we focus on exploring the current realities about where we are, where we want to go, what skills and networks we require to reach there, unleash our hidden potential.  What makes this a holistic development program is a combined focus on skills, inner leadership capacity and network of mentors and coaches.

Network Growth / New Geographies/ International Leaders 

Our own diverse team

The diversity that we seek in the world is something that we embody in our own organization. A truly diverse team ranging from Baby boomers, Gen Xers, Gen Yers, and recently inducted millennials keep the spirit and vision of the team alive.  The organization has seen exciting growth in the last 1 year as we do not let the geographical boundaries, physical presence and stringent work timings come in the way of unique talent the organization taps into. Remote locations, digital presence and flex work arrangements make sure that we tap into the best talent and keep the team at its productive best!  

Wish you all a Happy 2018!

 

#PeriodPride: Breaking Stereotypes , Dream, Believe & Act!!

#PeriodPride: Breaking Stereotypes , Dream, Believe & Act!!

Menstruation is a Taboo. Period. The recent debates on Sabrimala and menstruating women entering temple has seen endless debates #Readytowait vs #Righttopray campaign by Times Now saw huge response pouring in. It might not be too much of exaggeration that people who back #ReadytoWait campaign, would also have supported, “traditional” practices like Sati (#readytodie), Child Marriage, Dowry to some extent. It is unfortunate in spite of our society being progressive, women still have to face these patriarchal rules in name of tradition and culture.

Naari, Women Wellness Initiative was started as a thought to create an impact and change in life of women who did not have access to right knowledge and means regarding Menstruation.

In our journey of spreading awareness, few months ago, we thought of celebrating World Menstrual Hygiene Day (May 28th) with girls who did not have access and means to safe and hygienic periods.We started from point of ‘No Idea’ …didn’t know anything about how it is done, what it takes from our end in terms of finances, manpower, connects. We had nothing but a desire to bring a change in society, to make an impact. And we were headed in this direction and dared to go to the Start Point.

So we worked on to ‘Get Idea’

Through our connect, we got a chance to visit State Home, observe the conditions there, spoke to few girls about how comfortable they were during menstruation, how did they manage it? As we started delving deep, we realized they surely needed help and guidance about importance of hygiene and nutrition during menstruation. They certainly needed reinforcement of fact that Menstruation is a natural process and they don’t need to be ashamed of it.

So the work started. We met respective officials, got consent and required permissions to work with girls for a day. But what’s next. We were still not clear about how we will arrange for required finances, how will the event flow look like, and distributing kits was a far off thing.

period

Friends and well wishers gave multiple suggestions and one was to crowd fund. And we were on the mission… registered ourselves on a crowdfunding platform and started a crowd funding campaign – #PeriodPride… To my pleasant surprise, people started backing our campaign and our known connects and acquaintances started to contribute. Within first 15 days we were able to raise Fifty thousand rupees. Certainly a moment of pride for all of us

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But as they say, an entrepreneur’s journey is never easy, and so was mine. Due to some unavoidable reasons and incidents, we had no option but to put the event on hold only to be conducted at a later order zithromax online date. Of course, we couldn’t have complimented the World Menstrual Hygiene Day theme with our work, but sometimes, we have to think beyond these tags and it is important to work and make an impact than not doing anything at all. And this was reinforced by Shilpi. I make it a point to reinforce the role of mentor-coach in our life and business. My mentor and coach was a strong support, for she always brought me back to the track whenever she saw me drifting, helped correct mistakes and was there every time I needed her inputs. She helped me give shape to my dreams. Expert help always works.

So #PeriodPride was the new tag for us with a new date, new team and new plan. We collaborated with FWB (FTAPCCI Women in Business) group. Suman, president was a huge support. And hence the journey begun. Keynote speaker Vanitha Datla was truly an inspiration for girls for she emerged as a strong and powerful leader amidst staunch patriarchal set up.

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Few days before the event, we started a blogging contest on Social Media with help of a well-known blogger, Corinne Rodrigues. And to our pleasant surprise people were participating in it and the best moments were when we saw participation from men in the contest too. They were writing for Naari Wellness, tweeting and retweeting for Naari Wellness and helping spread awareness. Such a boost in our energies and confidence!!!

