ABB has a long and proud history of innovation in process industries, providing equipment and services across mining, metals, cement, pulp &paper, food & beverage and discrete manufacturing. My team in Business Line (BL) Digital leads the Industrial Internet of Things side of that business – software for industrial applications bringing in Artificial Intelligence, Machine Learning and Big Data technologies to help our customers drive productivity,efficiency and sustainable operations.
Five of the 12 people in my leadership team are female, across marketing and communication, human resources, strategy and business development, product marketing and regional P&L. While we’re not yet at gender parity, it’s a strategic commitment we’re resolutely pursuing.
When I joined ABB two and a half years ago, I faced the challenge of expanding my team. It might have seemed more convenient and quicker to hire mostly men, considering the pipeline of the industrial markets we catered consisted overwhelmingly of male candidates. However, I’ve always built up leadership teams by ensuring women also have a seat at the table. My strong view is that I'd rather wait to find the right person for the role rather than hire quickly, because I know that a leadership team composed of diverse perspectives would be higher performing and better for the business in the long run. Of course, it took patience to build the team with that aim. In one case I waited six months, in another I waited one year to fill a role!
I should add that it’s not at all that I have an opening and I’m going to hire a woman for it no matter what – it’s always about finding the right person with the right qualifications and skill sets. I firmly reject the notion that a lack of qualified women is the issue - highly skilled women are out there; the challenge lies in actively seeking them out. We know from experience that we have to put in the effort – it’s not about writing the job description and then sitting back and waiting for women to apply. It requires proactive, thoughtful recruitment strategies.
Attracting women to the technology industry requires a thoughtful approach. We've invested significant effort in reevaluating our job descriptions, a recognized challenge in many industries. For instance, women often tend to focus on areas where they might feel less confident, while men tend to be over-confident. To bridge this gap, we must engage in open discussions, assuring candidates that we offer opportunities to develop skills and excel if they are the right fit for the job.
The role of Human Resources and managers is pivotal in bringing about this change. When building your team, you need to be prepared to explain the current state and your aspirations. In one case, when it was taking a long time to convince a candidate, I jokingly said this to the person that I felt like I was the one being interviewed! That was absolutely fine with me because they wanted to know what kind of leader I am and understand what it would be like to work with me. As a leader, you need to put in the work to find good talent, not just leave it to HR.
Another crucial aspect is positioning women in leadership roles typically dominated by men. While we've made strides in fields like HR, marketing, and communications, my intent has always been to break the mold further. We've placed women in roles where they are less commonly found, such as Hee Yon Lee, who now serves as our regional P&L owner for all of the Americas.
While progress is more evident in the US and Europe, we need more improvement in recruitment for women in general management and technical roles. It’s challenging and you might have to put even five times more effort because in the regions, we don’t get that many applicants from women in the technical field.
It’s also very important that we continue to elevate the women we bring into leadership. I make sure the women in my leadership team have the opportunities to present to my manager, or above if possible. While I can provide updates on my business line, it's my responsibility to facilitate their exposure. The more women gain this visibility, the more confident they become in taking the spotlight.
It is essential that we achieve gender parity across our workforce. In the digital realm, where innovation is the lifeblood of success, this diversity of thought can be a game-changer. Different viewpoints can lead to more creative problem-solving, a deeper understanding of diverse customer needs, and the ability to anticipate emerging trends and technologies.
Our leadership meetings are testament to the power of diversity. With a team rich in varied experiences and viewpoints, we find a fantastic balance of ideas and opinions, fostering a cohesive, collaborative environment. I firmly believe that this diversity brings out the best in all of us, driving us toward excellence in an ever-evolving digital landscape.
Incorporating women into the leadership team of a digital business is not just a matter of fairness, but it is also a strategic imperative. According to a recent study by the National Center for Women & Information Technology (NCWIT), women continue to be significantly underrepresented in the digital software industry, comprising only about 26% of the workforce. This glaring gender gap underscores the urgency of promoting gender equality in leadership roles within this sector, and we must each do our part to accelerate this.
The Unstoppable Women on Sanjit Shewale’s Leadership Team – In Their Own Words
Hee Yon Lee, Regional General Manager – Americas, Digital Business Line
“The Digital business line is made up of some really smart, curious, and courageous people who embrace how digitalization can transform how we work and positively impact our customers.
- Smart because we are creating a new business, leveraging technical expertise and automation experience.
- Curious because we imagine a new future in which we are not bound by the ways we’ve always worked.
- Courageous because change is hard and the outcome isn’t always certain, but we drive forward not fearing failure to try new things but knowing we can make life better if we try.
All this is possible because we believe that everyone’s voice matters, and our success is collective. I value how we work as much as what we deliver. I believe that a diverse team creates a broader range of ideas that better aligns to our customers globally. I want to create a place where people feel that their ideas are valued, and their aspirations are supported. Representation matters. It’s important to see diversity at all levels of the organization because it demonstrates the possibilities.
What we are trying to accomplish is challenging and new. Having the right people makes us Unstoppable.”
Elinor Price, Global Product Marketing & Commercial Excellence Manager, Digital Business Line
"I have been working in and around the process industries for almost 35 years. I started my career as a chemical engineer, and my journey has evolved into working with process industry software. During my career, I have become used to being the only woman in the plant control room, working a shift, in a meeting, or on a call. Today, women make up only 28% of the workforce in STEM careers. It was just under 20% when I joined the workforce and only 10% of students when I began studying engineering. That’s not much change across three decades.
I have had some phenomenal “wingmen & wing-women” who have been there to reinforce and give credit to what I said in meetings when I was talked over or ignored. Very rarely does this happen to me anymore, but those experiences have made me very cognizant and proactive to correct that trend if I see that happening to younger female engineers. I have been truly fortunate to work with peers, mentors and leaders who are inclusive and support diversity in the organization, even before it was the popular thing to do.
I joined ABB because of the people. I am always thrilled to champion the success of our teams. As we continue to learn from each other and together, we become an unstoppable force doing amazing things.”
Naiwen Wong, Global Strategy and Business Development Manager, Digital Business Line
“Every single day, I find myself fueled by new motivations in tackling the most formidable decarbonization challenges through innovative industrial software solutions. It has given me a sense of purpose and drive to bring the best of my abilities into our collective efforts.
The collaborative culture across ABB empowers us to solve problems with an unwavering sense of trust and dedication. This is what makes us truly UNSTOPPABLE.”
Aarti Chandran, Global Communications & Marketing Manager, Digital Business Line
“I’ve always looked forward to working for a growing business and growing with it! When I moved up the ladder by taking on the global Communications and Marketing role for Business Line Digital, I felt at ease doing what I’ve always liked – Marcom for a Digital Software business.
My role is thrilling because it allows me to shape perceptions, tell compelling stories, and connect with diverse audiences. The dynamic nature of the digital industry means every day brings new challenges and opportunities to innovate. The relentless drive to experiment, learn and innovate in my job alongside highly talented colleagues with ABB’s great work culture makes me unstoppable."
Lakshmi Savanth, Global HR Business Partner, Digital Business Line
“Each day, I'm fueled by the dynamic digital landscape, where I am entrusted with the task of building an engaged team. My unwavering commitment in fostering a culture of continuous learning, promoting cross functional collaboration, and cultivating a path of perpetual growth sets the foundation for my approach.
I see myself as an unstoppable force, fully embracing my role as a catalyst for change, and dedicated to empowering our digital talents to reach unprecedented heights. Together with the global leadership team, we constitute the driving force propelling our success in this ever-evolving digital realm.”
