Some stability can be brought about in the functioning of the public sector undertakings only if the dragnet of vigilance, audit and complex processes in the garb of transparency are loosened.
Ashwani Lohani, CMD Air India
Air India – the national carrier – appears keen to shrug away its cloak of years of rot and neglect. It is now also certain that this entity would soon surge ahead of all its competitors in the not so distant future.
This is how Ashwani Lohani, chairman and Managing Director (CMD) of Air India, has expressed confidence and shared the opitimism through a write-up titled “The travails of a public sector chief” on his blog today that now there is no stopping and the national carrier, which he is heading will turn around, face the competition and beat the private players in their own game.
Lohani talks of the expectation (during his earlier postings) and the demand that systems should be in place to enable the organisation to keep its head abve water at all times. In this context he is emphatic in pointing out that leadership is a role that can never be substituted by systems or inanimate objects.
Notwithstanding the “expectation of utopia” The Air India CMD goes on to say that some stability can be brought about in the functioning of the public sector undertakings only if the dragnet of vigilance, audit and complex processes in the garb of transparency are loosened.”
Hitting the nail on the head, Lohani points out: “The fear of committing a mistake and then getting mauled by the machinery is what keeps most of the public sector mandarins away from the path of decision making and even bringing clarity in their desires. And if decisions are not made in a commercial organization, or if safe play is always resorted to, the outcome can be easily fathomed by even a grocery shop owner.”
Lohani is duly concerned when he underscroes a huge malaise by stating: “Why even petty decisions or acts are microscopically examined without a speck of a concern for the overall performance is beyond comprehension especially for those whose primary concern remains overall growth and results. And finally why should one’s actions be subject to examination by someone who may be less competent, less honest and less committed really foxes me.”
Rreminiscing on his trailblazing earlier stint when he had taken over the reins of the mammoth tourism conglomerate, the Indian Tourism Development Corporation, Lohani goes on to point out: “Faced with a loss making entity on one hand and a system hell bent on getting rid of commercial entities from its fold, the job on hand was definitely not an easy one. Yet gaping mouths is what we encountered when the entire team rose as a goliath to rid the entity of its loss making traits.”
Further, Lohani goes on to recount his three highly successful stints as Managing Director of Madhya Pradesh State Tourism Development Corporation. “While the state rose over all others in its successful quest for being the numero uno, the rapid turnaround of the commercial properties, and there were many, surprised almost everyone including myself. The ferocity with which the men (and women) of the state tourism development corporation shrugged off the cloak of ignominy and inefficiency made even the private sector speechless, Lohani writes on his blog