The Silent Crisis: Why Indian Women Face Delays In Cancer Diagnosis And Care
Cancer stands apart not only for its biological complexity but also for the highly individualised nature of its treatment. Treating cancer requires collaboration across a diverse network of professionals – oncologists, radiologists, nurses, pathologists, mental health experts, and more. These multidisciplinary teams form the backbone of comprehensive cancer care. Yet, their effectiveness hinges on more than expertise alone; it depends heavily on the quality of leadership that unites them. This underscores the growing importance of inclusive leadership in driving cohesive, patient-centred outcomes.
In the Indian healthcare system, inclusive leadership can be a transformative force, particularly in oncology, where patient journeys are long, complex, and emotionally charged. It goes beyond hierarchy to embody behaviours that foster collaboration, value diverse perspectives, and put the patient at the centre of care decisions.
Mr. Hariharan Subramanian, Managing Director, Siemens Healthcare Private Limited, says, 'Cancer causes 9.6 million deaths globally each year, about one in six. In India, it's the fifth leading cause of death with an incidence of 98.5 per 100,000 irrespective of age. According to the National Cancer Registry Programme, around 3.5% of women develop cancer in their lifetime. Women often face delays in diagnosis and treatment due to stigma, low awareness, and limited family support, leading to a delay in diagnosis and treatment and poorer outcomes."
Cancer care
Inclusive leadership can shift this paradigm by building coordinated, team-based models rooted in shared goals and clear communication, while consciously integrating the lived realities of patients, especially women, into service design.
Diversity And Inclusivity In Practice
Inclusive leadership involves actively promoting women and underrepresented groups into leadership positions. Studies show that departments led by women have higher rates of female faculty representation, improving mentorship and accessibility for female patients.
Subramanian explains, 'To create a workforce that mirrors the patients they serve, institutions must create awareness about the significance of diversity and inclusion as a core principle and a potent weapon to fight cancer. Organisations must choose oncology professionals from diverse backgrounds by expanding the talent pool to reflect the patients they serve. Moreover, they must strive to create an environment where every individual feels safe and respected. It is also important to encourage women and those from underrepresented minorities to participate in leadership programs."
An unwavering commitment to inclusive leadership is the first step towards reshaping cancer care pathways. Multidisciplinary teams that incorporate diverse perspectives can help in the creation of more responsive, equitable, and ultimately, more effective care systems.
Embedding Inclusion In Every Layer Of Care
Inclusive leadership must be embedded across every touchpoint in the care pathway. From community screening programs and diagnostic centres to hospital wards and survivorship plans. Subramanian notes, 'Leaders must build teams where social workers, counsellors, and peer supporters have equal footing with medical experts. They must champion the use of local languages, culturally sensitive materials, and affordable solutions to make care more accessible."
He adds, 'For instance, including women from local communities as health navigators or awareness champions can demystify cancer, reduce stigma, and create trust. Technology, too, has a pivotal role. Mobile diagnostics, AI-assisted triaging, and tele-oncology can bridge access gaps, if designed with inclusivity in mind."
Cancer care in India is at an inflexion point. The path forward demands not just clinical innovation but leadership that is inclusive, empathetic, and equity-driven. .
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