Fractional leadership is becoming a strategic solution for growing companies. Aroop Bhattacharjee, Global Lean Design Lead at ABB E-Mobility, explains the benefits, challenges, and future of this career model.
Fractional Leadership – A Mature Form of Professional Value
The labor market is undergoing a profound transformation, and traditional leadership models are increasingly complemented by flexible alternatives. One such model is fractional leadership—a form of strategic engagement through which highly experienced leaders contribute on a part-time or project basis, delivering significant impact to organizations in growth mode.
A relevant example is the career path of Aroop Bhattacharjee, Global Lean Design Lead at ABB E-Mobility, who for over 30 years has operated at the intersection of product design, manufacturing, and operational excellence. His experience illustrates how fractional leadership can become not just a viable alternative, but a strategic choice for both senior professionals and companies alike.
Transitioning from Permanent Roles to Fractional Leadership
Moving from a traditional career built on permanent leadership positions to fractional leadership and consulting is not without challenges. As highlighted in the interview, this shift often reflects a realistic assessment of the labor market: at a certain level of seniority and age, permanent executive opportunities become more limited, while the value of experience remains extremely high.
Fractional leadership thus represents a balance between organizations’ need for expertise and senior professionals’ desire to remain relevant, active, and effective—without the constraints of a full-time role.
Why the Fractional Model Works
One of the key advantages of fractional leadership is its sharp focus on outcomes. A fractional leader is brought in to solve a specific problem, guide a transition, or introduce a fresh perspective. Unlike a full-time executive, who is responsible for the overall success of the organization, the fractional leader is accountable for a clearly defined mandate within a specific timeframe.
This approach reduces costs, accelerates decision-making, and gives companies access to top-tier capabilities that would otherwise be difficult to sustain financially on a long-term basis.
Working with Organizations: Common Challenges
The success of a fractional leader largely depends on organizational mindset. One of the most common mistakes companies make is treating fractional leaders as secondary or lacking real authority. In reality, the true value of a fractional leader lies in independence—the ability to challenge the status quo, offer honest feedback, and act without fear of internal political consequences.
In rigid organizations, impact may be limited. In companies open to change, however, fractional leadership can drive fast and lasting transformation.
The Future of Fractional Leadership
As the startup ecosystem and small to mid-sized companies continue to grow, the demand for strategic guidance will increase. Models such as the fractional COO allow a single experienced leader to support multiple organizations simultaneously, adapting expertise to diverse contexts and challenges.
For senior professionals considering this transition, the message is clear: networking and professional reputation are critical. In a model built on trust and results, relationships become the primary engine of opportunity.
Professional Maturity
Aroop Bhattacharjee’s journey shows that fractional leadership is not a step back, but a natural evolution of a strong career. It represents a mature form of professional contribution—focused on real impact—responding both to the needs of modern organizations and to experienced leaders’ desire to work with clarity, purpose, and efficiency.
This material is an original editorial feature, developed based on an interview previously published in our niche publication, Fractional Insider.
The full interview is available here.
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