Arundhati Bhattacharya, chairperson at Salesforce, India and former chairperson, SBI, says in an email interview that it is essential to challenge traditional gender roles. Edited excerpts
Has Indian corporate culture evolved to support women in senior leadership?
Over the years, we’ve seen women break barriers, assuming key leadership positions across diverse industries and even areas such as steel, energy—a sign of the changing mindset within corporate India.
This shift signals a more inclusive future, but such incidents are sporadic, indicating that systemic biases continue to persist, often due to deeply rooted societal norms and traditional organisational structures.
Despite these challenges, organisations that truly champion diversity are paving the way for real transformation.
Labour force participation of women remains low. How does it impact the economy?
Research consistently shows that increasing women’s participation in the workforce could yield a substantial boost to India’s GDP. However, societal norms, entrenched biases in the workplace and structural barriers continue to undermine women’s workforce engagement.
Many women still face a choice between career and caregiving. Policymakers must play a critical role in addressing these challenges by creating enabling and empathetic work environments.
Affordable and accessible child care facilities, flexible work arrangements and gender-sensitive policies that support caregiving responsibilities are essential. Corporate entities, too, have a pivotal role to play in this transformation.
Women are expected to juggle office and home while men hardly face such demands.
This is a reality and can only change with time as we make succeeding generations aware of their responsibilities in the domestic sphere.
Reflecting on my own experiences, there were pivotal moments when the demands of my professional life and the responsibilities at home seemed insurmountable.
I am indeed lucky that I received the right advice as well as support from my family. However, such matters should not be left to chance. On a broader scale, it’s not enough for women to simply ‘cope’ with these challenges; organisations must play an active role in enabling change.
But while workplace policies are a step in the right direction, true gender equity requires a shift in societal mindset. It’s essential to challenge traditional gender roles and create workplace structures that not only support women but also encourage shared responsibility at home.
Did you have to confront stereotypical images of what a ‘working woman’ should be?
As I advanced in my career, particularly in male-dominated sectors, I faced the challenge of confronting these stereotypes head-on.
There were very few women role models at the time, making the path feel even more daunting. However, the few of us who were in banking at that time simply chose to ignore these and push forward by demonstrating our capabilities and expertise.
Ultimately, the journey required not just perseverance but the active dismantling of the norms that limit opportunities for women. Breaking these barriers is a collective effort, one that demands persistence, courage and the willingness to challenge the status quo.
Women entrepreneurs still struggle with access to capital.
Women entrepreneurs have historically faced significant challenges in accessing capital, mainly on account of the fact that they were not in a position to offer collateral securities given that very few women own assets in their own name.
Even when they did so, they felt it imperative to consult with the family if they should use it for the purpose of raising loans, and when consulted, the family would advise against such a step. But the landscape is evolving.
With government initiatives, targeted funding programmes and increased private-sector support, the gap is steadily narrowing. More inclusive financial frameworks and investor awareness are driving change, enabling more women-led ventures to thrive.
You were the first woman to lead the State Bank of India (SBI) in its over 200-year history. What were the biggest challenges in your journey to the top?
The challenges I faced were typical of those faced by many women counterparts. We were required to constantly prove that we knew how to prioritise work, that we could contribute effectively and manage deadlines. However, as you proceed in your career, the reputation you build up helps.
When I was being considered for the [SBI] chairman’s position, I knew that there were a few people who were apprehensive of my capability of managing a 2,70,000-strong workforce. But as time went on and as we continued to deliver, thoughts about my gender receded and it was only a question of ability that was considered.
You have said that one shouldn’t make themselves indispensable at work.
I’ve always believed that making oneself indispensable not only at work but also on the family front can actually be counterproductive. While many think that being irreplaceable makes them valuable, it can lead to stagnation and even burnout as you continually strive to prove how indispensable you are.
Instead, I advocate for focusing on collaboration, continuous learning and empowering others to succeed. When we build systems where teams can thrive without being overly dependent on one individual, we not only foster personal growth but also ensure the long-term success of the organisation and the family unit.