Subhasri is an accounts and finance professional with nearly 33 years of experience in the business realm. She has had the advantage of working across different business functions, legal entities, and projects. Her three-decade stint covers extensive expertise in Life Insurance, General Insurance, Wealth Management, Stock Broking, Asset Management, and Insurance broking.
In a conversation with Women Entrepreneurs Review Magazine, Subhasri discusses about entrepreneurship and women in the corporate workforce. She sheds light on integration of entrepreneurial values while including more women and making the environment inclusive. Highlighting the evolution of the business landscape, she talks about mastering new tools for better opportunities. Read the article to know more…
In today’s dynamic market, where the lines between traditional employment and entrepreneurship are increasingly blurred, how do you see the current landscape shaping opportunities for women? Are professional roles evolving to offer the same level of autonomy and innovation traditionally associated with entrepreneurship?
The journey from being a professional to an entrepreneur isn't exclusive to any gender. To me, profession and passion are almost synonymous. Passion is what truly matters. Whether you're a professional or an entrepreneur, the key is to approach your work with dedication and commitment. As a professional, you can still be responsible for the P&L, balance sheet, employees, and stakeholders, just as an entrepreneur would be. The responsibility and accountability at the top are the same, whether you own the organization or work within it.
What’s essential in this transition is passion. Whether you're an employee or an entrepreneur, your commitment should be identical. A True professional isn’t just working nine to five; they live their role with the same excitement and dedication that an entrepreneur does. Your goal should be to find fulfillment in your work, not just chase a title, salary, or perks. Are you satisfied with what you're creating? Do you feel responsible for something meaningful? At that point, you’re embodying the spirit of an entrepreneur, regardless of your official role.
Given the rise of intrapreneurship, how are organizations fostering an entrepreneurial mindset within their female workforce to drive innovation? Do you believe this shift is reshaping the definition of success in corporate settings?
Women naturally have an edge over their male counterparts, rooted in their genetic makeup, which instills a strong sense of responsibility and ownership in whatever they do. This commitment is often more pronounced in women, whether at home or in the workplace. In a household, women tend to take on a more involved role, worrying about every aspect without distinguishing whether it's traditionally a male responsibility. This quality can prove to be a significant advantage in the workplace.
Their ability to effectively manage multiple responsibilities at home enables women to bring a unique strength to the workforce. From my experience, the ability to balance multiple responsibilities is a valuable trait that can greatly benefit professional settings. Many women are adept at managing dual roles as both professionals and entrepreneurs, and this is becoming common nowadays. Recognizing and leveraging this skill set can enhance productivity and innovation in the workplace.
As more women take on dual roles as professionals and entrepreneurs, how can companies support this balance to ensure they retain top female talent? What strategies are effective in creating environments where these dual identities can thrive?
Balancing a full-time professional role with entrepreneurship is challenging. It’s possible, but it requires significant collaboration and partnership. For example, women who manage both home and work often rely on additional support at home. The same principle applies to managing a startup while being employed: it demands a high level of teamwork and delegation.
If someone is serious about both roles, they need to ensure that their startup is not a solo venture but a collaborative one, to prevent either role from being compromised. Companies should assess whether to support such endeavors on a case-by-case basis. Supporting a woman in this situation just because she is a woman isn't necessarily fair, as it could be seen as equivalent to moonlighting if not handled ethically.
There’s a difference between being a professional and being employed. Employment is contractual, where your time is bought for specific hours, and you're free after that. But being a professional, much like an entrepreneur, means being engaged beyond working hours. Entrepreneurs also take on the added responsibility of capital risk, unlike professionals who work with third-party capital. So, while it’s possible to be both a professional and an entrepreneur, the key lies in effective collaboration and clear boundaries to ensure neither role suffers.
How do you see the integration of entrepreneurial values into corporate culture impacting the advancement of women in both spheres? Can fostering such a culture lead to more innovative and sustainable business practices?
It's a two-way process. We need more women to aspire to higher roles, but there must be opportunities available for them. If the other side of the table is empty, I can't ask for more. The culture must be welcoming, comfortable, and considerate to women, acknowledging that mistakes and challenges may occur, especially for women at various career stages. The biggest challenge is often loneliness, not just at the top, but even at mid-levels. Stamina and persistence are crucial for women to keep moving up. A supportive environment is essential, and men in the workplace must be sensitive to having women in their teams, just as women must understand they are working with people who are different from them. It's a two-way process, and reactions will differ between male and female colleagues. Both must accept this and move forward without over-analyzing.
To have more women in boardrooms, C-suites, and as entrepreneurs, they must accept that they will often be in the minority. They can't resist or deny it but should welcome and navigate it. Men must also take responsibility for making long-term changes, as correcting these imbalances will be a long journey, possibly spanning 100 to 200 years. The process of change is gradual, with small steps making a cumulative difference over time. If half the population remains unproductive, the burden falls on the remaining 35% to sustain everyone, which is unsustainable. Increasing women's participation in the workforce, even in small ways, is crucial. Women entrepreneurs, in particular, are not just building businesses but also serving the country by contributing to the economy.
In the digital age, where entrepreneurial ventures can be launched with minimal resources, what unique challenges and opportunities do you see for women? How can industry leaders ensure these opportunities are accessible to a broader demographic?
The distinction isn't necessarily about gender but rather between urban and rural populations. Thorough and holistic learning is crucial—superficial knowledge won't suffice. Mastering a new tool, like a gadget, is essential; it only becomes useful when you understand its full potential.
Entrepreneurs, especially women, must fully grasp digital tools, which offer vast opportunities with minimal investment. However, high integrity is vital, especially given the differences between virtual and physical transactions. Beyond marketplace access, understanding risk management, intellectual property, and proprietary rights is essential. Everyone, not just women, must be fully equipped to handle these challenges to avoid being outpaced or eliminated without realizing it.