Next was kit assembling, it was not an easy task at all and required lot of physical work and there I saw my friends and neighbour come to my help. They have always wanted to help me in my work and now they could contribute from the comfort of their home. They were a great help in assembling kits and my father-in-law, my husband and kids helped in arranging them and transporting them to the venue. Just loved the community it formed. The big learning was involve your near and dear ones. Your ecosystem is so crucial for your success.

It felt as if everyone took Pride in Periods!!…Our mission though accomplished has just started.

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About Naari Wellness

Naari Wellness is a Not – for – Profit Organization, founded by Anju Arora. Owing to deep rooted menstrual traditions and practices in society, women often have to face discrimination at various levels in family, society and at work place. Hence, we endeavour to provide safe and hygienic periods to women from all walks of life and enable them to manage menstruation through sustainable and eco-friendly means. If you want to associate with Naari Wellness in Individual or Organizational capacity, please write to naari.wellness@gmail.com.

Twitter : https://twitter.com/NaariWellness

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4 ways women can help each other get ahead at work

4 ways women can help each other get ahead at work

Women's team

Madeleine Albright, former United States Ambassador to the United Nations, famously said, “There is a special place in hell for women who don’t help other women.” And she may have a point.

Several companies today are being managed and run by women. From this position of leadership, they are best placed to help other women down the ranks rise to the top. Yet many women leaders fail to recognize the important role they can play to reduce gender inequality at a senior level in organizations. Often, though committed to the advancement of other women, they don’t necessarily know how that can be done.

Similarly, women co-workers don’t realize the importance of showing solidarity. By treating a women colleague as an ally rather than opponent, you can only ensure your own growth and success in the organization.

Here are five suggestions about how women can help other women get ahead and, in the process, pave the way for their own success:

  1. Try to mentor, not compete
    In organizations where women are a minority, it is likely they will compete with one another. But it’s important to remember that one person’s success does not mean another person’s failure. If you regard a woman colleague as an opponent, she is probably doing the same and that benefits neither of you. What you need to recognize is that your female colleague plays as important a role in your success as your male colleague.

So instead of competing, forge a bond through mentoring. If you’re a team leader, take a junior woman colleague under your wing. If you’re junior, ask to shadow a senior woman manager. A good mentor can provide counsel in stressful times, share career advice and offer support when required. Look for a mentor who has varied work experience so she can provide you with perspective on your career.

  1. Pay attention to women peers
    While it may appear easier to be a mentor or mentee for women below or above you, you may find it more challenging to have a relationship with another woman who has the same role. Here too, try and build trust and respect instead of fretting over whether your colleague is doing a better job than you. See if the two of you can divide the work in such a way that productivity goes up. Have an open and honest conversation regarding the work you have been assigned. You may realize your individual strengths combine to result in higher output.
  1. Stand up for second-generation bias
    Second-generation gender bias is making its way into the dictionary of women’s workplace issues as a subtle, and perhaps unintentional, fact that affects her potential. These unseen barriers are often difficult to spot as they are revealed at varied points, from the wording of a job description to rules about maternity leave. But it’s a big threat to women, as it can leave them out of top job positions.

In order to combat this bias, it is important for women to educate themselves and also spread awareness about these biases among female colleagues. You can do so by coming together, talking about experiences in the workplace and speaking up as a group if company policies and practices need to be changed.

  1. Sponsor and promote women
    While mentorship can be very helpful, the key to helping another woman is through sponsoring her in the workplace. Sponsoring means you suggest a deserving female colleague’s name for a new project or cast your vote for her if a promotion is being considered. So how does one find a sponsor? A woman in a senior position should keep an eye out for a younger female employee who shows promise and may make a good protégé. Younger female employees can network with women in senior positions by asking for career advice or regular lunch outings. Neither should hesitate in actively seeking out a relationship with the other.

This article was first published on MonsterIndia.com

Behind every transaction is a significantly important Human factor

Behind every transaction is a significantly important Human factor

 

A93A0146 (2)Bhuvaneshwar Naik, CHRO, SAP India has a fundamental belief that human factor can affect and alter transactions in business and play a significant role in the outcome. He has been in the professional world for the past 22 years and a major part of this experience consists of undertaking leadership roles. More than half of his career span has been with SAP and he is now the global head for career and talent management for SAP and will be moving to the headquarters in Germany.

He has grown up with seven enterprising and career oriented sisters who have inculcated the values of sensitivity and understanding of importance of a woman’s career. These qualities have given him the unique and significant opportunity to make a difference in people’s lives every day. Bhuvaneshwar comes from an engineering background and has an MBA degree from Tata Institute, Mumbai. He had no set plans to be a part of Human Resources, however he gained immense interest eventually and decided to switch to this arena.

