SumekGopal, Head - Human Resources, India Region, Danaher
SumekGopal, Head - Human Resources, India Region, Danaher, in an exclusive interview with India Pharma Outlook, shares his views on the adaptations that Indian organizations are making in their leadership development strategies, metrics and KPIs organizations prioritize to ensure leadership programs, future trends shaping Indian firms leadership cultivation and more. He has extensive experience managing and leading HR Teams across various regions such as APAC, Europe, South America, India and Africa.
One of the significant challenges the pharmaceutical sector faces is the shortage of skilled workforce, mainly in the biopharmaceutical sector. As the number of biologics comes off patent in the upcoming months and quarters, a considerable share of work will come to Indian pharmaceutical companies. However, there is a gap in the talent available to upgrade production productivity and improve the research capabilities within the nation. In the case of large multinational companies that have access to global talent management, knowledge management, and scientific expertise. However, Indian organizations have focused on developing these capabilities organically.
For instance, in multinational companies in India, talent gets access through multiple programs and multiple knowledge-sharing platforms, but for Indian companies, learning has to be done from scratch. Companies usually do that when talent management comes into play in terms of influencing the right decision of who to bring in. So, it is crucial to bring in senior talent who is very experienced and can contribute to upskilling and guiding the workforce. Besides, the talent is available, but the main challenge for life sciences, healthcare, and pharmaceutical firms is whether this talent is ready to be deployed effectively.
The confluence of artificial intelligence, public health, and life sciences is seen as an interesting area right now. Indian organizations are adapting their leadership development strategies to primarily expose their senior leadership to what AI can do. AI is new to even the technology world. Indian pharmaceutical companies are bringing it into healthcare and exploring the possibility of what can happen. Hence, it is essential to understand that this is a futuristic activity that organizations are facing today.
For instance, Many large organizations, in fact, when looking back around eight years, when Roche first acquired an AI and data firm, it surprised everyone, asking questions about what was going on. However, now people have understood how far along some companies have progressed in recognizing the potential of AI and digital data in healthcare, mainly in public health. The major change companies are making is exposing their senior leadership teams to the possibilities through artificial intelligence.
Besides, the other change companies are making is bringing AI and digital experts into the organization, either in a consulting or employee format, if they have the resources to do so. AI technology and digital are also becoming part of the induction programs, with a fair amount of literature being developed and shared within the industry and the company.
Companies are adopting the full 70-20-10 model and 70% of the tools, such as regular work collaboration tools like Outlook and Teams, are AI-enabled. The 20% is achieved through development programs, while the remaining 10% is through mentoring and exposing talent to different possibilities of artificial intelligence. Also, some companies are using their family offices to invest in startups or fund them to explore the potential growth which can come out of the digital transformation in healthcare and life sciences.
The specific metrics and KPIs that organizations are prioritizing right now, as observed in multiple forums, involve actively looking at internal talent for leadership roles. However, it is safe to say that firms have not had widespread success in this area. Succession planning as a tool or platform is not something which many companies can add that they have cracked it. But more and more, companies are increasingly recognizing the importance of having enough talent to build their leadership pipeline. People are asking hard questions about the expectations of India’s younger workforce, namely Gen Z and Millennials, who exhibit distinct work behaviors. Generation Z, for example, is looking newer work experiences, projects, faster skill development, and quicker career advancements.
They are less concerned about changing jobs frequently, as they have a wide spectrum of opportunities. In comparison, Millennials, while also looking for growth, tend to follow a more traditional path, with a focus on development, but at a slower pace than Gen Z. Even with these differences, the classical KPIs remain consistent across systems: filling roles internally from the available talent pool, attracting the younger workforce, retaining them in the first year, and monitoring promotion velocity to ensure they are moving fast enough. These metrics may not change, regardless of the generational differences in work behavior.
Most programs have now transitioned to a hybrid model, a trend observed across various organizations. Hybrid programs offer scalability and accessibility, making them an appealing choice for companies. However, this format does come with its challenges. For instance, the assumption that a single instructor could manage a program for 40 participants, as they would for 25, does not hold true in a hybrid setup. To maintain quality, companies must increase the number of facilitators. The rise of remote work is another significant factor that requires more diligent, as its very specific sector. Nearly three years post-COVID, many companies are returning to office-based work. Industries such as commercial R&D and manufacturing had already resumed in-person operations earlier, while remote work remains more prevalent in technology sectors and global capability centers. Despite this shift, hybrid programs have proven to be effective in engaging a broader audience and are expected to stay.
However, the impact of purely virtual or digital self-learning programs, particularly in the Indian context, raises questions. For skill-building initiatives, such programs can be effective for individuals motivated to learn independently. Nevertheless, in areas like leadership and soft skills development, the success of purely virtual or digital tools is limited. Leadership development relies heavily on shared experiences and collaborative learning, which are better facilitated in personal settings. As a result, companies are increasingly recognizing the need to balance hybrid and in-person approaches for optimal outcomes.
Leadership in Indian companies is now expected to adapt to working with AI, as it is no longer acceptable for leaders to claim a lack of understanding of this technology. While it is difficult to predict how much things will change, the influence of AI on talent management strategies is becoming apparent. Talent development and selection are increasingly being shaped by the need to integrate AI and data analytics into leadership programs. Companies are beginning to explore the inclusion of AI and data skills in their training modules and are actively seeking these capabilities in new hires.
Although it is still early to measure the full impact of AI and data analytics on talent management strategies, certain trends are emerging. Future leadership cultivation in Indian companies will likely focus on skillsets such as data literacy, AI expertise, innovation, biopharma knowledge, and global business experience. Leadership needs are evolving from traditional areas like commercial and digital marketing to encompass large-scale manufacturing, research, innovation, and the integration of AI and digital technologies.
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