Sreedevi Palit, Cognizant’s Head of Diversity and Inclusion in India, outlines a strategic shift from passive policy to active “allyship” and mentorship. By addressing the psychological barriers of imposter syndrome and the structural hurdles of caregiving, the IT giant aims to transform the “Give to Gain” philosophy into a measurable economic multiplier.
The global technology sector has long grappled with a “leaky pipeline”—a phenomenon where talented women exit the workforce at mid-career levels due to the compounding pressures of biological clocks, societal expectations, and rigid corporate structures. At Cognizant, one of the world’s leading professional services companies, the strategy to plug this leak is moving beyond mere rhetoric. Sreedevi Palit, Director of Human Resources and Head of Diversity and Inclusion (D&I) for India, argues that the path to true equity requires a fundamental recalibration of how leadership is defined and how support systems are built.
As the world observes International Women’s Day 2026 under the theme ‘Give to Gain,’ Palit emphasizes that mentorship and “paying it forward” are not just philanthropic gestures; they are essential economic drivers. In an industry where specialized talent is the primary currency, losing experienced women leaders is a cost no organization can afford. Palit’s journey—spanning two decades at the firm—serves as the blueprint for several flagship initiatives designed to ensure that the “glass ceiling” isn’t just cracked, but dismantled.
Dismantling the Psychology of the ‘Imposter’
One of the most pervasive barriers to female advancement is internal: the imposter syndrome. Palit points to a stark disparity in how genders approach opportunity. Statistics frequently suggest that men will apply for a promotion if they meet 50% of the criteria, whereas women often feel they must check 90% or 100% of the boxes before stepping forward.
“Imposter syndrome is a killer,” Palit notes, urging young professionals to “just go for it.” She argues that the narrative in a woman’s head must shift from a quest for perfection to a mindset of growth. To combat this, Cognizant launched the Propel program in 2018. Targeted at senior-level women, Propel focuses on personal branding, building robust support networks, and internalizing the value of their unique contributions. By the start of 2026, the program had seen 30 global cohorts, successfully amplifying the visibility of female leaders within the organization’s massive global footprint.
For those at the mid-career level, the challenge is often more visceral. This is the stage where “life happens”—maternity, elder care, and the rising “guilt” of balancing professional ambition with domestic responsibility. Cognizant’s RISE program was specifically engineered for this demographic. It provides tools for financial literacy, networking, and, crucially, a framework for defining work-life balance without the weight of self-pity or comparison.
The Architecture of Inclusion: SHAKTI and Beyond
The transition from policy to practice is where many D&I efforts fail. To prevent this, Palit spearheaded the SHAKTI initiative in 2023. SHAKTI serves as an umbrella for a suite of women-centric policies, including Be Gritty for freshers and MATRI, a specialized program focused on the pre- and post-maternity transition.
“It’s about building an ecosystem,” Palit explains. The goal of MATRI is to ensure that a maternity break is viewed as a “powering down” rather than a “dropping out.” In a fast-paced IT environment where technical skills can become obsolete in months, the program encourages continuous learning and provides sponsors who advocate for the employee in their absence. This ensures that when a woman returns, she isn’t starting from zero, but stepping back into a role that has been preserved and prepared for her return.
However, Palit is candid about the fact that women cannot solve the gender gap alone. The concept of allyship is central to her vision, though she admits it is often difficult to implement in high-pressure environments. To bridge this gap, Cognizant utilizes “allyship labs.” These are not standard HR training sessions; they are interactive spaces where managers—both men and women—work through real-world scenarios, such as how to effectively integrate a team member returning from a long-term health or family break.
Reframing the Leadership Archetype
A significant portion of Palit’s philosophy involves challenging the “masculine” default of leadership. In many corporate cultures, the same traits praised in men—assertiveness, decisiveness, and ambition—are often labeled as “aggressive” or “nagging” when displayed by women.
“You do not necessarily have to be the man in the room,” Palit asserts. She encourages women to bring their authentic lived experiences to the table. This perspective was forged during her own early career stint in the United Kingdom, where she learned that navigating a multi-cultural organization required curiosity and a lack of judgment—the very seeds of inclusion.
By reframing leadership to include empathy, collaboration, and multi-dimensional problem-solving, Palit believes organizations can unlock a “multiplier effect.” The “Give to Gain” theme suggests that when organizations intentionally provide visibility to under-represented groups, the entire ecosystem thrives. It is a move away from the “zero-sum game” mentality—the idea that giving to one group subtracts from another.
A Call to Action for 2026
As the conversation around pay parity and board representation continues, Palit’s message remains grounded in intentionality. For the individual, it is about being one’s own best advocate and finding mentors who will “stick their neck out.” For the organization, it is about measurement.
“Unless it’s measured, it still remains a rhetoric,” Palit warns. At Cognizant, senior leaders are now held to commitment plans where definitive actions regarding D&I are tracked and analyzed. This data-driven approach ensures that the “Give to Gain” philosophy is not just a slogan for Women’s Day, but a permanent fixture of the corporate strategy.
As the IT sector continues to evolve through the lens of AI and rapid digital transformation, the human element—specifically the diverse perspectives of women—will be the deciding factor in which companies lead and which ones lag. Palit’s advice to those entering this fray is simple: define your goals, find your sponsors, and never stop learning. The long road to equality is paved with intentional moves and the courage to stop looking over one’s shoulder.
