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sciforce · 4 years ago

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AI and ML in the European Pharmaceutical Industry: Recent Applications, Challenges, and Response to the Pandemic

Innovations in the pharmaceutical industry proved to be a tall order, as drug development's success rate has been traditionally tremendously low. However, the COVID-19 pandemic whipped up R&D centers, markets, and leaders to develop the response to the crisis faster than ever. AI and ML bring to the table a toolbox to overcome new challenges in the whole industry. Significant that the Healthcare Artificial Intelligence market is expected to reach $51.3 billion by 2027 at CAGR (compound annual growth rate) of 41.4% starting from 2020. Check out this fresh guide on the latest updates that AI and machine learning brought to the pharmaceutical market in the EU, including recent applications and the most significant challenges.

AI and Pharma at the “Slope of Enlightenment”

Recent AI and ML applications in healthcare and pharma proved that these technologies are reaching the 'Slope of Enlightenment' in the Gartner Hype Cycle. It seems like the industry has no choice at the moment. Per Subroto Mukherjee, Head of Innovation and Emerging Technology at GlaxoSmithKline, the development of the new vaccines against coronavirus would take from eight to ten years before. In contrast, the ones available now took 300 days from the start of development to the first testings. The rationale of using ML in the industry is to lower attrition and costs while increasing the success rate for new drug development.

Hence, the power of using ML algorithms to parse significant amounts of data to learn from it and make determination or prediction about the future of the new data sets come to the scene. The algorithms show higher performance with the increase of quantity and quality of data, leading to the question of data regulation, which we cover further. Data collected like images, texts, biometrics, assay, and other information from wearables stand as the field for developing the new models or formulas that are still unknown but could bring crucial changes. Practically there has been next proven applications of AI and ML in the market:

Disease Identification — reaching all the possible areas where data is available.

Clinical Trials — matching the ideal candidate for a trial based on their data.

Digitizing — facilitating conversion from paper/image medical info into fully structured digital data via optical character recognition (OCR) and natural language processing (NLP).

Medical data mapping — enabling medical research and development by standardizing data formats.

Medical data integration — helping medical data owners sell/give access to their data to research pharma companies via Extract/Transform/Load (ETL) technology.

Drug Discovery — components screening, RNA and DNA fast measurement, personalized medication development.

Personalized treatment — enhancing the diagnostic accuracy of healthcare providers.

Prediction and forecasting — monitoring the seasonal illnesses globally and facilitating early diagnostics and precision treatment via data analysis.

Telehealth — helping caretakers in delivering treatment remotely via mobile/web development

Recent Use Cases in the European Pharma and Healthcare

To illustrate the mentioned applications, see how the European companies resolve the scientific problems delivering faster pharmaceutical, bispecific target diseases treatments, and rare disease patients treatment matching using machine learning. The UK and France-based companies are on our list this time.

Tessella is a data science consultancy offering AI and data science services by building machine learning models. They claim to have helped GlaxoSmithKline (GSK) improve the salt and polymorph screening process of the drugs' development. It helps to find the best physical form of the new drug substance. The company developed an ML model that automates medicine preparation processes like liquid addition and mixing, heating and cooling, shaking, sample transfer, and solid dispensing.

Healx has developed HealNet, software helping in matching rare disease patients with appropriate drug treatments. Their ML algorithms are built on a database consisting of publicly available data and specific sources, including clinical trials, symptoms data, chemical structure, drug targets, patents, and scientific literature.

Exscientia claims their software can discover small molecules and compounds treating bispecific target diseases. This solution is using an ML model that predicts the specific development of the bispecific diseases.

Owkin claims their solution, Socrates database helps in creating predictive models for drug development optimization.

GlaxoSmithKline, a UK-based multinational company, applied the ML in predictive forecasting for some popular seasonal brands. It helps to foresee the possible peaks and troughs of coming cold and flu or allergy in a specific region, assisting local authorities to deliver an effective health communications campaign.

Challenges of Big Data for Big Pharma

Statistical technology depends on the data quality to generate meaningful and impactful results. Hence, pharmaceutical and healthcare companies should balance the EU's General Data Protection Regulation (GDPR), starting from 2018. It is also still applicable to the UK, which is leaving the EU. The data, which is under GDPR patient's consent, includes the following categories:

Identification data: any information identifies an individual (name, address, ID number, email, social media accounts, etc.).

Personal data: data relating to a person's physical, genetic, physiological, mental, cultural, economic, or social identity.

Biometric data: any data including an individual's physical, behavioral or physiological information.

Genetic data: data of the acquired genetic or the inherited characteristics, any data from a biologic sample.

These regulations hold the extraterritorial reach, which means that any global business dealing with EU customers should consider this aspect. Noncompliance to the GDPR leads to 4% of annual global revenue or €20 million fine. It does not sound inspirational, is it?

Per David Champagne, a member of the McKinsey Digital Practice, et al. in their article devoted to realizing machine learning potential, there is a way to escape a bottleneck. Pharmaceutical companies can move through the regulatory landscape effectively. In the meantime, all the actors should consider these points:

Data quality is a crucial success factor, and we all need judicious consideration of data usage.

Transparency: leaving behind the 'black box' approach and explaining the 'magic' elements to the key stakeholders.

Credibility: results should be consistent with domain expertise and established science.

Fairness: avoiding the biases of the clinical and social environments.

Impact: ability to quantify the results as more productive than previous practices.

Reproducibility of the results: algorithms should still perform while dealing with real-time data.

AI and ML vs. COVID-19

Recent studies worldwide are experimenting with AI and ML techniques for decision-making in treatment, recovery prediction, and patients' prioritizing. The pandemic also triggered telehealth development, as a recent case in Spain shows the effect of using patients' data for predicting whether a person needs immediate intensive care unit admission. Read more on AI and ML grappling pandemic in our recent post.

Per Subroto Mukherjee, AI and machine learning can hold their role in the fight with the pandemic by finding out coronavirus's biological secret. The crisis affected not only drug development but also a global supply chain. AI's power of planning, forecasting, automation, and collaboration can also unleash supply companies' management.

Such applications as natural language processing and computer vision apply to current initiatives. The US White House, with the help of the AI community, started the process of medical literature mining to understand a coronavirus's nature. Medical imaging companies are already using CT image processing to detect coronavirus-induced pneumonia.

Wrapping Up

Machine learning and AI are demonstrating transformative power on the European pharmaceutical and healthcare market. Meanwhile, it is a domain that still needs to find out optimal modus operandi concerning privacy and clarity to all the actors. To meet all the criteria and ensure progress in a current global fight with the pandemic, we should apply the known tools considering the guidelines. Daring to bring positive results in exponential growth using AI and machine learning is real. We have checked it out.

#artificial intelligence #machine learning #healthcare #health tech #data science #pharmaindustry #pharmacy #covid 19

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walnutadvertisingposts-blog · 6 years ago

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Aids of Pharmaceutical Advertising

“Creativity without strategy is called art and creativity with strategy is called Advertising.”

It is truly said that good advertising does not just circulate information, it penetrates the minds with desires and beliefs. It is exactly how it works in the Pharma sector. Through advertisement, pharmaceutical companies aim to create long lasting impact on the target audience, gain their confidence & increase their faith in brand.

Read on to know more…

Pharmaceutical sectors have a defined set of target audience that revolves around the healthcare professionals, doctors and the MR i.e. Medical Representatives. Doctors have years of knowledge about medicines and hence, they always appreciate creative & exceptionally conceptualised aids. One of the best ways to do it is by connecting your therapy with emotions. In case of MR, motivation strategy works wonders. MRs appreciate encouraging concepts that are powerful enough to motivate them to increase their sales, and ultimately the revenue.

