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The current era of great power politics in an anarchic, uncertain and militarised world should have been foreseen. The steady accumulation of power and influence by certain leaders of powerful states has been clear, although overlooked or ignored by some.
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For decades, corporate strategy was built on a simple premise: the world, while imperfect, was broadly stable. Risks were episodic, disruptions to be managed when they arose, not conditions to be continuously governed.
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The last two years have seen a remarkable rise in the warmth of Europe's economic relations with India. There is now a potentially, extraordinarily, enhanced business opportunity for firms in the two powers after a hat trick of recent, important trade deals.
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As women take on increasingly visible roles in governance and industry, the focus is shifting from representation to influence. Building pathways to power isn't just about holding leadership positions; it is about shaping how authority is exercised, how decisions are made, and how institutions are reinforced in the process.
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As we observe International Women's Day on 8 March 2026, the global corporate landscape finds itself at a defining crossroad. For over a decade, the conversation around gender diversity in Indian boardrooms has been driven largely by legislative mandates - beginning with the landmark Companies Act of 2013.
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Global Capability Centres (GCCs) in India have evolved beyond their original mandate. What began as efficiency-driven extensions of global firms are now centres of ownership, innovation, and enterprise leadership. Having worked closely with GCCs across sectors for over two decades, I have seen many factors behind this success. One of the quieter, yet most consequential drivers has been intentional inclusion.
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The recently concluded AI Summit in New Delhi, addressed by Prime Minister Narendra Modi, communicated India's ambition to lead in responsible and inclusive AI. The message was clear: innovation must advance alongside ethics, trust, and human-centred development. India does not intend to be a passive consumer of technology; it intends to shape its governance.
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For many years, the conversation around women in boardrooms focused on representation. Numbers mattered and they still do. Mandated thresholds and formal appointments helped initiate change. They signalled intent. They opened doors and normalised presence. As representation strengthens, the conversation naturally shifts.
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Boards are navigating unprecedented complexity shaped by geopolitical realignments, climate risk, technological disruption, heightened regulatory scrutiny, and growing stakeholder expectations.
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After relevant preparation, leaders in various arenas with differing career aspirations were often presented with distinct challenges and opportunities. These are now more inter-related. Key decision makers in multiple arenas currently face similar issues and shared global risks.
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