Talent force in India today

There is a huge transformation of talent globally and even more in India especially with the lower average age in the country and a great deal of opportunities in service industry. At the first level, the world is changing with a lot of resource crunch. Population is increasing, there is distribution of growth, resource constraints etc. At the second level, customer needs are changing as well, whether it is B2B or B2C or B2B2C. They seek instant use and value, real time connection, personalized and on demand solutions and for simplicity and design. At the third level, the industry is changing as well. We see quite a bit of consolidation and segregation happening for instance the maturity of cloud data. We can observe this huge e-commerce and startup wave in the country and at the same time we observe the significant legal compliance and corporate governance as a topic that is growing in itself. Accordingly, the society and the talent are also evolving and hence they are looking for a larger purpose.

Talent workforce seeks the following

  • Brands they represent
  • Access to knowledge
  • Involvement in designing their own work
  • Leadership expectations

So the changes are four-dimensional denoted by how the world is changing, how customer needs are changing, how the industry is changing and how the talent is changing. He thinks what is fundamental is that everything deserves a lot of trust and gaining that trust is becoming tougher. Hence our aim is to get the talent to participate in an organization’s journey and we can help them align emotionally and objectively to the larger mission of the company. Initially they used to look at lifelong employment and a time period of 5 to 8 years was considered a good time, now the average time period has been reduced to 2 years. Thus HR seeks to answer questions like – Is retention a strategy we need to have? There are a lot of questions HR is asking these days and there is quite a bit of transformation that the renewal HR organizations are going through to ensure that the talent that is there in the market is really relevant for them and exciting as well. Fundamentally there is good and diverse talent available in the country and they are able to exercise choices as far as professions are concerned and they take risk largely facilitated by the e-commerce and startup ecosystem. Finally, talent today is looking at how it can impact the world.

Organizational Culture is different from the culture a decade ago. A company’s culture needs to facilitate a far more agile work environment, quick reaction to market and the ability to deal with transformations every 3 to 6 months. Fundamentally, the culture we see today is the expectation of a faster reaction, far more relevant and quick and real time because the consumption patterns are also changing for employees. Company’s culture is moving away from being prescriptive to employees to that of giving choices. At the same time, older companies like SAP which are 40 years old are dealing with multiple generations of employees today and the stark difference between what a 50 year old in our company would expect and want and deal with compared to a 22-year-old who is coming up. It pecks the strategy in communication whether desktop or mobile, so it is unbelievable, what SAP is today and how vastly it is different from SAP ten years ago!

Leadership’s greatest challenge in Business today

Complex versions of Organizations- Startups are dealing with hyper growth and in the process of dealing with hyper growth, whether one likes it or not, complexities come in and even established companies like SAP or any other company can deny that because of the speed that they have to keep changing at is immense. Simplification is the key to unlock this because if anything a company does today by employees can happen only if consumption is easier and consumption becomes easier if things are simple and easy, which is why we have to move away from being prescriptive to giving choices.

Deltas for Workforce in our country

  • Lack of data scientists in this country even though, in this hyper growth situation where analytics have a key role in driving strategy.
  • Design – The user experience of products built in India. Easier consumption leads to increased adoption of products and services.Therefore, even though user experience as a skill has picked up in the last couple of years but not maintained a steady pace of growth.
  • Mobility- Products have to sit idle due to lack of mobility.

Diversity Perspective

Bhuvaneshwar considers diversity from the organization standpoint as a means to welcome diverse thoughts and ideas. Even though as a company SAP produces business software, at the end of the day the people using this software belong to diverse groups. Therefore you can in turn build a diverse customer base and a product that appeals to them.

Strategic plan to address inclusion

  • Corporate objective- It has to come from the top as a KPI. If it becomes a part of the KPI it will not be confined to a few people and not fade away eventually.
  • Diversity, as a topic needs to be owned by business not by HR. It has to be owned by business and it has to be run by business, the HR will only facilitate in the design.
  • Knock down till a culture is built in the company- Companies should have a strategy to move away from couple of activities to think that diversity is happening however, they should aim at connecting the dots to reflect a larger picture, a larger purpose and how those activities are also relevant in comparison to making just women employees feel good.

