Beyond IWD: Marico’s CMO on why gender conversations can’t be a one-day affair

Another International Women’s Day has come and gone, bringing with it the usual wave of brand campaigns, corporate panels, and social media pledges. But once the hashtags stop trending, what really changes? Does the push for gender equality continue, or does it quietly fade into the background until next March?

For Somasree Bose Awasthi, CMO of Marico, gender equity isn’t just a talking point—it’s a business imperative. Marico, one of India’s leading consumer goods companies, is home to household brands like Parachute, Saffola, and Livon, with a footprint spanning haircare, skincare, wellness, and foods. The company has built its success on consumer trust and brand innovation, but Awasthi knows that true progress isn’t just about market growth—it’s also about fostering an inclusive workplace that empowers women at every level.

Leading marketing at a company of this scale, Awasthi is deeply aware of the structural challenges women face in leadership—from workplace biases and societal expectations to the constant pressure to ‘have it all’. She champions initiatives like Marico’s Neo Mama Network, designed to support new mothers in the workforce, and pushes for representation in leadership, with a vision to see 50% women in marketing leadership by 2030.

In this interview with Campaign Asia, Awasthi talks about on how the brand is working to break gender stereotypes in advertising, the critical changes still needed to retain and elevate women in the industry, and why companies can’t afford to treat gender equality as just another one-day campaign.

Campaign: Indra Nooyi famously spoke about the 'three demands' on women: family, career, and self. In the Indian context, where societal expectations around marriage, motherhood, and family duty can be particularly strong, how have you personally navigated these pressures as a CMO? What's your advice to young Indian women who are told they can't 'have it all' and are forced to choose between tradition and ambition? How can companies better support women in managing these often-conflicting demands?

Awasthi: I believe it is essential to maintain a balance between personal and professional life by setting expectations and prioritising open communication with both family and colleagues. The pressure to 'have it all' can be overwhelming without the support of those around you, whether at work or at home. Balancing time equally between both aspects is rarely possible. 

I don’t think anyone can divide their time equally between work and home—it’s about making trade-offs based on priorities. Some days, work takes up most of my energy, and I rely on my family for support. Other days, my focus shifts to home, and I trust my colleagues to step in. Expecting to do everything perfectly all the time is unrealistic.

To help employees manage these demands, companies can implement flexible work arrangements, provide access to mentorship and networking opportunities, and foster an inclusive culture that values diverse perspectives and experiences. At Marico, we promote a culture of innovation and empowerment, allowing teams to drive various programmes. We offer flexible work arrangements wherever needed, focusing not on working hours but on outcomes and impact. By doing so, we can empower teams to thrive in both their personal and professional lives, ultimately driving growth and innovation within our organisations.

What's one initiative at Marico that you're genuinely proud of, and why? What positive impact has it had on the lives of women, either within the company or in the wider community?

Marico’s Neo Mama Network supports new and expecting mothers by providing a space to connect, share experiences, and access resources. This has helped increase retention rates among new mothers and improved overall well-being. It’s a simple idea—support women during a critical stage of life, and they’re more likely to stay in the workforce. We’ve seen the impact, and we’re working to expand it.

Name one Indian woman, outside the corporate world, who inspires you to fight for gender equality and why.

There isn’t just one. Savitribai Phule, Sarojini Naidu, Kalpana Chawla, Kiran Bedi. All these women broke barriers and challenged norms. But inspiration doesn’t always come from famous figures. I see it in my family, my colleagues, and women around me who push forward despite challenges.

What concrete steps is Marico taking to identify and eliminate unconscious biases in its marketing? Do you have these conversations with your creative teams? Are they held accountable?

We strive to challenge gender stereotypes and redefine traditional roles through our campaigns. In our function, impact and outcomes matter most. From our internal brand teams to our agency partners, we all work towards a shared goal of challenging convention, which includes breaking free from gender stereotypes.

Our communications for women-centric haircare brands like Parachute Advansed, Livon, and Nihar aim to empower consumers with bold messages that break barriers.

As part of Livon’s 'Uncut With Livon' #ExpressWithPride campaign, we collaborated with leading content creators to have candid, unfiltered conversations about taboo topics, celebrating Pride Month and the queer community.

For Nihar Naturals’ #UnStereotype campaign, we highlighted how hair is a celebration of one’s unique beauty, not a measure of their abilities—challenging the stereotypes often associated with hair.

Through these intentional yet impactful steps, we ensure our brands contribute positively to society and spark meaningful conversations—using advertising as a tool for change and social good.

If you could achieve one radical change for Indian women in marketing by IWD 2030, what would it be? How are you leveraging your position as CMO to make that a reality, starting today?

I want to see women holding at least 50% of leadership roles in marketing. Right now, women make up 58% of Marico’s marketing team, but leadership representation across the industry is heavily skewed.

We need to stop treating this as a pipeline issue because the talent exists. The real problem is bias in hiring and promotions, lack of flexibility, and limited mentorship for women in senior roles. Fix these, and leadership representation will increase.

What are the top three things that need to change in the Indian marketing landscape to enable more women to reach leadership positions?

Three key areas must change for this to happen:

1.     Eliminating biases: Companies must actively recruit and promote female talent, ensuring equal opportunities for advancement, complemented by flexible work arrangements.

2.     Building a culture of inclusivity and mentorship: Dedicated programmes can help women overcome career obstacles and develop essential skills.

3.     Addressing unconscious bias: Diversity training, sensitisation, and transparent evaluation criteria must be implemented to ensure women are assessed fairly on merit alone.

What's one piece of advice you would give to your younger self just starting out in marketing, knowing what you know now? 

If I could give one piece of advice to my younger self, it would be to be fearless and take calculated risks. Don’t be afraid to challenge the status quo, speak up, and assert your ideas. The marketing landscape is constantly evolving, and being bold and adaptable will serve you well. Taking on challenging roles early in your career is crucial for growth and exposure.

What are you most optimistic about for the future of women in Indian business?

I believe the next decade will bring a significant shift in representation and empowerment. With increasing conversations around diversity, equity, and inclusion, I’m hopeful that more organisations will commit to creating a level playing field. Women-led startups, mentorship programmes, and networking initiatives will fuel this momentum, contributing to a more inclusive and dynamic business environment in India.

For women considering a career in corporate India, it’s crucial to define their goals, role expectations, and desired impact. They must anticipate and prepare for personal life changes while ensuring open communication with leaders and HR teams to access growth opportunities. Organisations must also prioritise workplace safety, especially in roles like sales.

Who is one person (male or female) who took a chance on you early in your career and helped you reach your potential? How did they support you, and what impact did their mentorship have on your trajectory?

Having a mentor early in a corporate career can be a game-changer for women. It’s like having a guiding light, someone who provides invaluable advice and support while helping navigate the challenges of the corporate world.

Nisaba Godrej, (photo below), now the executive chair, Godrej Consumer Products, took a chance on me early in my career, empowering me to take on the challenge of building a brand and entering a new category—haircare. She entrusted me with this responsibility, and the rest is history. Her unwavering support gave me confidence, knowledge, and connections that shaped my career.

Nisaba Godrej, executive chair, Godrej Consumer Products Limited

What's your favourite Indian comfort food or treat that you indulge in after a long day?

A bowl of hot Maggi noodles paired with a freshly brewed cup of coffee—the ultimate comfort food!