The pharmaceutical advertising has a defined scope for advertising inputs. But, the breadth of creativity in it is unbound. Below, explained, are a few of the most used Pharma communication channels.

1. Visual Aids

A pharma visual aid template is an item of illustrative matter designed to supplement written or spoken information for easier communication. These aids are designed specifically for the doctors, and involves detailed information about the medicine/molecules. If you want to introduce a brand, a product, or a molecule to the doctors, then this input is perfect. These informative & educative visual aids add value to your MR’s brief. The visual aid can also be styled in a gimmick form. Gimmick is a trick intended to attract the doctors’ attention.

Indeed, it’s a huge scope for showing creativity in making pharma visual aid template. Here are some basic details that are a compulsion in visual aids:

· Product details

· Molecule

· Indications

· Dosage

· Reference charts

Remember, the key to make a perfect pharma visual aid template is to serve the clients as per their requirements.

2. LBL

Great design is born of two things— simplicity and clarity… … and an LBL is the perfect way to combine these into a comprehensive design. LBL (Leave behind Literature) is a small and handy version of visual aid which MRs usually handover to the doctors. While making LBLs, one should be very careful with the visuals. They should not be too loud to hide a content and should be visually comforting. Gimmick form can also be incorporated in LBLs.

Good example of LBL is Ranogard, designed by Walnut Advertising— a pharma visual aid design company. The brand Ranogard supplies medicines for angina patients. Walnut Advertising took ahead the theme ‘guard’ saying “Guard against the burden of angina.”

3. Table Dispensers

It’s one thing to catch attention, and a totally different game to hold it. To stay on top of your doctors’ mind, it’s essential to present your brand as something which is useful to them. Inputs in the form of table dispensers are the perfect choice.

Always remember, seeing is believing. So, you must choose something which can take a front seat on the doctors’ table, which he can use on a day to day basis. A pen stand or a chit pad is a good way to continuously promote your brand name.

4. Reminder LBL

A consistent experience is better experience.

And to maintain a consistency, reminders are the reliable choice! They deliver as a reminder to the doctors about the product, and the ultimate brand. It has compact information and is a striking way of staying in the minds of target customers.

In conclusion, you can count on these inputs to add powerful impact to your brand. The one thing amongst everything and everyone which will make you unique is your concept. It can add depth and meaning to your work. Thoroughly study the product brief and think, how you can connect motive of your brand to your concept that compels the target audience. A reliable Pharmaceutical Advertising company can surely help you to deliver your canvas & communicate your brand message in an efficacious way.

#Logo Design Services Mumbai #Pharmaceutical Logo Design #Pharma Brochure Design #Pharma Visual Aid Design Company #Pharma Advertising Agency #Pharma Brand launch #Pharma Campaigns

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asrarblog · 5 years ago

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Dear Colleagues! This is Pharma Veterans Blog Post #321. Pharma Veterans welcomes sharing of knowledge and wisdom by Veterans for the benefit of Community at large. Pharma Veterans Blog is published by Asrar Qureshi on WordPress, the top blog site. Please email to [email protected] for publishing your contributions here.

[Quote] “Maria Wislawa Anna Szymborska was born on 2 July 1923 in Prowent, Poland (now part of Kórnik, Poland), the second daughter[8] of Wincenty Szymborski and Anna (née Rottermund) Szymborska. Her father was at that time the steward of Count Władysław Zamoyski, a Polish patriot and charitable patron. After the death of Count Zamoyski in 1924, her family moved to Toruń, and in 1931 to Kraków, where she lived and worked until her death in early 2012.

Szymborska was awarded the 1996 Nobel Prize in Literature “for poetry that with ironic precision allows the historical and biological context to come to light in fragments of human reality”.[6][7] She became better known internationally as a result of this. Her work has been translated into English and many European languages, as well as into Arabic, Hebrew, Japanese, Persian and Chinese.”[unquote]

Whoever we think we are, and whoever we claim to be, an occasional dose of literature particularly poetry, helps us to orientate in this world more precisely and gives our false wisdoms a reality check. The works of Winners of Nobel Prize for Literature are a great commentary on the eternal triangle; life, people and emotions. There is nothing in this world which does not revolve around this triangle; absolutely nothing. Those who have the audacity to move beyond this triangle shall find Self Actualization.

I hereby take the privilege of presenting her three poems here. The reference links are given at the end.

Possibilities

I prefer movies. I prefer cats. I prefer the oaks along the Warta. I prefer Dickens to Dostoyevsky. I prefer myself liking people to myself loving mankind. I prefer keeping a needle and thread on hand, just in case. I prefer the color green. I prefer not to maintain that reason is to blame for everything. I prefer exceptions. I prefer to leave early. I prefer talking to doctors about something else. I prefer the old fine-lined illustrations. I prefer the absurdity of writing poems to the absurdity of not writing poems. I prefer, where love’s concerned, nonspecific anniversaries that can be celebrated every day. I prefer moralists who promise me nothing. I prefer cunning kindness to the over-trustful kind. I prefer the earth in civvies. I prefer conquered to conquering countries. I prefer having some reservations. I prefer the hell of chaos to the hell of order. I prefer Grimms’ fairy tales to the newspapers’ front pages. I prefer leaves without flowers to flowers without leaves. I prefer dogs with uncropped tails. I prefer light eyes, since mine are dark. I prefer desk drawers. I prefer many things that I haven’t mentioned here to many things I’ve also left unsaid. I prefer zeroes on the loose to those lined up behind a cipher. I prefer the time of insects to the time of stars. I prefer to knock on wood. I prefer not to ask how much longer and when. I prefer keeping in mind even the possibility that existence has its own reason for being.

By Wislawa Szymborska From “Nothing Twice”, 1997 Translated by S. Baranczak & C. Cavanagh

The Three Oddest Words

When I pronounce the word Future, the first syllable already belongs to the past.

When I pronounce the word Silence, I destroy it.

When I pronounce the word Nothing, I make something no non-being can hold.

By Wislawa Szymborska Translated by S. Baranczak & C. Cavanagh

Love at First Sight

They’re both convinced that a sudden passion joined them. Such certainty is beautiful, but uncertainty is more beautiful still.

Since they’d never met before, they’re sure that there’d been nothing between them. But what’s the word from the streets, staircases, hallways— perhaps they’ve passed by each other a million times?

I want to ask them if they don’t remember— a moment face to face in some revolving door? perhaps a “sorry” muttered in a crowd? a curt “wrong number” caught in the receiver?— but I know the answer. No, they don’t remember.

They’d be amazed to hear that Chance has been toying with them now for years.

Not quite ready yet to become their Destiny, it pushed them close, drove them apart, it barred their path, stifling a laugh, and then leaped aside.

There were signs and signals, even if they couldn’t read them yet. Perhaps three years ago or just last Tuesday a certain leaf fluttered from one shoulder to another? Something was dropped and then picked up. Who knows, maybe the ball that vanished into childhood’s thicket?

There were doorknobs and doorbells where one touch had covered another beforehand. Suitcases checked and standing side by side. One night, perhaps, the same dream, grown hazy by morning.

Every beginning is only a sequel, after all, and the book of events is always open halfway through.

