Pallavi Tigade, a Chartered Accountant and senior finance executive, brings 26 years of global leadership experience in finance operations. She specializes in financial transformations, P&L management, and strategic problem-solving. Passionate about mentorship and inclusion, she serves as Vice Chair of the Diversity, Equity, and Inclusion Council.
In an insightful interaction with Women Entrepreneurs Review Magazine, Pallavi shares her insights on how women leaders can leverage transformation strategies to foster equitable workplaces, navigate AI-driven change, drive sustainability in finance, and challenge norms in male-dominated sectors like logistics, banking, and telecom.
In the current market landscape, where financial and operational resilience is key, how can women leaders leverage transformation strategies to create more equitable and inclusive workplaces?
In today's dynamic market, women leaders are uniquely positioned to drive transformational strategies that foster equitable and inclusive workplaces. Their inherent strengths, such as heightened empathy and collaborative tendencies, are invaluable in navigating complex organizational changes. To achieve this, women leaders can prioritize several key actions:
They can champion transparent and equitable policies to address systemic biases like pay gaps and unequal promotion opportunities. They can actively promote mentorship and sponsorship programs, providing women with the necessary support and advocacy to advance in their careers. Furthermore, they can emphasize flexible work arrangements and work-life balance, recognizing the diverse needs of employees. Lastly, they can cultivate a culture of open communication and accountability, where diverse perspectives are valued and respected.
As industries evolve with automation and AI, how can women in finance and operations position themselves as indispensable strategic leaders rather than being limited to execution roles?
In the face of increasing automation and AI, women in finance and operations can strategically position themselves as indispensable leaders by proactively developing skills that go beyond mere execution. This involves a shift towards cultivating expertise in areas where human judgment and strategic thinking remain dominant.
They should focus on enhancing their ability to interpret and translate complex data into actionable insights, becoming adept at using AI-driven analytics to inform strategic decision-making. They must prioritize developing strong communication and relationship-building skills, fostering collaboration and influencing stakeholders across various departments. Embracing continuous learning is crucial; staying abreast of emerging technologies and industry trends ensures they remain relevant and adaptable. By demonstrating a keen understanding of risk management and ethical considerations in the age of AI, they can establish themselves as trusted advisors. Essentially, by combining technical proficiency with strong interpersonal and strategic acumen, women can solidify their positions as vital assets in the evolving landscape of finance and operations
In your opinion what systemic shifts are needed to ensure more women hold decision-making roles in traditionally male-dominated sectors?
To elevate women to decision-making roles in male-dominated sectors, systemic shifts are vital.
Organizations must actively dismantle implicit biases through standardized hiring and promotion processes, coupled with mandatory unconscious bias trainings. Cultivating inclusive work environments with flexible policies and zero-tolerance for discrimination is crucial. Robust sponsorship and mentorship programs should provide women with essential support and advocacy. Ensuring equal pay and access to development opportunities is paramount. Finally, companies must establish measurable diversity targets and foster a culture that values diverse leadership styles, thus creating a truly equitable playing field.
In finance and operations, women often face the ‘credibility gap.’ How can organizations implement governance models that amplify female leadership without relying on outdated diversity metrics?
To bridge the "credibility gap," organizations should move beyond surface-level diversity metrics. Implement governance models that prioritize skill-based assessments and performance evaluations, ensuring women's contributions are recognized. Foster mentorship programs that pair emerging female leaders with influential sponsors. Establish transparent promotion criteria, eliminating subjective biases. Encourage inclusive decision-making by forming diverse leadership teams. Implement feedback mechanisms that address systemic biases. Emphasize accountability by tracking progress in leadership diversity and inclusion. By shifting focus from mere representation to equitable opportunity and recognition, organizations can amplify female leadership effectively.
How can coaching and mentorship be restructured to ensure more women are prepared for top leadership roles?
Restructuring coaching and mentorship requires targeted approaches. Programs must address systemic biases, offering women sponsors who actively advocate for their advancement. Focus should shift from "fixing" women to dismantling workplace barriers. Skill-building workshops on negotiation, strategic influence, and executive presence are crucial. Mentors should be diverse, reflecting the organization's goals for inclusivity. Customized development plans, tied to clear career pathways, are vital. Performance evaluations must be objective, mitigating gender-based assumptions. Regular feedback and accountability mechanisms ensure sustained progress, fostering a culture where women are genuinely prepared for leadership.
With the rise of ESG mandates, how can women in finance drive sustainability agendas while also challenging conventional financial governance norms to align with long-term impact goals?
Women in finance can leverage ESG mandates to champion sustainability by integrating diverse perspectives into investment strategies.
They can challenge traditional governance by advocating for transparent, stakeholder-inclusive decision-making, emphasizing long-term value over short-term gains. By promoting impact investing and advocating for metrics that quantify social and environmental returns alongside financial ones, they can reshape industry norms. Fostering collaborative networks and mentoring future female leaders strengthens their influence, ensuring sustainable practices become foundational, not peripheral, to financial governance.
Disclaimer: The content and opinions expressed in the article are solely of the author.
