Sheenu Chawla Grover : Making India Self-Reliant In Semiconductor Design
Sheenu Chawla Grover
Director
Her professional journey unfolds in distinct phases, each marked by significant contributions to the semiconductor industry. Initially, she honed her expertise in semiconductor chip design with industry giants like Intel, Texas Instruments, and Freescale/ Motorola, focusing on technical innovation and engineering excellence. Following her MBA from INSEAD, France, she shifted to sales and product management, engaging directly with customers and driving product development.
In the past three years, her career has been rooted in India's dynamic startup ecosystem, particularly within the semiconductor sector a field with immense potential following the semiconductor shortage in the country. Through her current role at L&T Semiconductor, she aims to reduce India's dependency on external electronic component sources. This initiative not only addresses immediate industry needs but also positions India as a significant global player in semiconductor technology. The foundation to this illustrious career was laid at Thapar Institute of Engineering and Technology. CEO Insights is privileged to interview her to learn more about her journey, plans, and the impact Thapar Institute has had on her life.
Could you share with us the unique experiences offered by Thapar Institute of Engineering & Technology and what you gained beyond academics during your time there?
Albeit a memory of a long time, certain experiences remain vividly impactful even after 20
years. The institute provided a holistic education, blending academics with essential life skills. Thapar was instrumental in instilling discipline. It has been renowned for imparting not just technical knowledge but also a strong sense of work ethic and responsibility. The institute's curriculum balanced classroom learning with extracurricular activities, and helped us learn time management skills. We were expected to maintain a rigorous academic schedule while actively participating in various campus activities.
These qualities have been invaluable in my professional life, shaping how I approach work and manage time. The institute taught us to balance our enthusiasm with preparation for future challenges. In essence, Thapar provided more than just an education; it offered life lessons that have profoundly influenced my career and personal growth.
Could you share your leadership approach with us?
I believe in being deeply involved in team activities while also trusting and delegating tasks to others, allowing them the autonomy to execute and showcase their abilities. During times of uncertainty, I adopt a hands-on approach, working alongside the team to navigate challenges, which builds mutual respect and sets an example. Conversely, during stable times, I delegate tasks and give individuals space to deliver results independently, giving space for skill development. Cultivating a culture of trust within the team is paramount, as mutual reliance is the foundation of effective teamwork and collective success. While perfection is unattainable, balancing involvement and delegation is key to my leadership style. It is important to nurture the team like a family.
What were the initial challenges you faced as a leader?
As a leader, the initial hurdle is often around building credibility, particularly when stepping into new roles or organizations. Credibility is earned through a track record of thoughtful decision-making and consistent performance over time. This trust enables leaders to effectively influence and implement decisions within their teams and across the organization.
Focus on networking because opportunities can emerge from anyone, anywhere, at any time. Also, luck plays a huge role in bringing success at the right moment
These qualities have been invaluable in my professional life, shaping how I approach work and manage time. The institute taught us to balance our enthusiasm with preparation for future challenges. In essence, Thapar provided more than just an education; it offered life lessons that have profoundly influenced my career and personal growth.
Could you share your leadership approach with us?
I believe in being deeply involved in team activities while also trusting and delegating tasks to others, allowing them the autonomy to execute and showcase their abilities. During times of uncertainty, I adopt a hands-on approach, working alongside the team to navigate challenges, which builds mutual respect and sets an example. Conversely, during stable times, I delegate tasks and give individuals space to deliver results independently, giving space for skill development. Cultivating a culture of trust within the team is paramount, as mutual reliance is the foundation of effective teamwork and collective success. While perfection is unattainable, balancing involvement and delegation is key to my leadership style. It is important to nurture the team like a family.
What were the initial challenges you faced as a leader?
As a leader, the initial hurdle is often around building credibility, particularly when stepping into new roles or organizations. Credibility is earned through a track record of thoughtful decision-making and consistent performance over time. This trust enables leaders to effectively influence and implement decisions within their teams and across the organization.
Whether transitioning into a new environment or leading from within, maintaining a strong reputation is key. Even amid occasional setbacks, your credibility can reinforce hope and trust among colleagues and stake holders.
Managing a team further amplifies these challenges. It requires a delicate balance of professional growth and personal support. Team management can be compared to parenting, particularly in the context of Indian organizational dynamics. Nurturing a team entails fostering professional development while also providing the necessary personal encouragement and guidance.
Looking ahead, what are your future plans and aspirations?
Defining a clear path forward can be challenging, but my goal is to create something uniquely my own. L&T Semiconductor somehow embodies this pursuit, because as one of the first hires, I had an opportunity to be instrumental in building this organization from scratch. This dynamic environment offers immense excitement, akin to a startup's buzz under the prestigious L&T banner.
For the next few years, I envision dedicating myself to shaping L&T Semiconductor into a strong entity in the sector. My ultimate vision for the company is to develop and design indigenous chips in India for diverse applications.
Give a piece of advice for aspiring industry leaders.
At one point in life, I felt that success was elusive because things weren't happening as I had envisioned. However, I realized that luck and being in the right place at the right time play a crucial role, which we often overlook when making plans.
One key suggestion is to focus on networking extensively. Cast a wide net and don’t give up - good things are in store for everyone who keeps trying. Remember, networking requires effort, and while you may not see immediate results, every con-nection is potentially an asset for your growth.
Sheenu Chawla Grover, Director, L&T Semiconductor
In her role at L&T Semiconductor, Sheenu manages New Product Introduction (NPI) programs with a focus on reducing dependency on external electronic components. Her goal is to produce a diverse range of chips, from basic designs to advanced AI accelerators, meeting India's varied technological needs.
Managing a team further amplifies these challenges. It requires a delicate balance of professional growth and personal support. Team management can be compared to parenting, particularly in the context of Indian organizational dynamics. Nurturing a team entails fostering professional development while also providing the necessary personal encouragement and guidance.
Looking ahead, what are your future plans and aspirations?
Defining a clear path forward can be challenging, but my goal is to create something uniquely my own. L&T Semiconductor somehow embodies this pursuit, because as one of the first hires, I had an opportunity to be instrumental in building this organization from scratch. This dynamic environment offers immense excitement, akin to a startup's buzz under the prestigious L&T banner.
For the next few years, I envision dedicating myself to shaping L&T Semiconductor into a strong entity in the sector. My ultimate vision for the company is to develop and design indigenous chips in India for diverse applications.
Give a piece of advice for aspiring industry leaders.
At one point in life, I felt that success was elusive because things weren't happening as I had envisioned. However, I realized that luck and being in the right place at the right time play a crucial role, which we often overlook when making plans.
One key suggestion is to focus on networking extensively. Cast a wide net and don’t give up - good things are in store for everyone who keeps trying. Remember, networking requires effort, and while you may not see immediate results, every con-nection is potentially an asset for your growth.
Sheenu Chawla Grover, Director, L&T Semiconductor
In her role at L&T Semiconductor, Sheenu manages New Product Introduction (NPI) programs with a focus on reducing dependency on external electronic components. Her goal is to produce a diverse range of chips, from basic designs to advanced AI accelerators, meeting India's varied technological needs.