SAP monitor’s the progress on Diversity issues and dynamics through not just the measurement of KPI’s, but also by looking at the top percentage of women who have moved to leadership roles from year to year. Secondly, if there are more women who are “fast track employees” and who are ready to do the next job compared to last year and finally the measurement of the strength of leadership and its evolvement.

SAP’s model for Inclusion

  • Target of 25% women in management by 2017
  • Institutionalizing our programs for women to ensure that we build a strong leadership bench so that we provide those opportunities. This is to ensure that all women have a fair opportunity, an equal opportunity to grow in the company, whether it is pay or promotion.
  • We are working on building a culture with our managers to achieve a shared purpose which includes not operating or not making decisions based on assumptions with regards to women.
  • Marketing and Branding – Tools to spread awareness that this company will encourage and appreciate women for their contribution.
  • External validation – To build a sense of confidence in men and women in the organization. SAP is this year’s number one Employer for women as per Great Place to Work survey.
  • Training program- At different grade levels in the company there is a structure called Strive to Lead and it is a six month program. The program aims at equipping the women colleagues who are in line for a promotion and require skills and competencies that are gender-specific and accordingly getting them ready for the next role.

Unconscious bias is prevalent in almost every organization, therefore SAP came up with a method to understand where and how these biases can be checked and monitored. Bhuvaneshwar engaged two data scientists from his organization to come up with a scientific and formulated technique to calculate these biases in several incidents in the company. SAP also outsources its “Exit Interviews” for employees as 60 to 70% of the workforce quits because of personal reasons that are not known to the employers.

Employee retention can be reduced through periodical training of the workforce however, imparting a lot of training does not guarantee high engagement. The absence of training on the other hand is a chief contributor to demotivation among employees. Transformations every company goes through are In order to be prepared to deploy people, employers have to be agile and give the employees a constant set of opportunities. Moving away from the conventional 3- day workshops at 5 –star hotels, training is more effective through the concept of power learning. It is all about bits and bytes and learning vehicles are dramatically changing, so that consumption becomes easier and faster.

The results of the Strive to Lead program led to a good ROI for the company as 10 out of 30 women were promoted. There are also programs for university graduate women who are coming to ensure that that they have leadership interventions early on and not when they are ready to become managers so that more women are inspired to build careers in the company.

Diversity workshops at SAP

  • “Autism at Work” Program – In partnership with “Enable India” – there is a 3-month onboarding program to help people who are hired with autism to be able to adjust to the work environment of the company.
  • “My Sparkle” -A workshop with a few young women employees.
  • The idea behind the workshop was to express gratitude to the person who inspired the respective woman colleague to pursue her dream and work towards a successful career. It is not enough to praise a valuable colleague herself for her contribution but also make her realize that her job is as important as a male counterpart’s. We asked them to give a picture of who according to them, in the family helped them a lot to utilize their potential towards a great performance in the company and they gave a picture of their mother, father, husband, son etc. We made a fridge magnet with that picture along with that a note of gratitude to thank them on behalf of SAP for inspiring our colleague at home to do a good job at work.
  • Women in Technology conference.
  • India Inclusion Summit. NASSCOM is heavily investing in this topic in terms of educating companies.

Bhuvaneshwar has worked with approximately 3 generations at SAP in India with an average age of 29. He describes the millennials as hungry and disruptive in a nice way because they challenge everything. He believes that apart from managing the different work styles of this generation, one should be adapting to them as well. For example, if an employee is delivering his work and meeting his deadlines but has a different style of working cannot be deemed as incompetent. This conflict is a clear indication of generation gap among employees. It is not about performance, it is not about productivity but it is just a certain behavior that is unique to this generation. If we take the example of a classic first level manger, with an age group of 38-40 years, they have children who are between 10-18 years. Even as parents they unlearn and learn at home how this generation is evolving and over a period of time the acceptance at workplace of different working styles becomes easier. So what was difficult two years ago for a manager would just become easier two years later and 10 years from now this generation will have the same challenge with what they will see with what is coming out at that time. Hence this issue is cyclic and it takes time. Most people go through this baggage problem.

One of the biggest struggles today is for the middle management or the middle layer. They are struggling to deal with new workforce, new expectations and new paradigms. Bhuvaneshwar believes that this scenario will change by 2020 and that means organizations will realize far more value from workforce that comes out. The workforce is going to look like there is a lot more work that needs to happen to make things real time, just in time, instant consumption and instant value and hence those fundamentals will not change. Fundamentally, now or 5 years from now people would look for a larger purpose compared to just getting a job and surviving.