“Love at First Sight” from MAP: Collected and Last Poems by Wislawa Szymborska, translated from Polish by Clare Cavanagh and Stanislaw Baranczak. Copyright © 2015 by The Wislawa Szymborska Foundation. English copyright © 2015 by Houghton Mifflin Harcourt Publishing Company.

Concluded.

https://en.wikipedia.org/wiki/Wis%C5%82awa_Szymborska

https://www.nobelprize.org/prizes/literature/1996/szymborska/25552-wislawa-szymborska-poetry-1996/

https://www.nobelprize.org/prizes/literature/1996/szymborska/25566-wislawa-szymborska-poetry-1996-7/

https://poets.org/poem/love-first-sight?mbd=1

Maria Wisława Anna Szymborska – The Polish Nobel Laureate – Blog Post #322 by Asrar Qureshi Dear Colleagues! This is Pharma Veterans Blog Post #321. Pharma Veterans welcomes sharing of knowledge and wisdom by Veterans for the benefit of Community at large…

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reddyash · 5 years ago

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Graphic Designer Job Openings In Mumbai > Neiss Labs Ltd

Job Description:

We are looking for a Graphic Designer with 2+ years of work experience preferably with prior experience in the Pharma Industry.

Key Responsibilities

Strong Attention to Detail Creativity Involve in the Designing of Leave Behind Literature (LBLs), Visual Aids, Promotional Materials Visiting Cards, Employee Identity Cards, Social Media Posts, Carton Artworks, etc. Work in tuning…

View On WordPress

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lopezdorothy70-blog · 6 years ago

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The CDC's Outlandish Lies About Mercury in Vaccines

Don't Fall for the CDC's Outlandish Lies About Thimerosal

by the Children's Health Defense Team

Propaganda experts have long admitted that the “big lie” is an important tool for molding public opinion.

A psychological profile of Hitler carried out by the U.S. Office of Strategic Services noted that one of the German leader's “primary rules” was that “people will believe a big lie sooner than a little one” and “if you repeat it frequently enough people will sooner or later believe it.”

CDC FACT SHEET- “The evidence is clear: thimerosal is not a toxin…”

The Centers for Disease Control and Prevention (CDC) appears to agree that a big and oft-repeated lie is a powerful public relations tool, because in August, its Immunization Safety Office posted a fact sheet that once again insists that “thimerosal in vaccines is not harmful to children,” despite ample evidence to the contrary.

The fact sheet trots out the same handful of thimerosal-related studies (“conducted by CDC or with CDC's involvement”) that it has used for years to silence thimerosal critics.

Fortunately, multiple resource pages on the Children's Health Defense website make it easy to rebut the CDC's regurgitated falsehoods.

Our website provides a thimerosal FAQ, information dispelling myths about thimerosal's use in vaccines and countering false vaccine safety claims (including claims about thimerosal), analysis of the flawed studies that the CDC relies on to exonerate thimerosal from any role in the childhood epidemics of neurodevelopmental disorders-and more.

Below, we summarize three of the most obvious reasons to ignore the CDC's latest attempt to pull the wool over the public's eyes.

Still dangerous and neurotoxic

The CDC says “the evidence is clear” that thimerosal is “merely a preservative” and not a neurotoxin.

However, no one who actually takes the time to examine the scientific literature can rationally conclude that mercury in any form-including the mercury in thimerosal-is safe for humans.

The handful of CDC-funded or CDC-approved studies listed in the thimerosal fact sheet stand “in sharp contrast to research conducted by independent researchers over the past 75+ years that have consistently found Thimerosal to be harmful”; this independent research has linked thimerosal to “neurodevelopmental disorders, …tics, …speech delay, language delay, attention deficit disorder, and autism.”

Robert F. Kennedy, Jr.'s book, Thimerosal: Let the Science Speak, describes hundreds of peer-reviewed scientific publications and the “broad consensus among research scientists that Thimerosal is a dangerous neurotoxin.”

The CDC falsely claims that “thimerosal was taken out of childhood vaccines in the United States in 2001.”

However, 25 micrograms of thimerosal remain in many of the influenza vaccines administered in the U.S., including to pregnant women and infants.

In fact, “thimerosal wasn't so much removed as it was moved around.”

Fraudulent authors

All eight studies included in the CDC fact sheet involve lead or co-authors accused of fraud or known to have been involved in behind-closed-doors data manipulation or weighed down by serious conflicts of interest.

Dr. William Thompson, who authored three of the studies in his former capacity as a senior CDC vaccine safety scientist, made a whistleblower deposition to Congressman William Posey and issued statements through his personal attorney about fraud and destruction of data at the CDC.

In one of his most egregious examples, Thompson reported that his bosses, including Branch Chief Frank DeStefano (an author on three of the studies included in the fact sheet), ordered Thompson and other CDC scientists to get rid of data demonstrating vaccine-induced autism. As described previously by Children's Health Defense:

“DeStefano called his four co-authors into a room and ordered them to dump the damning datasets into a giant garbage can. The published study omitted those datasets.”

The bulk of Thompson's whistleblowing revelations occurred in 40-plus phone conversations and over 10,000 pages of documents shared with Dr. Brian Hooker.

In those conversations, Thompson also stated that CDC officials “worked hard” to “dilute Dr. Thompson's strong and statistically significant finding…that thimerosal exposure via infant vaccines causes tics in boys.”

In fact, Thompson asked Hooker to “start a campaign to publicize the fact that multiple CDC-sanctioned publications show that thimerosal causes tics.”

In addition to the studies authored by Thompson and DeStefano, two of the papers held out by the CDC as definitive proof of thimerosal's innocence are 2003 studies authored by Thomas Verstraeten and Paul Stehr-Green-two participants at the infamous secret meeting held in Simpsonwood in 2000 to discuss the relationship between exposure to thimerosal-containing vaccines and neurological damage in children.

Both Verstraeten and Stehr-Green were heavily involved in trying to make a clear association between thimerosal and neurodevelopmental effects seem unimportant.

Although the Verstraeten study nonetheless went on to report “statistically significant associations between thimerosal and language delays and tics,” the CDC fact sheet dismisses the associations as “weak” and “not consistent.”

Massaged data

As outlined previously by Children's Health Defense and others, and as indicated in the preceding sections, there are a variety of reasons not to trust the results of the eight studies included in the CDC fact sheet-including CDC funding and other conflicts of interest as well as erroneous and fraudulent reporting of data.

The table below summarizes the studies' major problems.

1. http://www.sciencelab.com/msds.php?msdsId=9926486 2. The CDC fact sheet includes the Stehr-Green study twice, formatting the study slightly differently in each of the two rows; although the duplication is immediately apparent to the attentive reader, a casual reader might conclude that the CDC had nine rather than eight studies at its disposal.

Lacking credibility

At this juncture, with over 80 studies connecting the dots between thimerosal and autism alone, and new studies appearing every day that link other vaccine ingredients such as aluminum to the chronic illness epidemics beleaguering today's children, the CDC has lost all credibility when it makes poorly substantiated claims about thimerosal or vaccine safety.

An agency that buys and sells well over $4 billion of vaccines annually clearly has a vested interest in tamping down any discussion of vaccine risks.

Fortunately, the public increasingly recognizes that the CDC's “fact sheets” lies must be read with a large grain of salt.

Read the full article at the Children's Health Defense Team.

Comment on this article at VaccineImpact.com.

Dr. Andrew Moulden: Every Vaccine Produces Harm

eBook – Available for immediate download.

