INDIA HAS SEVERAL NETAS BUT NO NATION-BUILDER

(This article was published in the Pioneer of 31/1/2014)

The emergence of a true leader who has the courage and the gumption to take on the system, and not merely tinker with it for marginal improvements, is the need of the hour. Unfortunately, this country is yet to be blessed with such a leader

It was an inspiring address, delivered by the first Prime Minister of independent India in the first hour of day one, that raised the hopes of an entire nation. The lines that really stood out in that tryst with destiny speech were: “The achievement we celebrate today is but a step, an opening of opportunity, to the greater triumphs and achievements that await us. Are we brave enough and wise enough to grasp this opportunity and accept the challenge of the future?”

India has since then been a land of missed opportunities. Many wonder if we can afford to miss it this time again. Opportunity is not for a select few to occupy high chairs but for genuine nation-building. The realisation that nation- building requires the toil of generations and definitely does not come cheap, has not sunk into the Indian psyche. That there is no quick-fix, and a mere display of intentions and rhetoric is not going to take us anywhere needs to be understood. It is paramount that India’s Gross Domestic Product grows in sync with the developed world.

For the past 67 years, with the exception of the initial few, what the nation has witnessed is a clamour for power, purely for personal gains. Modern day political dynasties, that the nation has not been able to discard, have evolved out of this clamour for power. While some have maintained an association with power since that ‘tryst with destiny’, many other political families (though not as powerful) have also emerged and produced successful second and third generation politicians, occupying benches in the hallowed portals of Parliament and State legislatures across the country. We are taken in by names, and name-throwing has, therefore, emerged as the biggest past-time of the ruling and ruled classes.

What is nation-building all about? A great example is the rise of Germany after its defeats in the first and the second world wars. Its rise after the first war was fuelled by national pride and the leadership of one single individual; after the second, it was the collective effort of its citizens to restore the nation to  its earlier position of glory that made all the difference.

In India’s context, the issues are a bit different. At the time of independence, we were like a child who had been let free. A nation of uneducated people, torrid infrastructure, rampant poverty that was divided on caste and regional lines, was handed the baton with the mandate to govern itself. The ruling classes saw themselves in the same mould as the departing occupiers. Therefore, though the machinery for governance warranted a total overhaul, it was merely tinkered with for minimal effect. The euphoria of independence soon evaporated. Therefore, while minor improvements in infrastructure and major changes in the availability of consumer goods may be visible today, the nation has been slipping down the human development and transparency indices.

India is yet to be blessed with a leader who openly shares his resolve to take the nation forward. Someone who openly declares his abhorrence for corruption and resolves to hit graft at it its roots shall be the one who can build the nation of our dreams. A person who has a vision, sets targets and takes the nation forward by delivering, not merely pontificating on providing governance, education and infrastructure.

The emergence of a true leader who has the courage and the gumption to take on the system, and not merely tinker with it for marginal improvements, is the need of the hour.  Only such leaders are remembered as nation builders. All others merely had a great time.

Hope lives

My feelings on landing at Baroda House are almost akin to those that I had while descending on the hot seat of the Delhi division. The scenario is also almost the same with infrastructure and the human resource being the focus of bureaucratic apathy. In one of my earlier blogs I had questioned the existence of headquarters offices in the railway setups, citing them as redundant bodies that would contribute more to the railways if they closed shop and I still feel the same way. Yet the headquarters offices provide jobs to many and that is indeed a saving grace.

Rhetoric apart, it is a fact that a lot can still be achieved. In all my postings I divide the work in two distinct areas, one that can take place with a swing of my pen and the other that requires many more thumb impressions. And what one is empowered to deliver is also fairly substantial, though many of us fail to see the same from within the dense haze of what one is not empowered for.

Not withstanding the constraints and the archaic rules and procedures that prohibit delivery, it should be possible for the team to post spectacular results that based on my past experiences, I am certain would be forthcoming. Yes it would however necessitate infusion of a lot of energy, enthusiasm, gut and value systems in the bunch of youngsters that form part of my team. 

My team has always scripted major successes and this gives me hope as well as confidence to face challenges head on.

Insha Allah we shall succeed!

Output sans input

The scenario amazes me no end.

The most common folly of all of us is expecting “output sans input”. If only output could be achieved without any tangible input, our nation definitely would have been one of the most progressive nations of the world. Alas, that is not to be!

Mere advice, suggestions, observations and reprimands are definitely not the only tools available with us for ensuring delivery. This is to be experienced as well as understood, yet it is unfortunate that while we appreciate that for us any output needs a commensurate input, we fail to apply this principle when deailing with others.

And so we have an oft repeated scenario of the officialdom demanding output from the system and also their subordinates without either being prepared or being able to give commensurate input.

Hawa mein nangi talwar chalakar system aur utpadakta improve karna chahte hain. Idiots!

How silly. Besides the so called yearning for deliverance often turns out to be hollow and if probed further is found to be borne out of a desire to impress some bloated ego superior.

And as a bonus we have our vigilance setups. One more naka that often demands deliverance every day from the field staff in the form of hard cash to be delivered to the die-hard inspector and if that is not done, the employee who finds himself tied in a vicious circle suffers. The vigilance setups have with passage of time grabbed a major role in perpetuating corruption, especially in the railway system. Yet we regularly have our shams in the form of vigilance week, pledge on integrity and what not.

The system stinks. What stinks even more is total apathy of the senior management towards administrative issues, even those like the ones described above that are nibbling at the vitals of the organization. I wonder whether we shall ever wake up from our "Kumbhakarani" sleep and then overcome the inherent reluctance to do anything that can even remotely be of help in setting the system right?

Restructuring Railways

The ongoing debate on the IRSME site about the superiority of SCRA vs DR has me totally foxed. While on the one hand one longs for the much awaited IRS (Indian Railway Service), their is still a band of people who would prefer to continue with the divide in the mechanical cadre, one of the nine disciplines of the railways.

It is rather sad that the railways, unlike other sectors of the government, failed to evolve with the times and sadly so, for want of a strong decision maker have preferred the status quo since the time the country came on her own in 1947. So while the nation is managed by one service, namely the IAS, the railways is (mis)managed by nine, with each service having a narrow sectoral focus and none, none of its officers having the capability to take an overall view.

The separation of the railway budget from the general exchequer, sometime in the early nineteenth century was done primarily on commercial considerations. It was felt by the british that the railways being a commercial organization would need flexibility in its finances and hence this decision. Unfortunately the railways have emerged as an extremely rigid organization, more rigid that even the typical government departments, thereby nullifying the original objectives of this decision.

The contractual mechanisms and typical decision making processes in the railways are rigid and archaic. Perhaps this is due to the lack of a will to change, a situation that has occurred primarily due to the multiplicity of services on the system.

It is high time, the railways get a chief executive who looks beyond the narrow confines of his service and pulls us out of the abyss we find ourselves in.