India is making impressive strides in female leadership, with nearly two dozen women now leading global organisations, especially within Global Capability Centres (GCCs), according to a Zinnov-Nasscom report. Of the 6,500 senior positions worldwide, 1,100 are held by women, guiding a shift in traditionally male-dominated industries. Sreema Nallasivam, CEO of Metro Business Solution Center, is a standout example of this transformative change. Under her leadership, Metro BSC has not only expanded globally but has redefined the role of GCCs in driving innovation and strategic growth.
In this conversation, Sreema sheds light on how women leaders in GCCs are charting new paths and fostering inclusive work environments. She emphasises the power of empathy, patience, and collaborative leadership in reshaping industries. We discuss how women are uniquely poised to lead change and contribute to the evolving global business landscape. As a forward-thinking trailblazer, Sreema’s journey highlights the fresh perspectives women bring to the boardroom, along with the innovative solutions they offer in the face of complex challenges.
GCCs have been champions of women leaders, especially in innovation, engineering, and finance. What do you believe women bring to the table that has changed the game for GCCs?
Sreema: Women often bring empathy and sensitivity to leadership, which creates an environment of understanding and collaboration. I say this with an acknowledgement that men can also be empathetic leaders, but for women, these qualities are deeply rooted in personal struggles we’ve faced, which makes us more attuned to giving others the space they need to grow.
If you look at the history of engineering in India, it was a male-dominated field, so it was harder for women to enter leadership roles. However, GCCs didn’t require an engineering degree, which opened doors for women to rise to leadership positions early. This allowed women in GCCs to contribute their unique perspectives and now, many are paving the way for others to follow.
How have women’s perspectives and leadership styles influenced innovation and diversity in the organisations you’ve worked with?
Sreema: Tech, particularly in its early days, had a “bro culture” focused on ego and individual achievement. Women, however, create a more supportive environment where failure is not feared but accepted as part of the process. From leaders like Indra Nooyi to colleagues I’ve worked with, the common thread is a leadership style rooted in empathy and understanding. It’s about creating a safe space for people to fail and learn, which fosters innovation and diversity.
In many ways, these values help shift the focus from individualism to collaboration—something that’s crucial in today’s innovation-driven world.
What other factors do you believe have contributed to the growth of women leaders in GCCs, especially on the global stage?
Sreema: Patience and perseverance are often key. When GCCs first emerged, they were mainly seen as centres for cost efficiency, doing work that others didn’t want to handle. But women understood the importance of their role in this larger ecosystem. They contributed to a shift in mindset, helping to grow these centres into hubs of innovation, capability, and talent.
The global recognition of India as a talent hub also played a significant role in boosting the profile of women leaders. Many of us, who started our careers in these centres, now see the fruits of that early work. Today, India’s role has shifted from performing low-level tasks to delivering high-value work, such as data analysis and AI innovation. This evolution helped women gain credibility and recognition as leaders who add strategic value.
On being asked about the change she brings to the table, especially about changing the perspective of people on women in technology, Sreema narrates an incident at a university.
Sreema: I had an interesting experience when I visited this university for hiring. A student was late for his exam, and while waiting outside, he approached me to ask if he could go inside. Afterwards, I asked him why he came to me, as there were other men around. He explained that he thought I was the HR representative. I realised then how deeply ingrained gender biases can be—even in young students.
That moment made me reflect on the subconscious biases we all hold. Since then, I’ve been more vocal about challenging these biases, both within myself and in others. Whether it’s in a boardroom or within casual conversations, I make it a point to address biases openly, encouraging a more inclusive environment where people understand their patterns and how to break them.
Can you tell us about your work in positioning the Metro BSC in Pune as a global talent hub and the shift from a cost-efficient model to a more value-driven approach?
Sreema: This topic is very close to my heart. Throughout my career, I’ve always stood up for the underrepresented—whether it was me as a child with a darker skin tone or my early experiences in Europe, where I encountered scepticism about India’s capabilities. When I joined Metro, I was determined to change the narrative. I worked hard to ensure that talent wasn’t judged by the country it came from. My passion was to prove that India could deliver top-tier talent and become a leader in innovation.
One of the challenges was changing the mindset of middle management. Many people in India were stuck in toxic corporate habits, such as micromanaging and not allowing their team members to take ownership. I realised that to foster the next generation of leaders, I needed to start at the grassroots level.
I began visiting universities, focusing not just on academic performance but on identifying students with a spark, regardless of their grades. We implemented a five-day assessment process that was both rigorous and fun, making sure we selected individuals who could thrive in the corporate world. This program gave birth to our ‘Mini CXO Program,’ where young graduates shadow me, learn the ropes of leadership, and get hands-on experience in high-stakes projects.
Over the years, we’ve placed many young talents in senior leadership roles globally. For example, one of our former ‘Mini CXOs’ now leads innovation in tech in Dusseldorf, at just 26 years old. Another is leading sales for our e-commerce division in Europe. These young leaders are not just part of our talent pool—they’re shaping the future of the business.
You said something very interesting, like working with this interesting mix of the Gen Z, Millennials etc. Could you share your learnings with them?
Sreema: People often stereotype Gen Z as flaky or overly entitled, but I’ve found them to be refreshingly real. They’re the first generation in India that hasn’t experienced extreme financial hardship, so they come from a place of ease and abundance. This allows them to question the status quo and challenge conventional wisdom, which is a trait I admire.
What’s also interesting is their willingness to hold me accountable. They’re not afraid to call me out when they feel something could be done better. This, in turn, shapes my leadership style and keeps me grounded. This younger generation might be unconventional, but its ability to question and innovate is something we can all learn from.
Balancing innovation with operational efficiency in the GCC space can be tricky. How do you manage to align both while driving forward with new initiatives?
Sreema: In technology, the solutions we often create are complex and sometimes too advanced for the problem at hand. Balancing the drive for innovation with operational efficiency is always a challenge. In Europe, where Metro is based, the working age group is older, and there’s more support from the government. This slower pace often contrasts with the fast-moving environment we have in India, where we are more agile and used to working at a faster pace.
One of the challenges I face is making sure that the innovative solutions we create in India are not dismissed as too fast or too complex for the European teams. A big part of this comes down to cross-cultural exchange. We have a program that encourages people to travel between our offices in Pune and Europe. This helps both teams understand the different working styles and fosters better collaboration between the two regions.
When people from our European offices visit Pune, they often return with a new perspective, realising the vibrance, energy, and creativity that India brings to the table. This exchange has been key to bridging the gap between innovation and operational efficiency.
Your journey seems deeply intertwined with your leadership style. How do you think your experiences have shaped you as a leader?
Sreema: My personal experiences, both the positive and the challenging ones, have played a crucial role in shaping who I am today. I have always been deeply committed to the idea of fairness, particularly when it comes to creating equity. The world can often seem unjust, and that motivates me to strive for change. Growing up, I was part of a minority group—whether it was due to my skin colour, language, or social standing. However, I learned to take pride in my identity and to appreciate the unique contributions I bring to the community.
This sense of fairness has become my leadership mantra—creating opportunities for everyone, irrespective of their background or gender. Over the years, I’ve realised that leadership isn’t about following a specific style; it’s about authenticity. It’s about being true to who I am, blending my values with my professional goals, and leading from a place of honesty and transparency.