Canadian physician Dr. Andrew Moulden provided clear scientific evidence to prove that every dose of vaccine given to a child or an adult produces harm. The truth that he uncovered was rejected by the conventional medical system and the pharmaceutical industry. Nevertheless, his warning and his message to America remains as a solid legacy of the man who stood up against big pharma and their program to vaccinate every person on the Earth.

Dr. Moulden died unexpectedly in November of 2013 at age 49.

Because of the strong opposition from big pharma concerning Dr. Moulden's research, we became concerned that the name of this brilliant researcher and his life's work had nearly been deleted from the internet. His reputation was being disparaged, and his message of warning and hope was being distorted and buried without a tombstone. This book summarizes his teaching and is a must-read for everyone who wants to learn the “other-side” of the vaccine debate that the mainstream media routinely censors.

Read Dr. Andrew Moulden: Every Vaccine Produces Harm on your mobile device or computer by ordering the eBook!

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pharmavisualaid · 11 months ago

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From personal reminders to corporate branding

Explore the evolution from personal reminders to impactful corporate branding strategies. Discover how individuals and businesses harness the power of branding to leave a lasting impression and build meaningful connections in today's dynamic landscape.

#pharma printing companies in india #pharma visual aids #carton packaging benefits #pharma leave behind literature

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pcdpharmafranchise-blog · 7 years ago

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Best PCD Pharma Company in India

ATLANTIS FORMULATIONS PVT LTD

Atlantis Formulations Pvt. Ltd. in India is led by a team of outstanding professionals whose expertise in their domains contributes significantly to our success. Professional manpower, various product range, & strict quality control are the strengths of Atlantis Formulations Pvt. Ltd. We have the capability to deliver quality product with established timelines without compromising the quality.

The company has extended operations by building further on already existing set-up by investing in new premises to include modern state of the art amenities. We have our corporate office at Jabalpur. The promoters of the company are having a towering experience in pharmaceutical business for more than 40 years. As a member of today's rapidly changing global community, we are striving to adapt to the evolving needs of society and contribute to the overall health and wellness of our world.

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naivelocus · 7 years ago

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Gilbert Stork, 1921-2017

Derek Lowe's commentary on drug discovery and the pharma industry. An editorially independent blog from the publishers of Science Translational Medicine. All content is Derek’s own, and he does not in any way speak for his employer.

Gilbert Stork, 1921-2017

By Derek LoweOctober 24, 2017

Word reached me late yesterday that Gilbert Stork had died. His most recent paper was published just last month in Org. Lett., and included what will surely become a famous footnote in the chemical literature.

22. A plan for conversion of 33a to 1 was (with various deprotections/protections) C4-CH2OH to C4-CO2H, followed by Barton’s conditions to change C4-CO2H to C4-OH. . .At this point, we realized that we did not have enough material (a few milligrams) to go through the several steps for this conversion. One would have to restart the whole synthesis. But I (G.S.) am now 95 years old…

Prof. Stork was one of the great organic synthetic chemists. He was born in Belgium and came to the US in 1939 when his family emigrated in the nick of time, and got his PhD at Wisconsin in 1945. He took a position at Harvard the next year, and moved to Columbia in 1953, where he stayed for the rest of his career (which is equal to the rest of his life – Stork became an emeritus professor, but as that above example shows, he never truly “retired”). Here’s an overview (PDF) of his career in organic chemistry from the Baran group at Scripps, and even if you’re not in the field, you can imagine that in over fifty solid years of high-level work you can cover an awful lot of ground. He was one of the last links, perhaps the last, to the heroic age of organic synthesis. All those famous names from the mid-20th century? He knew them; he was one of them.

Stork did total synthesis of natural products, taking on very hard problems and solving them elegantly. I think it’s fair to say that R. B. Woodward’s achievements and reputation always cast some shade in his direction, but there are very few others in his league. Prof. Stork also made a number of contributions to mechanistic understanding of reactions, and added no small number of transformations of his own to the list. Enamines, silyl protecting groups, radical cyclizations, stereospecific synthesis in general – his fingerprints are all over these and more, all of them fundamental classes of compounds and operations in organic synthesis.

And he was always a gentleman – this article will get across some of his personality. Stork’s wit was well known, but you never hear stories of it being used maliciously (and if you haven’t heard that of other famous chemists, you should be more familiar with the history of the field!)One of the words that comes to mind when discussing him and his work is “grounded”. Stork had a very clear idea of what chemistry was good for and what it could contribute, but at the same time he knew that it was not the only worthwhile thing in the world. Here’s a quote from him on organic chemistry in general:

“The toughest question to ask in synthetic organic chemistry after the work is done is: what have you learned? And you can have extraordinarily complex things. They look complex as hell. Maybe they have 80 asymmetric centers and maybe the answer is, [you’ve learned] nothing. I mean, you could have learned that humans are capable of enormous focused efforts and are capable of sticking with a problem which is extraordinarily complicated. On the other hand, if somebody makes polyethylene, as somebody obviously did, then you learn a lot, even though it will not thrill most synthetic chemists because this would be comparable to building a highway for an architect. I mean, it’s important, but it’s fairly dull compared to [building] the Guggenheim Museum, for instance… ”

I also very much agree with his philosophy of trying out ideas and reactions, which applies to a lot of early-stage drug discovery research as well:

“If it’s neither explosive nor toxic, you should try it no matter what people tell you about it. It’s one or two steps, why not?”

Yes, indeed – and his relative lack of the sin of pride comes through in that quote as well. Prof. Stork leaves behind a huge legacy; chemistry students will be learning things that he taught us for a long, long time to come. He also trained a long list of chemists in his academic career, and considered this one of his greatest accomplishments. He did what he did extremely well, he led a long and productive life, and I would guess that everyone who knew him is sorry to hear of his passing. It would be hard to wish for more.

— In the Pipeline

#In the Pipeline #Gilbert Stork #1921-2017

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marybarbara1 · 8 years ago

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ET Women Ahead: Corporate India's fastest rising women leaders Economic Times

Call it the Pygmalion Effect or a corollary, but those marked for stardom do shine bright. In 2015, The Economic Times released a first-ofits-kind listing of corporate India’s fastest rising women leaders, based on an extensive study conducted by Spencer Stuart. A dipstick survey now shows the 25 women on that list have more than lived up to expectations. The professionals have risen through their organisations, the start-up entrepreneurs have established themselves and the scions of the traditional business houses have all led their companies on the path to growth.

This year, the ET Woman Ahead listing is longer, in line with the expanding universe of successful women leaders in India. The eminent jury that arrived at the final list saw no reason to restrict the number and the final list features 34 women leaders. They include star executives from the banking sector, which has always been ahead in promoting women; consulting firms, business school favourites, where women are starting to make a mark and multinationals, whose diversity mandates have played a big role in producing women leaders in India. Not surprisingly, the list features a fair number of start-up entrepreneurs. And then there are daughters of leading business houses, some of whom have upstaged their brothers.

We present profiles of the rising stars who have made the Woman Ahead list 2016. One question we asked all of them was what their advice to other women might be. Interestingly, their answers dwelt on a common theme. Believe in yourself, leverage your strengths, they said — and never try to act like a man.

Lakshmi Venu,, Joint Managing Director, Sundaram Clayton

Travelling frequently between London and Chennai, Lakshmi Venu did her PhD in engineering management at University of Warwick even as she worked as vice-president for strategy at Sundaram Clayton.

Venu’s thesis, under the guidance of Professor Lord Kumar Bhattacharya, was on strategies for indigenous companies in developing countries, which was a fairly new subject academically, since most of the literature was on developed countries MNCs entering emerging markets. “It made for high quality learning, since I was able to relate theory to practice,” she says.

