Rohit Kothari's review of my book ("Gujarat's self-styled Hercules", May 20), while being embarrassingly gauche, does score on one point. A criticism consistently levelled at me during my career was that I believed my stand was always correct. Actually, it has never been "whatever I say is right" but that "whatever is right becomes my stand". I took considerable pains to find out what action would yield maximum good, a position that changes continuously with real-time coordinates. If the action was within my powers, flexibly interpreted, I never consulted my superiors, taking full responsibility. As all my calls have been the correct ones, public interest was served but left my superiors, particularly politicians, angry. This is ethical management. Kothari, too, finds it "repetitive and irksome". I worked, not for the politician, but for the people they claim to lead. Is that such a bad thing?
Kothari also credits the prevailing "Gujarat ethos" for my successes. Then why were these major public sector units in near-coma when I took over? In Kerala, too, this was the case. He says many other Gujarat public corporations were revived in the same period. Good for them but he has not named a single one. But such successes do not belittle mine.
The fact is Gujarat is as deficient in ethical management skills in government as are Kerala, Punjab, Uttar Pradesh and practically every part of India, though the people are good everywhere. It is with ethical management that I led the revival of nine corporations, not only in Gujarat with its "ethos", but also in Kerala with its own "ethos". There was opposition everywhere. There were hazards, but if our elite can face these hazards, India will lay claim to its destined greatness.
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Kothari also credits the prevailing "Gujarat ethos" for my successes. Then why were these major public sector units in near-coma when I took over? In Kerala, too, this was the case. He says many other Gujarat public corporations were revived in the same period. Good for them but he has not named a single one. But such successes do not belittle mine.
The fact is Gujarat is as deficient in ethical management skills in government as are Kerala, Punjab, Uttar Pradesh and practically every part of India, though the people are good everywhere. It is with ethical management that I led the revival of nine corporations, not only in Gujarat with its "ethos", but also in Kerala with its own "ethos". There was opposition everywhere. There were hazards, but if our elite can face these hazards, India will lay claim to its destined greatness.
Alexander K Luke Kollam, Kerala
Letters can be mailed, faxed or e-mailed to:
The Editor, Business Standard
Nehru House, 4 Bahadur Shah Zafar Marg
New Delhi 110 002
Fax: (011) 23720201
E-mail: letters@bsmail.in
All letters must have a postal address and telephone number