Transformative Leadership: Shaping the Future of Manufacturing
Sudip Mazumder, Global Chief Digital & Information Officer, PGP Glass
Sudip Mazumder, the Global Chief Digital & Information Officer at PGP Glass Pvt Ltd, formerly known as Piramal Glass - a Blackstone portfolio company, recently shared his insights on leadership in manufacturing with Janifha Evangeline, Editor of Higher Education Review. His journey is a remarkable tapestry of innovation, strategic vision, and transformative leadership that has redefined the manufacturing landscape.
With over 30 years of global experience in IT, digital transformation, and AI, Sudip has been at the forefront of technology-driven change, helping organizations across multiple industries redefine their value delivery models. He is a firm believer in innovation, future capability development, and fostering the next generation of leadership.
In his illustrious career, Sudip has held key roles at L&T, TCS, Cognizant, and Lloyds Banking Group. His academic credentials include degrees from Calcutta University, IIT Bombay, and the University of Michigan’s Ross School of Business. Additionally, he serves as an adjunct professor at the Manipal Institute of Technology.
Sudip is a TEDx speaker and has delivered talks at prestigious events such as Oracle OpenWorld and other international seminars. He regularly visits top institutes in India to share his experiences and bridge the gap between academia and industry. Prepare to be inspired by Sudip's compelling narrative of resilience, commitment to excellence, and his relentless pursuit of innovation in the ever-evolving world of manufacturing.
What inspired you to pursue a career in the manufacturing industry and how did you begin your journey?
In many ways, it was serendipitous. Growing up in a steel city, with my father employed by the Steel Authority of India Limited, I was always closely connected to manufacturing. The steel industry and process manufacturing, in particular, have always appealed to me. I received training from the Avraham Godratt Institute in Amsterdam on the Drum-Buffer-Rope methodology, specifically within the steel industry context.
Pursuing a CXO role in pure manufacturing was an opportunity that presented itself to me. For over a decade, I had worked in organizations that had manufacturing alongside capital projects. I have always believed that much can be done within this industry in India to elevate it to the standards of advanced manufacturing nations.
Throughout my career, I have worked across various sectors, including manufacturing, discrete manufacturing, process industries, and assembly operations.
Take us through your educational journey and outside academics alongside the industry experience that you bring to the table.
As I mentioned earlier, I grew up in a steel city and completed my education up to the higher secondary level there. I then pursued a degree in Civil Engineering from the erstwhile Bengal Engineering College, a government institution affiliated with Calcutta University, now known as the Indian Institute of Engineering Science and Technology. Following that, I earned a Master of Management from the SJM School of Management at IIT Bombay, and I also completed a Diploma in Cyber Laws from Government Law College, Mumbai.
Outside of academics, I have a variety of passions. Sports have always been a significant part of my life, with Table Tennis being foremost. I played at the state level in West Bengal and also participated in the English League. I have also been involved in stage theatre, though my participation has diminished due to time constraints, but I would love to get back to it.
Sharing my experiences and challenges with students at various institutions is something I greatly enjoy. It is one way I give back to society and contribute to the future. As an adjunct professor at the Manipal Institute of Technology, I believe students need industry professionals now more than ever. While teachers excel in imparting foundational knowledge, I think those of us from the industry must engage with students to reinforce their learning with practical insights, empowering them to become more valuable and effective in their future careers.
Additionally, I try to contribute to national organizations in various ways. I currently chair the Digitalization for Tunneling and Underground Construction Committee for ASSOCHAM and serve as an executive member of the National Committee for Infrastructure at the Bengal Chamber of Commerce & Industry.
How did you develop your leadership style, and how has it evolved over time? Can you share an example of a difficult situation you had to face and the lessons you learned from it?
Leadership, in my view, is not something that can be taught in a classroom. Many leadership traits are inherent. If you reflect on your school days, you will notice that certain individuals naturally stood out as leaders. However, leadership skills can also evolve, shaped by the challenges we face, the decisions we make, and our ability to learn from both success and failure.
In my case, participating in sports helped build my confidence and gave me the courage to face failure without fear, a mindset I carry with me to this day. My leadership style is collaborative, experiential, and empowering, with a dose of assertiveness. I have honed my skills by learning from the people I have worked with, the organizations I have been part of, and the different cultures and challenges I have encountered. Continuous learning remains a core aspect of my approach to leadership.