Venu has never had a problem with extensive travelling. She lived out of a suitcase when she was given the responsibility for the US market, which accounts for a large proportion of Sundaram Clayton’s business.

Today, as joint managing director, she’s investing heavily in research, especially in the area of lightweight materials, which she sees as a key trend in automobile engineering. “I think all of us in the Indian auto-component industry are now moving from importing know-how to developing in-house competencies,” she says.

Shinjini Kumar,, CEO, Paytm Payments Bank Looking back at her career trajectory, Shinjini Kumar muses that she hasn’t changed jobs as much as changed careers.

From starting out in journalism, to working at the RBI for 16 years to compliance to consultancy and now a payments bank.

One thing she’s learnt through all this is the ability to leave things behind. “For me, moving on has never been a problem. I’m more forward looking and get excited about the opportunity to learn something new,” she says. While the first six months in a new job are when she is completely out of her comfort zone, that’s also something she really enjoys.

Her time studying in the US also helped her think more clearly about her own ideas and be independent, which gave her a lot more confidence to do things her way. At PwC, she built a unique business, working with MNC banks and financial institutions to grow their presence in India, in line with the local regulations.

When she wants to de-stress, the former journalist enjoys reading her husband’s poetry and offering ‘suggestions’ — not editing.

Suchi Mukherjee, Founder, Limeroad When Suchi Mukherjee set up ecommerce platform Limeroad in 2012, she was bringing together three completely different ecosystems: sellers, scrapbookers and consumers.

This has turned out to be a huge factor in the company’s success, from getting 50,000 sellers in the first year, to growing 100x in the past year, to go up to one lakh consumers. One of the goals Mukherjee has managed to achieve with Limeroad is to make local products available to a larger audience, which has happened through a tie-up with the MP Laghu Udyog Nigam. There were challenges and naysayers aplenty. “While I was trying to set up the business , I was told in as many words that for an Indian woman who has lived out of the country for so many years, trying to set up a new company was going to be next to impossible, and that’s just the sort of thing that eggs me on with greater conviction,” she says.

She strongly believes in the importance of staying focused on what you are building and learning to cut out the noise around you. “Everything is do-able. I try to motivate my team to be problem-solvers too, to take up tougher problems and bigger challenges,” she says.

Zahabiya Khorakiwala,, Managing Director, Wockhardt Hospitals

When Zahabiya Khorakiwala joined the family’s hospital subsidiary instead of the parent pharma company, it was a measured choice. “But I didn’t realise then that I would become so passionate about it,” she says. “I enjoy every minute I work here. It’s my true calling.”

After spending three years at Wockhardt Hospitals as director, business development, and right after getting married, Khorakiwala left to do her MBA at Indian School of Business in 2009. Since taking over as managing director in 2010, she has been responsible for setting up two new hospitals in Mumbai. “The two were very different learning experiences,” she says. “The South Mumbai hospital was built from scratch and I was involved at every stage, from getting permissions to construction and launch. The North Mumbai hospital was an acquisition, so it was a different kind of learning.”

Wockhhardt has nine hospitals spread over Gujarat and Maharashtra and in her initial years, she spent much of her time on the road, visiting these places. Today, she’s focused on the two new hospitals in Mumbai and has delegated the running of the older hospitals to the professionals.

She’s now the mother of a one-and-a-half -year old daughter and is aiming for better work-life balance. “I got back to work within two months of having my baby,” she says, “but now I’m more rigid about my work timings. I try and get home earlier to spend time with my daughter.”

Smita Bhagat,, Head, Branch Banking and E-commerce, HDFC Bank

Soon after Smita Bhagat joined HDFC as a trainee in Mumbai, a position opened up in her home town, Jaipur. “I volunteered and got the job. Nobody else wanted to work in a small town,” she says.

The young CA stayed on in Jaipur, changing several jobs before she rejoined the HDFC group. But when the bank offered her a posting at headquarters, she quelled her doubts and accepted. “It was a big decision for me then,” she says. “But once I came to Mumbai, I had the chance to learn more and this opened up new opportunities.”

Her time in Jaipur, working with the small traders, has left its mark on Bhagat and given her important insights that she’s using as the head of branch banking and e-commerce. “I am passionate about helping small businesses in rural areas. E-commerce is not a glamorous concept. For a bank, it is about simple things like providing more convenient means of payment collection. Adoption of technology is the highest in rural areas because it makes the greatest difference to them,” she says.

Monica Gupta,, Founder, Craftsvilla

It was while travelling through Kutch in Gujarat that Monica Gupta struck upon the idea to set up what would eventually be Craftsvilla, a platform for Indian ethnic products that puts artisans in touch with customers. Now, the platform has two million products from 16,000 sellers, averaging 10,000 interactions a month. Craftsvilla is likely to hit the $100mn revenues mark this year.

Gupta says, “The most satisfying moment for me was when an artisan called me and said that he could pay his son’s fees because of his sales on Craftsvilla.” The platform has raised multiple rounds of funding and spearheaded partnerships with the Ministry of Textiles to e-market handloom products.

A trained CA, Gupta counts her husband, Manoj, among her mentors and says that she’s constantly learning from various people in her team at work. Her biggest learning? To keep quiet and listen to the customer.

Debarati Sen, Managing Director, 3M India Debarati Sen’s career spans over 24 years in Asia and the US, 18 of which have been with 3M. This year, she was chosen by the American company to head 3M India & Sri Lanka as managing director. “From the onset, I’ve sought out assignments in other countries so I could establish myself as a trans-cultural leader,” she says.

Deba, as her colleagues call her, is also an executive member of the Women’s Leadership Forum for 3M. As a single mother, she has a personal understanding of the daily challenges that working women all over the world encounter.

She moved to the US with a five-year-old, and today her son is a 20 year old pre-med student at the University of Miami. “Being a single mother has been difficult, but at the same time, it has been most fulfilling and rewarding,” she says.

Sen has been on the board of the 3M Asian Employee Resource Network and also on the national governing board of Jeremiah Program, a Minnesota-based US charity focused on single mothers and two generation strategy.

Neha Juneja, Co-Founder, Greenway Grameen Infra Greenway Grameen Infra is the third startup Neha Juneja has co-founded, and perhaps one that’s closest to her heart. “This shows that a lot of problems can be solved through a good business idea,” she says.

The problem in question was that of people still cooking with mud stoves in the villages. The solution: a biomass stove which has sold over 4 lakh units over the last four years, generating revenues of over $6.5mn. It’s had a direct impact on the lives of 2mn people and is estimated to have mitigated over 12mn tonnes of greenhouse gas emissions. The other remarkable aspect is that the entire sales staff is women.

Her pet peeve is the subtle sexism that exists everywhere – from routinely being asked whether this is her father’s company to being spoken over in investor meetings. “It isn’t sexual harassment, but sexism,” she says.

Samina Vaziralli, Vice-chairman, Cipla When her family asked her to return to India and fill the leadership void at Cipla five years ago, Samina Vaziralli was ambivalent. She was working for Goldman Sachs in New York and it was a job she enjoyed. “I never expected to join Cipla. I was never groomed for it,” she says.

Nonetheless, she did return to Mumbai and her focus since then has been putting together a cohesive team at Cipla. The company’s management council now consists of professionals who have been with the company for less than two years and 40% are women.

