Harjinder Shergill Chima's Strategic Vision

Harjinder Shergill Chima’s Strategic Vision: Leading the California Lottery with Purpose and Innovation At first glance, the California Lottery might seem like just another state gaming entity. But for its current Director, Harjinder Shergill Chima, it's far more than that. Under her leadership, the organization has evolved into a mission-driven enterprise that blends public service with strategic innovation.

Since stepping into the role in 2023, Shergill Chima has redefined what it means to lead a public-facing institution with purpose. With over two decades of experience in state service and a legal background, she brings both clarity and conviction to the table.

We sat down with her to explore how she’s shaping the future of the California Lottery through vision, values, and a deep commitment to education.

---

our publication: Your career spans decades in public service. What drew you specifically to the role of Director at the California Lottery? Harjinder Shergill Chima: I’ve always been drawn to organizations where impact is measurable and immediate. The California Lottery isn’t just about selling tickets—it’s about transforming lives through education. Every dollar generated supports our schools. That’s not just a tagline; it’s the heartbeat of our operations.

When I took on this role, I saw an opportunity to realign our messaging and operations to reflect that mission more clearly. For too long, the broader public didn’t fully understand how their participation contributed to something bigger. That was a gap I wanted to close.

---

*You’ve emphasized transparency and public engagement. Can you tell us about your recent initiatives to showcase the Lottery’s educational contributions? Absolutely. One of the most exciting things we’ve done recently is flip the narrative. Instead of us talking about the schools, we’re letting the schools speak for themselves.

We launched a campaign inviting public schools across California to share how they use Lottery funds. The response has been overwhelming. Teachers, administrators, and even students have submitted stories showing how these dollars are buying supplies, funding arts programs, or supporting STEM initiatives. It’s powerful stuff.

What we’re doing is turning beneficiaries into storytellers. That creates a direct connection between players and purpose. People want to know their money is making a difference—and now, they can see it in real time.

---

How do you foster innovation within a traditionally conservative government institution? Innovation doesn’t require reinventing the wheel. It’s often about optimizing existing processes and empowering people to think creatively within the framework.

I believe in decentralized decision-making. I have over 1,000 employees across 12 offices, and I don’t micromanage. I set clear expectations, ensure alignment with our mission, and then give teams the autonomy to execute. That kind of trust breeds creativity.

We also encourage cross-functional collaboration. Our marketing team works closely with finance, IT, and compliance. When departments talk to each other, you get better solutions—and fewer bottlenecks.

---

You mentioned trust and empowerment. How do you build a strong organizational culture in such a large and diverse workforce? Culture starts at the top. If leaders aren’t modeling the behavior they want to see, nothing else matters.

I try to be accessible. Whether it’s walking the floor, holding town halls, or responding to emails directly, I make myself available. People need to feel heard.

We also invest heavily in professional development. Whether someone’s in retail operations or software development, we offer training and advancement opportunities. This isn’t just a job for many—it’s a career. And we treat it that way.

There’s also the intangible factor: pride. Our employees know they’re part of something meaningful. They walk into work knowing their efforts support over 6,000 schools statewide. That kind of purpose drives engagement and loyalty.

---

The Lottery has seen numerous leadership changes since its founding in 1984. You’ve expressed a desire for longer tenures at the top. Why is consistency so important? Instability at the executive level creates ripple effects throughout the organization. When priorities shift with every new director, it confuses teams, delays progress, and erodes confidence.

I’m committed to staying the course—not just for the sake of stability, but because long-term leadership enables strategic thinking. You can’t build a five-year plan if you’re unsure whether you’ll be around next year.

By establishing a consistent vision and sticking to it, we’re creating momentum. Departments now know what’s expected, and they can plan accordingly. That’s when real progress happens.

---

What does the future hold for the California Lottery under your leadership? Our focus remains firmly on education, but we’re also looking ahead. Technology is reshaping how people interact with services—and that includes us. We’re investing in digital infrastructure, improving user experience, and exploring new ways to engage younger demographics.

That said, innovation must never come at the expense of our core mission. Everything we do—every product launch, every platform upgrade—must tie back to supporting public education.

We’re also expanding our outreach. Beyond advertising campaigns, we’re engaging directly with communities, educators, and policymakers. The more stakeholders understand our value, the stronger our foundation becomes.

---

What advice would you give to other leaders navigating complex public institutions? First, never lose sight of your mission. In the noise of bureaucracy and politics, it’s easy to forget why you’re there. Always return to the core purpose.

Second, invest in people. Talent is the greatest asset any organization has. Nurture it, develop it, and trust it.

Finally, be bold. Public institutions can be slow to change, but that doesn’t mean they shouldn’t. Find ways to innovate responsibly, and don’t be afraid to challenge the status quo when it no longer serves the public interest.

---

Looking back on your first year as Director, what are you most proud of? The shift in perception. When I arrived, there was skepticism—both internally and externally—about whether the Lottery could be more than just a game. Today, we’re seen as a vital contributor to education. We’ve elevated the conversation.

But beyond that, I’m proud of the team. We’ve built a culture of accountability, creativity, and care. That’s the kind of environment where sustainable success thrives.

---

In one sentence, how would you define your leadership philosophy? Lead with clarity, empower with trust, and always anchor decisions in purpose.

---

Harjinder Shergill Chima’s vision for the California Lottery is one of purposeful innovation—where public service meets strategic execution. Her leadership is not only reshaping an iconic institution but also reinforcing its role as a cornerstone of California’s educational future.*