As far as the leaders are concerned, they will face challenges in managing the pace of change, whether it is in business side or from people side or Human Resources and secondly in managing consumption patterns.

Hence, an advice from Bhuvaneshwar for the leaders of tomorrow is to “Leave your Baggage”. There is no point searching for yourself in the new generation as you will never be able get positive results. One should be relevant to the workforce you are dealing with to ensure that you have a diverse workforce on board.

The Future worker:

The future employment will be more contractual in nature. With the rising population and traffic, companies will realize soon enough that a high degree of flexibility is important and eventually building of trust will be more crucial than ever.

SAP has a digital strategy in place at the company and they are right now working on what that digital strategy means for its employees. This idea will evolve and help everyone to learn, iterate and build solutions for the future.

Bhuvaneshwar encourages evolvement of Human Resources with the generations to come as it is difficult to predict in today’s world for instance how our future generation will be more productive and enthusiastic. As far as the future of Diversity and Inclusion is concerned, he sees a significant momentum developing especially with an increase in the D&I conferences today and the fact that companies are conducting them on their own. Thus, companies that really see value in it and establish a top down KPI approach will move forward.

“I like to get visibility to the whole pie and not just a slice” !!!  tete-a-tete with Gagan Singh

“I like to get visibility to the whole pie and not just a slice” !!! tete-a-tete with Gagan Singh

gaganSinghGagan, grew up in Mumbai in a middle class family.  She has been youngest of 4 children – 3 girls and a boy. She was brought  in a secular and cosmopolitan environment with no differentiation. She did not “plan” her education or career as one thing just led to another.

Gagan had a compulsion for being busy at all times and worked even when she was in college and was part of the IPTA and Natak Toli theatre groups. She was always engaged in social activities through her role as the president of the Leo Club.

After her graduation, she taught Commerce subjects to  first year of the 11th and 12th standards (10+2 had just started in Mumbai) at Ava Bai Petit School in Bandra along with pursuing her CA Articles and Cost Accountancy course. It was normal for Gagan to leave home at 7.30am and return at 10pm after rehearsals.

Gagan never had any “formal” mentoring in her career life but have been fortunate to have had bosses at various stages in her life who have guided her and have had confidence in her abilities to push her to take on challenges which she would never have had the courage to raise her hand for. It needs to be mentioned that all Gagan’s bosses in her career so far have been men. She have not had the good fortune of working for a female boss so far which would have been a different and enriching experience.

Gagan also shares few pointers as advice to younger women for their career path:

  • You have to be good at your work and deliver. No amount of buzz on gender diversity entitles you to be treated differently unless you show passion and potential
  • If you enjoy your work and are passionate about your career don’t give up and succumb to guilt or pressures during the vulnerable stages in life. It is difficult but well worth it in the long run
  • Request for flexibility at the work buy zithromax by the pill place but be “fair” in your demands
  • Help women who are weaker and not as aware as you and guide them through their careers. Be a maven.
  • Be yourself – your organisation values you because of your uniqueness
  • Raise your hand for added responsibilities and larger roles – show hunger for growth and for widening your horizons
  • Share your work experiences and pride in work at home with your spouse, children and in laws etc so that they take pride in what you do.
  • Gagan loves reading books on Women’s issues. However, her learning from the book on “transactional analysis” by Eric Berne has helped her the most at work and in life.

Gagan is also a Trustee at Salaam Baalak Trust and loves to indulge in theatre, travel and interior design.

Adding value in any which way, Gagan likes to “make a difference” in anything she does. She likes to get visibility to the whole pie and not just a slice.

In her present job she have had the opportunity to wear several hats and also lead initiatives. Gagan is passionate about like sustainability, CSR, gender diversity etc. She likes it when she is appreciated and respected for her work and keeps her motivated.

Gagan feels her biggest achievement is that both her daughters are star performers in their jobs and have extremely supportive and loving husbands.

She  gets inspired by everyone around her who is doing a great job and are making this world a better place for all. There is something to learn from everyone we interact with in life.

She says : However, at the age of 85 (if I live that long) I would like to be as committed, energetic and giving as  Mrs. Parveen Nair, Chairperson of Salaam Baalak Trust, as I can.

Gagan will be doing a certified coaching program in December 2015 and have also decided to write articles regularly on gender diversity and related topics for release to the media.