Arundhati Bhattacharya, the former chairperson of the State Bank of India and current chairperson of Salesforce India, ignited a national debate this week by calling out deep-seated gender biases within the Indian corporate landscape. Speaking at a leadership forum, Bhattacharya highlighted the persistent “Karlegi vs. Karlega” mindset—a linguistic and cultural bias that questions a woman’s ability to execute tasks compared to her male counterparts.
The Roots of Corporate Inequality
The critique centers on the perception that women are frequently judged by their potential for future domestic obligations rather than their current professional output. Bhattacharya noted that this bias is not merely social but structural, manifesting in subtle ways that limit female career progression. She argued that the skepticism surrounding female leadership often stems from outdated assumptions about family roles.
Historically, Indian corporate culture has struggled with gender parity at the executive level. Despite a growing number of women entering the workforce, the “broken rung” phenomenon remains prevalent, where women are promoted at significantly lower rates than men during the early stages of their careers. This systemic hurdle prevents a robust pipeline of female talent from reaching the boardroom.
Regulatory Mandates vs. Cultural Change
Bhattacharya addressed the role of the Securities and Exchange Board of India (SEBI), which has mandated the inclusion of independent female directors on corporate boards. While acknowledging the intent behind these regulations, she warned that such mandates can inadvertently lead to “tokenism.” Without a genuine commitment to diversity, these roles may be filled to satisfy compliance requirements rather than to foster meaningful change.
Expert analysis supports this concern. Data from the Prime Database indicates that while the number of women on boards has increased, many serve as non-executive directors with limited influence on core operational strategy. Bhattacharya emphasizes that true equity requires institutional support that extends beyond the boardroom, specifically targeting the middle-management layer where attrition is highest.
Supporting the Female Workforce
The former banker identified two critical areas where organizations must pivot: elder care support and continuous professional development. As India’s demographic profile shifts, the burden of caring for aging parents frequently falls on women, leading to career interruptions. Bhattacharya advocates for corporate policies that recognize these domestic responsibilities as a legitimate business concern rather than a personal issue.
Furthermore, she urged women to prioritize continuous learning to navigate the rapidly evolving technological landscape. In an era dominated by artificial intelligence and digital transformation, she argued that staying relevant is a prerequisite for overcoming the “Karlegi” bias. By closing the skill gap, women can demand higher visibility and stronger leadership roles.
Future Implications for Industry
The implications of this discourse are significant for human resources departments and executive leadership teams across India. Companies are increasingly expected to move beyond diversity quotas and instead foster an inclusive culture that accommodates life-cycle challenges. Future growth in the corporate sector will likely depend on how effectively organizations can retain the talent they have already invested in.
Observers should watch for shifts in corporate policy regarding flexible working arrangements and elder care benefits in the coming fiscal year. The pressure from industry leaders like Bhattacharya is expected to accelerate a move toward merit-based evaluation systems that actively neutralize gender-based skepticism. As the competition for top-tier talent intensifies, organizations that fail to address these biases may find themselves at a distinct disadvantage in the global market.
