Shikha Tripathi   

My professional journey has been shaped by a simple belief: strategy is not only about making decisions for an organisation; it is about anticipating change, understanding its implications and creating pathways for others to navigate it successfully. An engineer by background, with an M.Tech in Mechatronics, I began my career at the intersection of technology, manufacturing and public policy. My early experience with the Department for Promotion of Industry and Internal Trade (DPIIT) and the Ministry of Heavy Industries gave me an opportunity to understand policymaking from within government and to contribute to initiatives impacting the manufacturing and capital goods sectors. Over the last four years, as Director – Government Affairs & Public Policy at the Automotive Components Manufacturers Association of India (ACMA), I have transitioned from understanding policy to actively shaping strategic policy outcomes for one of India’s most important manufacturing sectors. ACMA represents over 1,000 manufacturers contributing more than 85% of India’s auto-component industry turnover. My role sits at a critical intersection of industry, government, trade and global economic developments. I work on issues where policy decisions can directly influence the competitiveness, investment decisions, cost structures and global positioning of Indian auto-component manufacturers. My work spans trade policy and FTAs, export strategy, customs and taxation, localisation, quality regulations, supply-chain resilience, technology transition and emerging geopolitical risks. A significant part of my responsibility is to convert complex policy and regulatory developments into clear strategic positions for industry and constructive recommendations for government. This requires not only technical understanding, but also the ability to bring together diverse stakeholders, identify common interests and build consensus around practical solutions. I have worked closely with key ministries and government institutions, including the Ministry of Heavy Industries, Ministry of Commerce & Industry, MoRTH, Ministry of Environment & Forests, Ministry of Consumer Affairs and NITI Aayog, as part of ACMA’s policy engagement. I have also been involved in strengthening India’s engagement with international markets and trade partners, supporting the industry’s efforts to expand its footprint in global value chains. What makes my work particularly relevant to the Women India Strategy Award is the nature of the impact. The strategies I work on are not confined to one organisation or one business decision. They influence the broader operating environment for an industry that contributes around 2.5% of India’s GDP, employs approximately 50 lakh people and recorded a turnover of USD 80.2 billion in FY25. I see strategic leadership as the ability to connect the present with what lies ahead. Whether responding to changing global trade dynamics, building resilient supply chains, enabling exports or ensuring that Indian manufacturing remains competitive, my objective has consistently been to anticipate challenges, bring stakeholders together and help shape solutions before challenges become constraints. My journey—from engineering and government policy to leading strategic industry-policy engagement—reflects this philosophy. I believe my experience demonstrates how strategic thinking, policy understanding and stakeholder leadership can collectively create impact far beyond an individual role, making me a strong candidate for the Women India Strategy Award.