Women in Leadership: The Not-So-Quiet Revolution Inside India’s GCCs
7 May 2025 / 3 min read
The corridors of India’s Global Capability Centres (GCCs) are humming with change. Once dominated by monochromatic (read: masculine) visions of leadership, these spaces are now reflecting a new spectrum—one painted with ambition, resilience, and the unmistakable force of women in power. This is not a slow creep toward equality; it’s a quiet revolution, reshaping the very fabric of corporate governance in India’s most cutting-edge sectors.
Between 2020 and 2024, the number of women in India’s GCC workforce surged from 31.4% to 38.3% (Source). This is evidently a deliberate, data-backed shift. Even more striking is the rise of women in senior leadership roles—from a modest 8.14% to a formidable 13.6% (Source). This isn't a trend; it’s a trajectory.
To put it plainly, women are no longer just entering the room; they are now sitting at the table and, increasingly, taking leadership positions at the head of it.
Trailblazers and Change-Makers
At the forefront of this movement are leaders like Sirisha Voruganti, CEO & MD of Lloyds Technology Centre India, who transitioned from a tech specialist to a C-suite executive in an industry where the glass ceiling was once almost unbreakable. Her journey is one of grit and vision, a testament to what happens when merit meets opportunity. Then there’s Sreema Nallasivam, CEO of Metro Business Solution Centre, who clawed her way through biases that once threatened to stifle her career. She didn’t just survive those battles—she thrived.
Or take Kalavathi GV, Executive Director at Siemens Healthineers Global Development Centre, whose leadership style is a masterclass in democratic decision-making. Her teams don’t just work; they innovate, collaborate, and flourish under her guidance.
These aren’t mere outliers - they are harbingers of a new leadership ethos; one that values inclusivity, collective growth, and transformative impact.
Cracks in the Glass Ceiling
But while the headlines may trumpet these successes, the undercurrents of challenge are real. A yawning gender pay gap remains, with women in senior roles earning 16.4% less than their male counterparts (Source). The cracks of disparity are visible, even as the surface glistens with progress. Societal biases, the silent constraints of age, and the relentless tug-of-war between career and personal life still mark the paths of many aspiring women leaders. For too many, mid-career growth coincides with life transitions—motherhood, family obligations, health considerations—each one a reason for organizations to pause before promoting, to hesitate before investing.
It’s a sobering reality: while the doors to leadership are more open than ever, the path remains steep for those who dare to climb.
A Path Forward: Redefining the Table
And yet, the momentum is undeniable. India’s GCCs are waking up to the economic logic of inclusion. Studies repeatedly show that gender-diverse leadership teams outperform their counterparts on metrics of profitability, innovation, and employee satisfaction. This isn’t altruism—it’s strategy. For every Sirisha or Sreema who ascends, the path widens a little more for those who follow. It’s a ripple effect that is impossible to contain.
To truly capitalize on this momentum, GCCs must shatter the last of their glass ceilings, not just with symbolic appointments but with systemic change. The answer lies not just in policies but in culture: mentorship that transcends hierarchy, flexible work policies that acknowledge life beyond the office, bias training that dismantles unconscious prejudice, and pay structures transparent enough to reveal—and rectify—disparity.
Because the rise of women in India’s GCCs is not just about adding more seats at the table. It’s about redefining the table itself. When the dust of tradition finally settles, it will reveal what it always should have — a room where leadership isn’t just male or female. It’s simply powerful.
The revolution is here. And it’s only just begun.