Vaziralli is now the face of the 80-year-old pharma company and her recent promotion to the post of executive vice-chairman marks the formal ascension of the third generation of the promoter family at Cipla. “We believe the company should be professionally managed but promoter led. Creating this balance has been a challenge, but it’s a challenge I have enjoyed,” she says.

Sucharita Mukherjee, CEO, IFMR Holdings

Co-founding IFMR, an organisation that works towards creating an inclusive financial system, has defined not just her career, but her life, says Sucharita Mukherjee. After starting her career on the trading floor, Mukherjee has moved to create wholly new products in the micro finance space.

“It was a nascent market and a very entrepreneurial experience,” she says. “Don’t underestimate the importance of stepping back and thinking about where you are and where you want to go. It’s important to do this from time to time and be honest with yourself. ”Another learning from her time working in corporate markets is that compensation as a way of defining your place in life is very limiting and that you shouldn’t use that as a metric to judge yourself.

Rekha Ranganathan,, Head of Healthcare Innovation Campus, Philips Healthcare India She was the first girl from her school to make it to IIT Madras, where she topped the Materials Science and Metallurgy stream. That’s an achievement Rekha Ranganathan holds close even today, after having worked across firms like Wharton Consulting, McKinsey & Co and Boston Scientific.

She’s learnt the importance of adaptability and motivating people in different cultures. “Your leadership style has to be tailored to the team you lead, depending on where you are,” she says.

Equally important is the ability to remain patient while being result oriented, and being able to deal with volatility while maintaining a positive outlook. These learnings come in handy in her current role, where she’s managing the global operations of the mobile surgery business for Philips out of Pune, and working with teams across time zones.

Radhika Piramal, Managing Director, VIP Industries After three years in the family business, Radhika Piramal went to Harvard for an MBA, after which she worked as a consultant at Bain & Company and FutureBrand Inc. Back in India, Piramal’s first initiative was the successful launch of the Caprese handbags, which was followed by the equally successful re-positioning of Skybags as a backpack brand.

Her latest project is the re-launch of Carlton, a leading British luggage brand which has been with VIP since 2004, but which was never promoted in a big way. Piramal is a pioneer not just in business, but in her personal life too.

As the only openly lesbian CEO in India, she is a role model for others in the LGBT community. “My immediate family and colleagues at work have given me their support, which has made it easier for me to talk about these issues in public forums. I hope that by being out, I can help make our society more accepting of all members of the Indian LGBT community,” she says.

Mansi Madan Tripathy, Managing Director, Shell Lubricants India In her 16-year long career at Procter & Gamble, Mansi Madan Tripathy worked out of Malaysia, Singapore, Boston and in the last three years, she was director in charge of male grooming, which included the Gillette range.

Tripathy’s global career had her living apart from her husband Siddharth, a Delhi-based entrepreneur, for long periods. In 2012, she decided she wanted to come back to India and started scouting for a job here. Tripathy finally settled on Shell. “The headhunters said I needed to be open to a job outside of the FMCG sector and I was open to the challenge,” she says.

A marketing career, with all the travelling, is not for everyone. Tripathy remembers her motivation as a young woman came from wanting to prove to the world that her engineering degree and MBA weren’t going to be wasted. “Now that seems such a petty motivation,” she says. “Today, my sense of purpose comes from wanting to have a positive impact on society.”

Gunjan Soni, Chief Marketing Officer, Myntra Her stints at Star and McKinsey helped Gunjan Soni prepare for her current role at Myntra. “I picked up the hard skills at McKinsey and Star taught me the importance of good content, aspirations and intuition, all of which are important for a consumer-centric business,” she says.

At Star, Soni was part of an organizational transformation which helped the company de-risk its growth trajectory. At McKinsey, she was responsible for setting up the big data and scientific marketing practice back in 2010 when big data wasn’t on anybody’s agenda. That, along with working on the transition for the first democratically elected government of Bhutan are two things about her stint at the consultancy that she holds dear.

She was the brains behind the country’s largest online fashion sale at Myntra, resulting in 2mn orders in a single day. An avid reader, Soni enjoys science fiction and fantasy, while at other times, you are likely to find her bent over a 5,000-piece puzzle at home.

Shweta Jalan, Managing Director, Advent International Among the few women at the helm of a private equity fund, Shweta Jalan earned her stripes first at Ernst & Young, and then ICICI Ventures, where she was part of the early team involved with buyouts when it was still an unknown concept in the country.

That stint led her to her current role at Advent India, where she’s been responsible for building both the brand and portfolio in India. Over the years, she has led deals in multiple sectors, including media, IT/BPO, industrials and business services. Operating in what is a highly charged and competitive industry, Jalan says that one of her biggest learnings along the way has been the importance of being patient and persevering and learning not to get carried away.

The mother of two says that travelling with the family helps her de-stress. “Every day is a challenge, and as a woman, it is often a balancing act between personal and professional life. It’s important to remain strong and not give up,” she says.

Bhavna Doegar, Sr Vice-president, Genpact Bhavna Doegar attributes her long stint at Genpact to the company being in a place where diversity and having different viewpoints is celebrated. “In the very early part of my journey I was entrusted to do things that challenged me and I could push the boundaries of what I could achieve,” she says.

“It’s important to remain curious and keep thinking of how you can improve yourself.” Doegar was responsible for setting up SynerG, a complete redesign of the company’s ERP and accounting processes across 22 countries and 136 countries. Between her two young kids and the volunteering work she does, Doegar doesn’t find too much time to do much else besides read and lately there’s been a gradual shift towards non-fiction. She’s also the founder of the Finance’s People Council at Genpact and has rolled out a leadership pipeline exercise with Harvard.

She volunteers with Isha Vidya and Isha Green Hands, and was instrumental in setting up the Kripa Ram Sood Trust, which operates charitable polyclinics.

Chandrika Pasricha,, CEO and Founder, Flexing It Starting a career as an independent consultant after a long stint with McKinsey eventually led to Chandrika Pasricha setting up Flexing It, a curated marketplace for short-term and flexible skills. The company is now the largest global platform for flexible talent with a listing of 1,700 companies and 16,000 consultants.

At McKinsey, she was part of the team responsible for setting up the healthcare practice in India. She was also responsible for setting up the Public Health Practice, something else that’s close to her heart, both as an achievement and a legacy.

With Flexing It, Pasricha has been tasked with creating a new segment online as well as evangelizing the concept to companies who tend to have certain set notions about professionals who work flexible hours.

Sripriya Kalyanasundaram,, Vice-president, Delivery, Cognizant Her parents’ opposition to her moving from Coimbatore to Mumbai to take up a job and a desire to work in the US led to Sripriya working for Dun & Bradstreet. Now, back in India, Sripriya played an important role in setting up Cognizant’s 32,000-strong quality engineering and assurance unit, which services clients across industries and geographies.

From setting up offices in many geographies to focusing on strategic initiatives, Sripriya has played a wide variety of roles in her two decades with the IT firm. She’s come to realise that women have great multitasking ability and that often, they create their own glass ceiling. “We often undermine ourselves and go into a shell. There will be failures, but you have to work through them,” she says.

Shradha Sharma, Founder, Yourstory.com It might be hard to remember, but in 2008, there wasn’t too much content available online. For Shradha Sharma, it was a leap of faith to make the transition from traditional media to an online platform, focused on telling stories of entrepreneurs.

Today, with investors like Ratan Tata and a team of 100 people, she stands validated. “There will always be naysayers, but they are the best thing to happen to you. On days when you want to sleep an extra hour, you’ll be motivated to run an extra mile instead,” she says.