One example that stands out from early in my career was a situation I encountered while managing a large business transformation program for a UK company. As a program manager in IT, I was accustomed to working long hours and coordinating across geographies. However, I was surprised to learn that staying late in the office required special approval due to labour norms and additional costs related to security, insurance, and utilities. This scenario, while simple, required me to adapt my thinking.
I had to understand the rules in place, engage in dialogue with the relevant stakeholders, and eventually find a solution that balanced the project’s needs with the organizational policies. Ultimately, we resolved the issue through dialogue and collaboration, offsetting the cost of extended hours with the cost of project delays. This experience reinforced the importance of understanding different perspectives, respecting institutional guardrails, and effectively communicating with stakeholders.
What leadership qualities do you believe are most important for success in the manufacturing industry? Looking back on your career, what are you most proud of?
While leadership challenges vary in intensity across industries, the underlying principles often remain the same. I have led large-scale IT, digital, and AI transformations, and today we are witnessing the rise of Gen AI-driven transformations. These transformations are complex, even in industries considered to be at the forefront of sophistication.
For technology leaders in manufacturing, subject matter expertise is essential. Leaders must exhibit both “thought leadership” and “action leadership,” building capable teams that can drive transformation. Additionally, technology leaders need a solid understanding of manufacturing, quality, processes, and finance to ensure investments are made with a clear value perspective.
Strategic thinking and awareness of emerging technology trends are critical, as they enable leaders to guide organizations toward informed investment decisions. Furthermore, leaders must delegate and empower transformation leaders within the organization, allowing them the freedom to explore and implement technologies that can enhance operational efficiency and productivity.
“Empathy and people-centricity are equally important in today’s uncertain environment. Respect for people, and understanding the challenges they face, is non-negotiable for any leader.”
What advice would you give to someone aspiring to reach a senior leadership position in manufacturing? What skills or experiences do you believe are essential for future leaders in the industry?
I would like to approach this from two perspectives: technology leaders in manufacturing, and manufacturing leaders themselves.
For technology leaders, it’s essential to stay informed about both technology and industry trends. Read extensively, subscribe to relevant journals, and engage with experts and peers. Walk the shop floor, interact with those on the ground, and maintain an open-door policy with your team. Support them in their initiatives and challenges.
For manufacturing leaders, collaboration with technology teams is vital. Today, innovation is often driven by digital, data, and IT advancements. Whether you are looking to boost productivity, enhance efficiency, or reduce waste, technology can be a key enabler. Manufacturing leaders must be willing to partner with their digital counterparts, working together to co-create solutions that bring meaningful improvements.
With over 30 years of global experience in IT, digital transformation, and AI, Sudip has been at the forefront of technology-driven change, helping organizations across multiple industries redefine their value delivery models. He is a firm believer in innovation, future capability development, and fostering the next generation of leadership.
In his illustrious career, Sudip has held key roles at L&T, TCS, Cognizant, and Lloyds Banking Group. His academic credentials include degrees from Calcutta University, IIT Bombay, and the University of Michigan’s Ross School of Business. Additionally, he serves as an adjunct professor at the Manipal Institute of Technology.
Sudip is a TEDx speaker and has delivered talks at prestigious events such as Oracle OpenWorld and other international seminars. He regularly visits top institutes in India to share his experiences and bridge the gap between academia and industry. Prepare to be inspired by Sudip's compelling narrative of resilience, commitment to excellence, and his relentless pursuit of innovation in the ever-evolving world of manufacturing.
What inspired you to pursue a career in the manufacturing industry and how did you begin your journey?
In many ways, it was serendipitous. Growing up in a steel city, with my father employed by the Steel Authority of India Limited, I was always closely connected to manufacturing. The steel industry and process manufacturing, in particular, have always appealed to me. I received training from the Avraham Godratt Institute in Amsterdam on the Drum-Buffer-Rope methodology, specifically within the steel industry context.
Pursuing a CXO role in pure manufacturing was an opportunity that presented itself to me. For over a decade, I had worked in organizations that had manufacturing alongside capital projects. I have always believed that much can be done within this industry in India to elevate it to the standards of advanced manufacturing nations.
Throughout my career, I have worked across various sectors, including manufacturing, discrete manufacturing, process industries, and assembly operations.
Take us through your educational journey and outside academics alongside the industry experience that you bring to the table.
