Srikanth Jampa

Most Influential Leaders In India 2024 logo

Inspiring Action, Influencing Generations

Srikanth Jampa

Associate Vice President (Oil & Gas),

Ion Exchange India Ltd

In today’s ever-evolving world, women are inc.reasingly becoming the catalysts for transformative change. Today, women have reached remarkable milestones and have had a profound impact on society. One exemplary leader driving significant change and nurturing the next generation of leaders is Ranjana Maitra. Transitioning from a thriving corporate career at two large global companies TCS (Tata Consultancy Services) and Wipro, Ranjana has emerged as an inspiring figure in the domain of international higher education. As the Country Head-International, brand ambassador and esteemed alumna of the University of New Haven in West Haven, Connecticut, USA, her narrative is one marked by passion, unwavering commitment, and a profound belief in the transformative potential of education. Ranjana’s professional journey is a testament to her adept leadership and entrepreneurial acumen, garnered over two and a half decades in the tech industry, particularly in healthcare and life sciences. Her accomplishments include successfully establishing new businesses, overseeing global centres of delivery excellence, and orchestrating turnarounds for acquired ventures. In her role as the global life sciences at Wipro in DOP (Digital Operations & Platforms), Ranjana spearheaded significant advancements, consistently surpassing growth targets, redefining global service delivery models, and leading the charge in securing new clients. Yet Ranjana’s story is not merely one of corporate triumphs. It is rooted in a progressive upbringing and a pivotal master’s degree pursuit in the US that ignited her passion for education. The shift to international higher education was a logical progression, driven by her dedication to learning and perpetual improvement and taking up challenges. As the Country Head-International at the University of New Haven, Ranjana wears multiple hats, serving, along with the university’s newly appointed president Jens Frederiksen, as the university’s face and voice globally. Engaging with bright talents and partners, she actively contributes to fostering a global community ardently dedicated to quality education. In her capacity as a brand ambassador, Ranjana plays a proactive role in activities designed to enhance stakeholders’ understanding of the University of New Haven’s brand. Her focus spans international education counselling, partner university relationship management, enrollment management/recruitments, and thought leadership advocacy in international education. In a short span, Ranjana was able to increase the brand value of her alma mater multi-fold. She also remarkably increased student enrolment globally, especially for STEM degrees. TradeFlock interviewed Ranjana to understand more about her profound commitment to the transformative influence of education and her unyielding pursuit of excellence. Srikanth’s philosophy of change underscores his career, driving initiatives that significantly amplify environmental sustainability. In his interview with TradeFlock, he shared insights from his formative leadership experiences, highlighting his role in guiding aspiring leaders toward a broader understanding of their goals and contributions. His narrative is not just environmental stewardship but a story of influential leadership that motivates others to follow in his footsteps. Discover more about Srikanth’s unique leadership style and his mantra for success, which exemplifies the essence of modern leadership.

What was your first recollection of experiencing great leadership?

Imagine standing at the edge of a huge, open space, like the edge of a Grand Canyon. It feels big and full of chances to explore. That’s what it felt like when I first stepped into a big leadership role at G.E India Industrial Private Limited. It wasn’t about being in charge; it was about seeing a bigger picture, like looking at a map and finding where we all fit.
In that role, I was like a guide, pointing out the best paths to take and making sure everyone felt important and included. I helped my team see how their work mattered, how each person added something special, and how, together, we can achieve greatness.
I’m really proud when I look back, 10 years later, and see those I worked with have become amazing leaders themselves. And now, in my current job, I had the great experience of building up an SBU in my present organisation for hydrocarbon process chemicals. It’s like gathering a group of different musicians to form a band. Each one brings their own instrument and style, but together, we make music that takes us to new heights. It’s all about finding the right people, bringing them together, and helping everyone play their part in the big picture.

In the landscape of environmental leadership, the true measure of success is not just in achieving goals but in awakening a collective conscience toward conservation. It's about crafting a legacy of responsibility, innovation, and empowerment for the earth that sustains us.

What is your success mantra?

“Take care of your team and the results will automatically be taken care of by itself” – This is my only mantra.
My team is my greatest asset. I believe in providing them with regular training to sharpen their skills, involving them in key decisions, and giving them the freedom to make choices on their own. But what really makes a difference is acknowledging their achievements, no matter how small. This recognition not only boosts their motivation but also inspires them to aim for even higher goals.

What are your hobbies and how do you keep up with tech trends?

I enjoy singing, especially tunes by Kishore Kumar and S.P. Balasubrahmanyam, as well as melodies composed by Ilayaraja—they’re soothing for my soul. I’ve even had the thrilling opportunity to sing a song for a movie, though the audio launch is still on the horizon.
Cooking is another passion of mine, with Chicken Biryani as my top dish to prepare. As for staying updated with the latest in technology and trends, I weave this into my daily routines, ensuring that my interests not only relax me but also keep me connected to the evolving world.

How has your leadership style evolved, and who has significantly influenced your approach?

My leadership approach has significantly evolved over the past twenty years, transitioning towards a more inclusive model. This approach is critical in today’s world because, while we have the necessary resources and the potential to develop more, the real challenge lies in effectively leveraging these resources to bring technology and innovation to the masses. Ultimately, it’s up to us, the people, to make this happen; neither science nor AI can achieve this on their own.
When these individuals join an organisation with its distinct culture, resistance is common, at least initially. This period of adjustment, where team members adapt to the new organisational culture, typically lasts between three to four years. I view this as a general rule for assimilation into a new work environment.

Please share a time when you made a difficult decision and what was the outcome. What has the biggest learning from it?

Although the phrase “Great Resignation” has been discussed a lot lately, I really started to see what it meant when I stepped into a leadership role at a previous job. There, I saw first-hand the challenges it brought: 30% of people had quit, 50% were new and still learning the ropes, and the last 20% weren’t sure about their chances of growing in the company.
The hardest part was dealing with those who had decided to leave, often because they were unhappy or didn’t fit in with how we did things. It took some time, but by talking to them, I began to understand where they were coming from and what they hoped for in the future. We worked together on a plan to help them grow, and I’m really happy to say it worked out well for them in the end.
Regarding the newbies, it’s not that they didn’t have skills; they just came from different work backgrounds. So, the goal was to get everyone on the same page about what we were aiming for as a company and what they wanted in their careers. This part was a bit easier for me because they came with fresh ideas and a lot of energy. My job was to take those ideas and shape them into something that could really help us all do better.

How can leaders today equip young professionals for future leadership roles?

“Inclusive leadership” is the only solution that should overlap any authoritative leadership and without any hierarchical discrimination. Give the new aspirants the opportunities to make individual decisions initially on lower scales, let them make mistakes because that’s something we all do, and coach them, but do not play their game all by yourself. Motivate them whenever you can and give credit to them in front of the management, giving them a sense of how important they are and their contributions that are taking the organisation forward. This fosters a sense of belonging and significance, paving the way to leadership.
















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