Sharma believes results come from doing the same thing day after day, month on month, rather than doing something extraordinary. Whatever downtime she has, is spent with her two dogs at home. “As a woman, you have to learn to appreciate and love yourself.We need a sense of validation and that has to come from within us,” she says.

Priyanka Aggarwal, Partner and Director-Healthcare, Boston Consulting Group Reflecting back on her 16-odd years as a consultant, Priyanka Aggarwal attributes her success to being able to constantly reinvent herself and find something that’s been fulfilling. The first diversity partner at the consulting firm, Aggarwal is a big advocate of helping women succeed in the corporate world.

Her work is primarily in the field of healthcare, and Aggarwal says that if you can retain a curiosity about what you do and find your passion, work doesn’t feel like a burden. Her current passion is making healthcare more patient-centric, and she’s working at building more awareness about the patients perspective and actively working on how technology can be leveraged to transform healthcare in India.

All her free time is spent with her two kids – doing maths puzzles and reading Enid Blyton with her daughter, and learning about cricket from her son. She counts BCG India senior partners Arindam Mukherjee and Janmejaya Sinha among her mentors, who helped her shape her own path when she joined the firm five years ago.

Deepika Arora, Regional Vice-president, Eurasia, Wyndham Hotels After graduating with a masters from the School of Planning and Architecture, Delhi, Deepika Arora joined Jurong Consultants as a landscape architect, but it quickly became obvious her talents lay elsewhere. “The firm started using me in business development, since it was new to India. I’ve always been good at building relationships,” she says.

After two years, Arora moved to CPG Consultants, another Singaporean firm, and then to Jones Lang LaSalle where she was a consultant to several hotel chains. That’s when she decided she wanted a career in the hotel industry and joined Hilton Worldwide. “I loved the travel, the great food and the interesting people you get to meet in the hotel industry. I came from a different professional background so I had to learn the ropes. It was an exciting time for me,” she says.

Arora has now spent six years expanding the operations at the Wyndham Hotels group, whose brands include the Ramada, Howard Johnson’s and Day’s Inn. The group has so far followed a franchisee model in India but Arora plans to transition to managing hotels carrying the group’s brand names.

Nadia Chauhan, Joint Managing Director and Chief Marketing Officer, Parle Agro Unlike most of her contemporaries, Nadia Chauhan never took time to go to business school. She started working at Parle Agro as a student at HR College of Commerce and joined the family business full-time after graduating.

“Those days, we were simply known as the Frooti company. I started my career with Frooti, but I thought we should have a larger identity as a beverage company,” she says.

Though Frooti still remains the bestseller, Chauhan has expanded Parle Agro’s portfolio to include beverage brands like LMN, Appy and Grappo Fizz, as well as a baked snack called Hippo. She has a stated goal of turning Parle Agro into a Rs 5,000 crore company by 2018 and says, “We’re on track to achieve that goal.” As the company grows in complexity and scale, Chauhan has been managing internal systems to cope with change, using information technology as a tool for transformation.

Prabha Narasimhan, Vice-President, Skin Care & Colours, Hindustan Unilever Her long stint at Hindustan Unilever in a range of geographies hasn’t just added to her skillset, but also taught Prabha Narasimhan things about herself.

“Becoming the regional manager of a branch taught me how to lead large teams and work with people whose subject matter expertise was so much higher than my own,” she says.

One of her biggest learnings over the years has been the realisation that while you cannot have it all, there will also be a feeling that you are either neglecting your career or your family. “One has to keep making choices on an everyday basis. However, over a period of time they can all be made to work successfully to achieve harmony in one’s life,” she says. Narasimhan is a strong believer in having a strong network of women at work who always have your back.

Emrana Sheikh, HR Head, Asian Paints In her first job at FedEx India, Emrana Sheikh was promoted to a role that had her travelling three weeks a month. This was when she had her first child and the work-life balance situation became increasingly precarious. She decided to move to an Indian company.

“As a woman, it’s normal for certain life stages to create short dial-down phases in our career but there are oceans of opportunities to bounce back with,” she says. Her international experience has stood Sheikh in good stead. At Asian Paints, she looks after the HR function not just in India, but in the company’s subsidiaries in 17 countries.

Anusha Shetty, Co-founder and CEO, Autumn Worldwide The turning point in Anusha Shetty’s career was when she joined Euro RSCG with Intel as her client. “Working with a hardcore tech company was new. Advertising people were not attuned to it then,” she says.

Shetty’s next job as communications head for Euclid Inc took her to Silicon Valley. Her first child was born in the USA and she returned to Bangalore soon after, to join Honeywell as corporate communications head. But the start-up culture she had imbibed in Silicon Valley stayed with her and it wasn’t long before she quit her job to start Autumn Worldwide, a digital advertising firm, focused on the social media space.

Pavitra Singh, Associate Director, PepsiCo India Graduating from b-school in 2001, at the height of the dot-com crash, Pavitra Singh lost her campus placement offer with a leading IT company and had to settle for a job in a small computer training centre instead. The shock of it taught her an abiding lesson. “It made me more grounded,” she says. “I realized nothing is permanent and you can’t take things for granted.”

Six months later, Singh landed a job with American Express, in its nascent BPO operation. “It got me back to HR, which was my b-school specialization,” she says. It was only when she joined Pepsico in 2006 that Singh got an opportunity to work on more sophisticated aspects of HR.

She’s worked on diversity and inclusion policies, helping women move from middle to senior management levels (40% of PepsiCo India’s Executive Committee now comprises women). She launched the innovative Become Indra’s Advisor Contest on Indian campuses, where the winners were flown to New York to present their ideas to Indra Nooyi. “I’ve played so many roles in Pepsi and each one has been like a new job,” she says.

Abanti Sankaranarayan, Chief Strategy & Corporate Relations Officer, United Spirits The liquor industry is generally not perceived to be big on women, so when Abanti Sankaranarayan joined Diageo India after eight years with the Tatas, many were surprised. But Abanti doesn’t think of it as an exceptional career move.

Joining the Tata Administrative Service after graduating from IIMA, she had worked with the Taj brand in the UK and the USA before moving to Tata Global Beverages in her last year at the Tata Group, and she saw parallels between her previous career and her new one. “Diageo is a lifestyle company. I joined as marketing director, with some truly iconic brands like Johnnie Walker and Smirnoff in my portfolio.”

Sankaranarayan was promoted to managing director within two years. “I grew as a leader during that period. I was in a role that gave me endto-end perspective. I learnt the importance of government policy and how critical talent is for the success of an organization,” she says.

After the merger of Diageo India with United Spirits, Sankaranarayan continues to look after the luxury brands in the company’s portfolio.

Anu Aggarwal, Senior Executive VP, Kotak Mahindra Bank Being recruited by Citibank on day one of placements at Jamnalal Bajaj Institute of Management is no small achievement and Anu Aggarwal still considers it the turning point in her career. After 12 years at Citi, where she worked primarily in risk management, Aggarwal moved to Kotak Mahindra Bank, which then had a nascent corporate banking practice, ready to take off. “Kotak was then, and continues to be, a very entrepreneurial organization.

It’s a great place to work for people who are driven.” At Kotak, Aggarwal is in charge of a new business group that integrates the corporate banking and investment banking requirements of 25 large clients.

The model has proved highly successful. Aggarwal is known to live and breathe banking and loves to discuss her work with her young daughter at home. “I outsource all work at home and spend all my time with my husband and daughter,” she says.