As I mentioned earlier, I grew up in a steel city and completed my education up to the higher secondary level there. I then pursued a degree in Civil Engineering from the erstwhile Bengal Engineering College, a government institution affiliated with Calcutta University, now known as the Indian Institute of Engineering Science and Technology. Following that, I earned a Master of Management from the SJM School of Management at IIT Bombay, and I also completed a Diploma in Cyber Laws from Government Law College, Mumbai.
Outside of academics, I have a variety of passions. Sports have always been a significant part of my life, with Table Tennis being foremost. I played at the state level in West Bengal and also participated in the English League. I have also been involved in stage theatre, though my participation has diminished due to time constraints, but I would love to get back to it.
Sharing my experiences and challenges with students at various institutions is something I greatly enjoy. It is one way I give back to society and contribute to the future. As an adjunct professor at the Manipal Institute of Technology, I believe students need industry professionals now more than ever. While teachers excel in imparting foundational knowledge, I think those of us from the industry must engage with students to reinforce their learning with practical insights, empowering them to become more valuable and effective in their future careers.
Additionally, I try to contribute to national organizations in various ways. I currently chair the Digitalization for Tunneling and Underground Construction Committee for ASSOCHAM and serve as an executive member of the National Committee for Infrastructure at the Bengal Chamber of Commerce & Industry.
How did you develop your leadership style, and how has it evolved over time? Can you share an example of a difficult situation you had to face and the lessons you learned from it?
Leadership, in my view, is not something that can be taught in a classroom. Many leadership traits are inherent. If you reflect on your school days, you will notice that certain individuals naturally stood out as leaders. However, leadership skills can also evolve, shaped by the challenges we face, the decisions we make, and our ability to learn from both success and failure.
In my case, participating in sports helped build my confidence and gave me the courage to face failure without fear, a mindset I carry with me to this day. My leadership style is collaborative, experiential, and empowering, with a dose of assertiveness. I have honed my skills by learning from the people I have worked with, the organizations I have been part of, and the different cultures and challenges I have encountered. Continuous learning remains a core aspect of my approach to leadership.
One example that stands out from early in my career was a situation I encountered while managing a large business transformation program for a UK company. As a program manager in IT, I was accustomed to working long hours and coordinating across geographies. However, I was surprised to learn that staying late in the office required special approval due to labour norms and additional costs related to security, insurance, and utilities. This scenario, while simple, required me to adapt my thinking.
I had to understand the rules in place, engage in dialogue with the relevant stakeholders, and eventually find a solution that balanced the project’s needs with the organizational policies. Ultimately, we resolved the issue through dialogue and collaboration, offsetting the cost of extended hours with the cost of project delays. This experience reinforced the importance of understanding different perspectives, respecting institutional guardrails, and effectively communicating with stakeholders.
What leadership qualities do you believe are most important for success in the manufacturing industry? Looking back on your career, what are you most proud of?
While leadership challenges vary in intensity across industries, the underlying principles often remain the same. I have led large-scale IT, digital, and AI transformations, and today we are witnessing the rise of Gen AI-driven transformations. These transformations are complex, even in industries considered to be at the forefront of sophistication.
For technology leaders in manufacturing, subject matter expertise is essential. Leaders must exhibit both “thought leadership” and “action leadership,” building capable teams that can drive transformation. Additionally, technology leaders need a solid understanding of manufacturing, quality, processes, and finance to ensure investments are made with a clear value perspective.
Strategic thinking and awareness of emerging technology trends are critical, as they enable leaders to guide organizations toward informed investment decisions. Furthermore, leaders must delegate and empower transformation leaders within the organization, allowing them the freedom to explore and implement technologies that can enhance operational efficiency and productivity.
“Empathy and people-centricity are equally important in today’s uncertain environment. Respect for people, and understanding the challenges they face, is non-negotiable for any leader.”
What advice would you give to someone aspiring to reach a senior leadership position in manufacturing? What skills or experiences do you believe are essential for future leaders in the industry?
I would like to approach this from two perspectives: technology leaders in manufacturing, and manufacturing leaders themselves.
For technology leaders, it’s essential to stay informed about both technology and industry trends. Read extensively, subscribe to relevant journals, and engage with experts and peers. Walk the shop floor, interact with those on the ground, and maintain an open-door policy with your team. Support them in their initiatives and challenges.
For manufacturing leaders, collaboration with technology teams is vital. Today, innovation is often driven by digital, data, and IT advancements. Whether you are looking to boost productivity, enhance efficiency, or reduce waste, technology can be a key enabler. Manufacturing leaders must be willing to partner with their digital counterparts, working together to co-create solutions that bring meaningful improvements.
