Leaders

Takyar later returned to line HR with AkzoNobel, assuming a regional mandate across 11 South Asia Pacific countries covering talent management, culture change and talent development. Working closely with businesses strengthened her conviction that HR cannot operate independently of business priorities.

Today, she applies this experience across Zavenir Group’s contrasting businesses—Zavenir Daubert, an established specialty chemicals manufacturer, and Vytals, a new-age nutraceutical venture—building people strategies capable of supporting both manufacturing growth and entrepreneurial scale.

How did you build HR credibility at Zavenir and evolve the function into a strategic business partner?

When I joined Zavenir, HR was a two-person function and many people processes were still evolving. We built the people foundations required for scale by digitizing core HR processes, empowering managers, strengthening in-house hiring and creating a structured approach to talent, learning and performance. During this period, the workforce more than doubled across Zavenir Daubert and Vytals.

Today, my focus is on organizational design, leadership pipelines and talent strategy, helping build the capability needed to support the Group's long-term growth ambitions.

How are you creating scalable people practices without losing Zavenir’s entrepreneurial agility?

Creating scalable people practices without losing entrepreneurial agility starts with being clear about what needs standardization and what should remain flexible.

As we've grown, we've strengthened governance through policies, automation and structured processes that improve consistency and reduce dependence on exceptions. At the same time, we've deliberately designed the organization to move faster, not slower. Our ‘three-tier leadership architecture’ pushes decision-making closer to the business, empowering leaders and managers to take ownership and accelerate execution.

We also encourage employees to stretch beyond their current roles and contribute ideas through platforms such as ‘Zavenir Shark Tank’, where strong business cases can quickly move to implementation.

Continuous feedback through ‘Pulse Surveys’ and ‘RAG Connect’ helps us course-correct, ensuring greater governance and consistency never come at the cost of empowerment, decision velocity, innovation or entrepreneurial spirit.

What capabilities will define the future manufacturing workforce, and how is Zavenir preparing for them?

I believe the manufacturing workforce of tomorrow needs to be “half technical, half adaptive.” As automation advances, human values increasingly shift from execution to problem-solving, interpretation and continuous improvement. At Zavenir, we are building these capabilities through ‘Z Core’, which strengthens technical and process excellence on the shop floor, alongside leadership and capability development initiatives. We also invest in early-career talent through Graduate Engineer and Management Trainee programs to bring fresh thinking, adaptability and innovation into the organization.

What are your key people priorities as Zavenir works towards Vision 2030?

As Zavenir Daubert progresses towards its ₹1,000 crore ambition and Vytals continues to scale, my focus is on three priorities. First, building leaders from within. Through ZEAL, our flagship leadership programme, we identify high-potential talent early and prepare them for larger roles before the business needs them. For a business growing at our pace, leadership depth and succession readiness are critical.

Second, ensuring growth does not come at the cost of culture. As we scale, my focus is on keeping us anchored to our values of Wellbeing, Innovation, Sustainability and Growth Mindset so that what makes us distinctive is not diluted by growth.

Third, reimagining work for a new generation. As repetitive tasks become automated, Gen Z and Gen Alpha will place greater value on work that is purposeful, engaging and creatively fulfilling. Designing work that creates this sense of meaning while balancing the expectations of a multi-generational workforce will be a key priority for the years ahead.

What leadership principles have shaped you, and what would you tell aspiring women leaders?

I have learned three things along the way. First, don't wait to be given authority to create impact. Credibility comes from the quality of your thinking, your understanding of the business and your willingness to take ownership. Second, don't let setbacks define your capability; some of the most important growth opportunities come disguised as challenges! Third and for women leaders particularly, functional expertise alone is not enough. Solve business problems, speak the language of business, have a point of view and don't be afraid to take up space.

Leadership is ultimately about becoming comfortable with being uncomfortable.

Akanksha Takyar, Group Chief People Officer, Zavenir Daubert

Akanksha Takyar, Group Chief People Officer at Zave­nir Daubert, is a strategic HR leader with 15+ years of experience spanning manufacturing, consulting, tal­ent management, culture and organisational trans­formation. An IMT Ghaziabad alumna, she focuses on building future-ready talent, developing leadership pipelines and aligning people strategy with sustain­able business growth.