Bhide, who has been closely associated with major infrastructure execution in Mumbai, said that timely project delivery depends less on gender and more on leadership intent, but added that women leaders often demonstrate a heightened sense of responsibility. “I think women’s leadership brings a sense of accountability and ownership, which makes a difference,” she said.
Drawing from her experience in handling complex infrastructure projects, she stressed that delays and cost overruns are largely a result of diffused responsibility. According to her, a hands-on approach is critical to execution. “Unless you take ownership and responsibility, projects won’t move,” Bhide said, adding that leadership must actively drive decision-making rather than allowing issues to linger.
She explained that her approach to public projects has been similar to that of a corporate executive, with a sharp focus on efficiency and timelines. “I approached projects like the CEO of a private company—thinking about cost and time overruns and the implications of delays,” she noted.
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Bhide also pointed out that indecision and deferral of responsibility often derail progress in the public sector. “Sometimes people leave things to providence and allow them to unfold on their own,” she said, emphasising that such an approach is counterproductive in infrastructure development.
Her tenure in infrastructure roles since 2008 has reinforced the importance of immediate problem-solving and continuity in leadership. She underlined that pushing decisions forward rather than passing them on is key to ensuring outcomes. “I didn’t leave things for the next officer,” she said, adding that this approach helped complete most of her projects within a reasonable timeframe.
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