AMBA & BGA EXCELLENCE AWARD WINNERS
We also celebrated all contributions and notably those of our male allies, whose public commitment to inclusion helped normalise equity as everyone’s responsibility.” How has the initiative encompassed faculty and staff training programmes? “We invested in creating awareness, skill and accountability. New hires undergo gender sensitivity training, while workshops tackle topics like unconscious bias and inclusive curriculum design. We also encourage faculty and staff to participate in global diversity, equity and inclusion forums.” How has the introduction of flexible work impacted faculty and staff? “Flexibility has been one of our most effective equity tools. It’s helped everyone, regardless of gender, to manage life transitions, reduce burnout and grow professionally. Second-career professionals, working parents and even early-career staff have found space to contribute without compromising their wellbeing. It has created a culture of mutual trust and accountability, which has in turn improved retention, innovation and collaboration.” How has FIIB built a culture of dialogue and collaboration around inclusivity? “We didn’t wait for perfect policies and began with honest conversations. Platforms like RAD Talks gave voice to personal narratives and we adopted gender‑inclusive language in both internal and external communications. Our anonymous reporting channels, meanwhile, are structured to enable safe, constructive feedback, not fear. The aim has always been to move from fixing issues to preventing exclusions.” How has the increased representation of women in faculty and leadership benefitted FIIB? “It’s transformed our decision-making and culture. With more women at the table, we’ve seen a shift towards collaborative, empathetic and future‑focused leadership. It also makes us a more attractive institution for talent, with students and staff alike seeing us as a space where diverse voices don’t just belong, they also lead. Most importantly, it sends a message to young women that they don’t need to ‘fit in’ but can lead in their own way.” How else has the impact of #Balancingforbetter been measured? “While we value stories, we also track outcomes and we’ve seen a notable rise in applications from women
for both faculty and leadership roles; increased student participation in leadership activities and competitions; high engagement and retention in internal culture surveys; and recognition from both national and international bodies, such as the AMBA & BGA award. Each of these is a marker that we’re moving beyond intention and into sustainable impact.” Has the initiative influenced the number of female students applying to FIIB’s programmes? “Absolutely, but more importantly it’s changed who our applicants are. We don’t simply attract more women, but more ambitious, purposeful and socially aware women. Women who want to lead, who ask the tough questions and see themselves as changemakers. This is also a testament to our alumni network. Our female graduates are among our strongest advocates and their recommendations carry credibility and inspire the next cohort to join a place where their ambition will be supported.” Where do you think the biggest challenges around gender equality remain in India’s management education landscape? “The barriers are layered. Structural challenges, such as cost, safety and mobility, continue to limit access. Meanwhile, perceptual biases around women’s roles in leadership and business persist, particularly in fields like finance, technology or operations. Moreover, in pipeline development, we still see a gap in preparing and recruiting women for academic roles, especially in technical disciplines. “The solution isn’t limited to implementing policies, it’s about role models, systems and sustained intent. Institutions must stop asking ‘How can women fit in?’ and start asking ‘How can we make leadership more inclusive for all?’”
Radhika Shrivastava is president and CEO of Fortune Institute of International Business (FIIB), India. She holds degrees from Henley Business School, Tufts University and IIM Bangalore, as well as having more than two decades’ experience across global firms and academia
28 Business Impact • ISSUE 4 • 2025
Made with FlippingBook - Share PDF online