Women in Healthcare: Dr Jyoti Bajpai on Breaking Barriers in Oncology
By Arunima Rajan
In an interview with Arunima Rajan, Dr Jyoti Bajpai, lead, medical and precision oncology, Apollo Hospitals, Navi Mumbai says that it is a paradox that women form the backbone of healthcare yet remain underrepresented in leadership.
What are the societal perceptions of women in STEM that you had to overcome to be where you are today?
When I began my journey in STEM, I was met with unspoken biases—assumptions that women might not endure the rigors of oncology, that leadership in this space was best suited for men, and that balancing a demanding career with personal responsibilities would be too difficult. These perceptions were limiting, but I refused to let them define me. Instead, I chose to let my work speak louder than any preconceived notions. Over time, with perseverance and unwavering commitment to patient care, I built a place for myself. Today, as the Lead Consultant for Medical and Precision Oncology at Apollo Cancer Centre, I have had the privilege of launching the Rare Cancer Clinic, a first-of-its-kind initiative dedicated to patients battling rare and often overlooked cancers. Through this, I hope to not only advance medical care but also inspire the next generation of women to step into this field with confidence and conviction.
Dr Jyoti Bajpai, Lead, Medical and Precision Oncology, Apollo Hospitals, Navi Mumbai
Women make up 70% of the global healthcare workforce, yet they occupy only a fraction of leadership positions. How do you think institutions can address this imbalance?
It is a paradox that women form the backbone of healthcare yet remain underrepresented in leadership. I’m in leadership positions in many prestigious international societies like the Global Access and Impact Committee for Society for Immunotherapy of Cancer; Core Committee of European Society for Medical Oncology, etc. I’m a mentor at the European School of Oncology, Women for Oncology, Sarcoma Alliance for Research through Collaboration, etc as well. I’ve observed that addressing this imbalance requires structural and cultural shifts within organisations. First, mentorship programmes that actively guide and support women must become a priority. Second, leadership training must be designed with inclusivity in mind, ensuring women gain the necessary tools and confidence to step into decision-making roles. At an institutional level, policies must foster a fair and unbiased workplace, allowing talent to shine irrespective of gender. More than anything, we need a collective shift in mindset—organisations must recognise that diverse leadership leads to better patient outcomes, innovative solutions, and stronger healthcare systems.
What inspired you to take up medicine?
I have been fortunate to have incredible mentors who shaped my journey. At Tata Memorial Centre and Johns Hopkins, I learned that empathy is as crucial as expertise—patients are not just cases, they are people with fears, families, and dreams. Resilience is non-negotiable—the road in medicine is challenging, and more so for women in leadership. Lastly, science is ever-evolving, and we must evolve with it. Oncology is a field where learning never stops, and to make a true impact, we must constantly question, innovate, and push boundaries. These are the lessons I now share with young women entering medicine; I have now mentored hundreds of them. I want them to know that their voice, their knowledge, and their presence in this space matter immensely.
How can institutions support women oncologists in balancing leadership roles with motherhood?
The expectation that women must excel at both their careers and home responsibilities without support is unrealistic and often unfair. Institutions must step up by creating environments where women do not have to choose between professional growth and personal responsibilities. This includes flexible work policies, access to childcare support, and maternity-friendly workplaces. More importantly, the culture of an organisation should value women for their contributions, not penalise them for the roles they play outside of work. If we truly want more women in leadership, we must build a system that enables rather than exhausts them.
The pandemic disproportionately impacted female clinicians, leading to burnout. What policies or support structures do you think can protect women oncologists during crises?
The pandemic revealed a harsh reality—women in medicine bore the brunt of increased responsibilities, both at work and at home. At Apollo Cancer Centre, we responded by introducing mental health support, implementing flexible scheduling, and enforcing strict safety protocols to protect our healthcare professionals. Going forward, hospitals and institutions must ensure that women clinicians are not left to struggle alone during crises. Support systems should be in place, acknowledging their dual burdens and actively helping them sustain both their professional and personal well-being.
Why is intersectionality important in clinical research?
Medical research must represent all patients, not just a select demographic. Historically, clinical trials have been designed with a one-size-fits-all approach, often overlooking factors like gender, socioeconomic background, and ethnicity. This has led to treatments that may not be as effective for diverse populations. As the founder of the Immuno-Oncology Society of India, I advocate for more inclusive research—one that takes into account the unique biological and social factors that influence health outcomes. True scientific progress happens when everyone is represented in the solutions we create.
How can organisations move beyond token diversity to real inclusion?
Diversity cannot be a checkbox—it must be embedded into the DNA of an organization. This means more than just hiring women; it means ensuring their voices are heard in decision-making, eliminating unconscious biases in promotions, and fostering an environment where diverse perspectives are actively valued. We need policies that not only invite women into the room but also empower them to lead the conversation. Real inclusion happens when women do not just occupy seats at the table, but are recognised as equals in shaping the future.
You have worked on WHO’s cervical cancer elimination strategy. What are some of the best low-cost innovations from India that can be replicated globally to ensure equitable cancer care?
India has pioneered several low-cost, high-impact innovations that can serve as a model for global healthcare. Community-based screening programmes have brought preventive care to the doorstep of rural populations. Affordable treatment protocols ensure that even advanced therapies are within reach for lower-income patients. Task-shifting strategies, where non-specialist healthcare workers are trained to perform screenings, have significantly expanded early detection efforts. Through my work at Apollo’s Rare Cancer Clinic and global collaborations, I am committed to scaling these solutions to reach even more lives, ensuring that no patient is left behind due to financial constraints.
If you could redefine one societal norm for future generations, what would it be?
If I could change one norm, it would be the erasure of gender biases in career choices. I want young girls to believe that there are no limits to their dreams—that medicine, science, and leadership are as much for them as they are for anyone else. Through my Adolescent & Young Adult Cancer initiative, I work to empower young individuals—especially women—to navigate both cancer treatment and their career aspirations. My hope is that the next generation will never have to justify their place in STEM, but instead, will be welcomed and celebrated for their contributions. The future must be one where talent, passion, and perseverance define success—not gender.
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