Across all levels of the organization, Rohan Chopra (CHRO, Signature Global) reveals how the “Signature DNA” is rooted in their mission while tying together its human capital
Rohan, you have a fascinating background, having spent years in high-level consulting before sitting in the CHRO chair. How has that ‘Consultant DNA’ shaped your approach to HR at Signature Global? Do you view the organization as an ‘engineering problem’ to be optimized, or do you have to actively unlearn the consultant’s desire for perfect frameworks when dealing with messy human realities?
My consulting background is less about treating the company as an engineering problem and more about providing a structured roadmap for growth. At Signature Global, I use my experience in “Target Operating Models” and “Organization Design” to ensure our rapid scale-up is sustainable rather than chaotic.
I’ve learned that while a framework like the Balanced Scorecard is essential for alignment, its success depends on the “Cultural Transformation” that makes it stick. I don’t “unlearn” the consultant’s desire for perfection; I simply pivot it toward practicality, ensuring our systems provide “visibility and growth paths” for real people.
In real estate, you have one of the most stratified workforces imaginable, right from the construction laborer in a helmet to the digital sales guy in a headset. As CHRO, how do you build a single Signature culture across this divide? Is it a myth to think everyone shares the same DNA, or do you intentionally run a ‘two-speed’ culture that meets each demographic where they are?
In real estate, you cannot force a “one-size-fits-all” culture, but you can enforce a unified standard of professionalization. Whether it’s a construction worker or a C-suite executive, the “Signature DNA” is rooted in our mission to transform into an institutionally run organization.
Personally, I don’t see it as a “two-speed” culture but as a multi-channel approach. We use “Total Reward” philosophies and “Engagement” strategies that recognize the different motivations of a site laborer versus a corporate head, ensuring everyone feels they are part of India’s fastest-growing developer.
You’ve worked at Infosys, so you know fully well what ‘tech culture’ looks like. Today, every Real Estate major needs data scientists and digital marketers who usually prefer startups. How are you pitching the infrastructure story to Gen Z talent? How do you convince a 24-year-old coder that building India’s skyline is just as exciting as building a breakthrough app?
Having led digital adoption for over 220,000 employees at Infosys, I understand that tech talent wants to be where the “future” is being built.
The thing is, we don’t just sell “bricks and mortar”; we sell HR Digital Transformation and AI-ready infrastructure. We invite Gen Z to build a “hyper-productive, intelligent, and collaborative” organization from the ground up.
My pitch to a 24-year-old coder is simple: in a startup, you might build an app that lasts a season; at Signature Global, you are building the digital and physical landscape of India while professionalizing a legacy industry.
