Shikha Gupta, GM, satellite and cellular communications system, BEL, has worked her way to the top of a PSU, and successfully so.
by jayashree mendes
Could you tell us about your role at BEL?
BEL Ghaziabad has a strategic business unit (SBU), satellite and cellular communication system. I head the SBU. The SBU is responsible for supplying satellite and cellular (mobile) communication networks including installation, commissioning, and product support.
I joined BEL in 1985 as probationary engineer, which was the induction level of BEL. Over the years, I have worked in R&D, marketing and sales of satellite and cellular communications and then moved to core R&D for Network Centric Systems for five years. I was then posted as general manager (strategic planning) at the corporate office for two years. I then moved to Ghaziabad as business unit head of satellite and cellular communications group.
I am a B.Tech. in Electronics and Communication from University of Allahabad and I have worked across divisions and am familiar with the functioning of the company and its challenges. Over the years, I have learnt the art of accruing business for the company. One job role that I found challenging was, and not confined to women alone, was ways to bring in business in competitive scenario, execution of projects in tough military locations of J&K, Northeast, etc and collect revenue and earn profit.
Could you tell us about some of the challenges of the job?
There are few challenges now. After spending 33 years in the organisation, I have learnt to manage all kind of challenges with team work. As a woman, I face little discrimination and have learnt to handle work easily. Women has to prove their capability at work by showing extraordinary results while the capabilities of men is understood as proven or granted for the same job.
What are some of the on-the-job learnings you have had to learn?
While working in R&D, I have immersed myself in understanding newer technologies. There were times when learning and implementation was a challenge. I steered the development of the first Network Management System of the company and also received an R&D award from BEL. I never considered my gender when taking on any tasks. So new product development, market development, strategy building and operations were all roles that I essayed easily.
When I took over as marketing head of the group, I was given the task of expanding the order book of my division. At that time, the order book was not sizeable and I decided that I would not lose any contract and would try to win every tender that we bid for. Fortunately, I had the company of another lady and we would often be seen going together for bid openings and pre-bid meetings. More often than not, we would win the tender. That was a big encouragement. When I joined the division, I started with Rs 50 crore business and when it was time for me to move on, the order book had swelled to Rs 465 crore, with another Rs 400 crore in the pipeline.
Having learnt so much, there’s a kind of satisfaction with the way I have done my job and grown in the organisaion in my own way. I feel women, as a rule, are more sincere and focussed on their jobs.
How do you believe in leading the team?
SBU has a system wherein we meet every alternate day and take stock of all the work we are doing. The meetings are for people from my level to Level 3. This gives me an opportunity to appreciate the team members who have excelled in their work. As a leader, I try to appreciate every person’s efforts and speak to them in case of any issues.
Personally, I am also fond of reading and know that one has to be on top of new technologies, systems and trends. Often, I update myself through books, peers, technology groups, and through various interactions. We have OEMs visiting us from India and abroad and frequent discussions with them keep me updated on new technologies and trends.
On my part, I do not forget to attend to personal improvement details that can help me interact better with the team and peers. I make it a point to know what’s happening in my team and division and that attitude helps me work better, and coordinate well. Problems are attended to and if there’s any course needed for improvement, it’s taken.
The job also requires me to stay on the ball. While I could not study further after joining the company, I indulge in much practical learning and there are lots of opportunities for this. BEL has always been supportive and the multiple review system of the company helps employees tune in better to its needs. The reviews are fair and we are advised by our seniors and problems are solved through discussions. Overall, a good culture. Even the chairman of the company knows and understands every detail of what is happening in the various SBUs.
BEL provides frequent training, be it technical or leadership. I have accrued of several myself since joining the company. BEL organises trainings at appropriate levels. At one time, I was sent to IIM to gain training on finance.
Could you tell us some relevant discussion and interactions you have?
BEL offers opportunities to learn from each other. We try to make the best of what is around. There are several good benefits of interaction. We also have a performance and sales review early in the year and take stock of what we have achieved and plan to achieve. The review is attended by general managers and directors and a quarterly stock is also taken.
Directors expound on specific cases and highlight them by examples that offers others an opportunity to understand problem solving methods.
How do you manage the skill gaps in manufacturing and in general of new entrants?
I believe there is a skill-gap in manufacturing but can be filled in with the help of outsourcing some of the activities if skill-sets are available with industries.
The gap in skill-sets of new entrants is bound to be there but there are opportunities for training and handholding.
Although manufacturing has few women in key positions, it is always a good profession. Manufacturing is perhaps the only sector where results are countable in numbers.
Of course, a few years ago, managing home and work was a challenge. But I had a strong support system that saw me through those days and helped me in giving quality time to children and family.