Born and raised in Chandigarh, Aggarwal financially supports a school for underprivileged children in the nearby village of Jagatpura, a project that her brother, who is based in Chandigarh, oversees.

Mrinalini Mirchandani, Partner, McKinsey & Company In a career spanning consulting, investment banking and headhunting, there’s been one common thread for Mrinalini Mirchandani: healthcare. “When you have a demanding career and there are so many other demands on your time, it helps to have a sense of purpose,” she says.

“I developed a passion for the healthcare industry in my first year at McKinsey, and that’s stayed with me.” From McKinsey, Mirchandani moved to DSP Merrill Lynch, just ahead of the collapse of Lehman, a bad time for investment banking. “At Merrill, I learnt the importance of resilience,” she says. “I also learnt how crucial growth is to survival.” Then, in a surprise move, she moved to Egon Zehnder. “By then, I had come to the conclusion that leadership mattered as much as finance or strategy.”

Mirchandani has rejoined McKinsey, where she is a member of the global pharma and healthcare practice.

Yaquta Mandviwala, Partner, Bain & Company India After a two-year stint at Citibank, her first job after graduating from IIM Calcutta, Yaquta Mandviwala joined Monitor Group, the consulting firm famously set up by Harvard strategy guru Michael Porter. Consulting assignments from MNC clients took her to Europe and the Middle East and Mandviwala quickly developed a passion for the job. “I love solving problems, which is what consulting is largely about,” she says.

Joining Bain & Co India as project manager in 2010, Mandviwala has now been made Partner, the first woman to be promoted to this level. She’s the head of Women@Bain and member of the Global Women’s Leadership Council, which works on promoting gender diversity in the firm. She’s also worked pro bono on preparing a five-year strategy document for her alma mater, along with Bain India chairman Sri Rajan, who is also an alumnus of IIM Calcutta.

Karuna Nundy, Advocate, Supreme Court of India She’s best known for fighting constitutional and human rights cases, but Karuna Nundy is also famous in the corporate world for her expertise in commercial law. She has represented a number of Indian and multinational companies in arbitration cases, corporate governance disputes and argued tax cases in the Supreme Court. “I enjoy the mathematical logic that goes with tax litigation,” she says. “There are so many fairly basic issues that are still being decided through these cases.”

Today, corporates also call Nundy for help in framing policies to prevent sexual harassment in the work place. The past decade has seen an increasing number of sexual harassment cases go up to the Supreme Court and companies are now looking to protect themselves from such expensive litigation. Nundy says she doesn’t entertain those that are entirely self-serving on these issues: “The companies that call me are the progressive ones who genuinely want to make sure there is no sexual harassment in their organisations.”

Bindu Ananth, Chair, IFMR Trust ICICI Bank in 2001 might not have been the obvious choice as a place for launching a career in rural development. But Bindu Ananth, freshly graduated frm IRMA, decided to start her career from ICICI’s nascent micro finance practice and she has no reason to regret it. “ICICI taught me to think big, solve problems with scale. And Nachiket Mor was a great boss,” she says.

After seven years at ICICI, Ananth took a two-year sabbatical to go to Harvard’s John F Kennedy School of Government. Soon after returning, she launched IFMR Trust. Ananth believes NGO promoters today can’t afford to go it alone as they may have in the past. “You need to build a community of peers and mentors who will support you and be brutally honest as well,” she says.

Amrita Pandey, Vice-president, Walt Disney Company (India) Two years into her first job at UTV Motion Pictures, Amrita Pandey was assigned to work on Rang de Basanti . She was responsible for everything, starting from green lighting to tracking the budget to marketing, distribution and release. “We were a small team then, just starting out in the movie business. So there was a lot of learning,” she says.

UTV has since merged into Disney and like many a movie character, Pandey has developed with time, starting off as a shy youngster and growing into a go-getter who is not afraid to ask for what she wants. “You can’t sit and wait for something to happen. If you go ask for what you want, there’s a 50% chance you’ll get it. But you also have to be prepared to hear ‘no’,” she says.

Lavanya Nalli, Vice-chairman, Nalli Group The Nalli brand is synonymous with silk saris in South India, and Lavanya Nalli was quite proud to join the family business after graduating with a degree in computer science from Anna University in Chennai. Four years later, she decided she needed to broaden her horizons.

First she went to Harvard for an MBA and followed this up with a two-year stint with McKinsey & Co in Chicago. Returning to India, she worked briefly with on-line fashion retailer Myntra before returning to the family business.

Since then, Nalli has set her mind to transforming the 88-year-old retail chain for modern times. Her projects include Nalli Next, which is for the new-age working woman. She’s also lent her name to a range of saris, with which she wants to bridge the gap between designer wear and mass market retailing.

How we did it Spencer Stuart and The Economic Times partnered for the second consecutive year to arrive at a final list of top women professionals. The study began by assembling a panel of highly accomplished jury members, responsible for the evaluation of India’s top women leaders. The methodology comprised two phases: research and assessment.

An initial list of 100 women leaders from corporate India was drawn up and this was condensed on the basis of in-depth market referencing and due diligence to a long list of 55, which was presented to the jury. The long list comprised a diverse mix of business professionals, entrepreneurs and owner professionals across a variety of industries.

A rigorous and systematic assessment process was carried out on the long list using criteria, predefined by the jury that focused on primarily four areas: business impact and ethics, contribution to the ecosystem and relative position in the industry. In the final jury meeting, each business leader was profiled and discussed in detail. Given the high quality of profiles on the shortlist, the jury had the difficult task of arriving at the final list of 34 Women Ahead.

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jazminebritney1 · 8 years ago

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ET Women Ahead: Corporate India's fastest rising women leaders – Economic Times

Lakshmi Venu,, Joint Managing Director, Sundaram Clayton

Travelling frequently between London and Chennai, Lakshmi Venu did her PhD in engineering management at University of Warwick even as she worked as vice-president for strategy at Sundaram Clayton.

Shinjini Kumar,, CEO, Paytm Payments Bank Looking back at her career trajectory, Shinjini Kumar muses that she hasn’t changed jobs as much as changed careers.

From starting out in journalism, to working at the RBI for 16 years to compliance to consultancy and now a payments bank.

When she wants to de-stress, the former journalist enjoys reading her husband’s poetry and offering ‘suggestions’ — not editing.

Zahabiya Khorakiwala,, Managing Director, Wockhardt Hospitals

Smita Bhagat,, Head, Branch Banking and E-commerce, HDFC Bank

Soon after Smita Bhagat joined HDFC as a trainee in Mumbai, a position opened up in her home town, Jaipur. “I volunteered and got the job. Nobody else wanted to work in a small town,” she says.

Monica Gupta,, Founder, Craftsvilla

Sucharita Mukherjee, CEO, IFMR Holdings

She’s learnt the importance of adaptability and motivating people in different cultures. “Your leadership style has to be tailored to the team you lead, depending on where you are,” she says.

She volunteers with Isha Vidya and Isha Green Hands, and was instrumental in setting up the Kripa Ram Sood Trust, which operates charitable polyclinics.

“Those days, we were simply known as the Frooti company. I started my career with Frooti, but I thought we should have a larger identity as a beverage company,” she says.

“Becoming the regional manager of a branch taught me how to lead large teams and work with people whose subject matter expertise was so much higher than my own,” she says.

After the merger of Diageo India with United Spirits, Sankaranarayan continues to look after the luxury brands in the company’s portfolio.

Mirchandani has rejoined McKinsey, where she is a member of the global pharma and healthcare practice.

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