Recasting the steel frame

Recasting the steel frame

It is impossible to run a 21st century economy with a 19th century bureaucracy using 18th century rules. The “New India” that is under way also needs independence from bad bureaucracy, not necessarily from all bureaucracy, for any state would need to be run by some set of rules, by some set of people — call them by any name you wish. The minute you say banish all bureaucracy, there will begin a chorus claiming nepotism, politicisation, lack of transparency and accountability, and the need for an umpire and a strong catalyst of change — which is what the higher civil service ought to be in the first place.

The civil services need to bring about three fundamental changes, some of which are already under way under the new dispensation. First, specific clauses under All India Services and Central Services Conduct Rules have been invoked to sack officers on grounds of incompetence and/or corruption. The rules always existed in the rule book but this government has had the courage to use it in public interest and more will follow soon. The black sheep should be identified and sent home, with public opprobrium.

Lateral entry

Second, lateral entry into the higher civil services should be welcomed but with some caveats. Espousing lateral entry as a manna for all failures of governance will only set it up to fail, for history is replete with examples of some of the most accomplished private sector professionals failing inside government. Let’s not forget that Hasmukh Adhia who delivered the Goods and Services Tax, Parameswaran Iyer who manages sanitation, Aruna Sundararajan who gave us Digital India, Sanjay Mitra who delivered highways, S. Jaishankar who places India on the global map, Anil Swarup who led coal auctions, Rita Teaotia who led GEM (government e-marketplace) and preferential procurement for “Make in India” products, each along with their respective team of civil servants from various services, and the entire leadership of Prime Minister’s Office who oversee and catalyse all the above, did not come into government through lateral entry. Conversely, lateral entry has also produced a pilot who was designated Cabinet Secretary in a State who then ran amok, and thoughtful economists who were disasters as leaders inside government.

It is highly unlikely that a private sector professional will view civil services as a ‘career’ for, say, 10-15 years given the modest compensation and significant ecosystem issues which often mitigate against measurable inputs and outcomes. Earlier the ‘ lal batti ’ (red beacon) used to be one fatal attraction but now that’s also gone. Whether they would want to break their heads working with the many inscrutable gems and political dynasties of corruption and non-performance spread across parties, at the national and State levels, remains to be seen.

Lateral entry does open the risk and prospect of powerful corporate groups placing their men in key positions of government. However, when one looks at the serious lack of decision-making abilities or willingness in some of the government’s senior leadership, as also the existing allegiances of some in the system with groups outside government, on balance, lateral entry is indeed a necessary condition of good governance.

Alongside introducing lateral entry, there is a need to “put to pasture” those due to whom administrative rigor mortis has set in — if someone is not found suitable in the IAS/IRS/IPS/IFS after about 15 years, i.e. at the Joint Secretary level, shift them out to non-crucial posts or give them their lifetime pension today and send them home now.

Harnessing technology

The third big step should be to infuse more and more technology into every touch point where a citizen interacts with the government. Today with the rise of artificial intelligence (AI), global technology leaders such as IPsoft use virtual assistants to deliver citizens services in the U.K. and U.S. In the context of government service delivery, cognitive intelligence can deliver it with greater superiority, accuracy, consistency and at lower cost than humans can. The time is ripe for introducing AI in government services such as passports, licences, building permits, certificates, etc. where it can communicate in natural language with citizens and ensure process compliance.

At 70, India needs independence from bad bureaucracy and inane processes and meaningless forms — not necessarily from “good” bureaucracy, which in every country, system and time has been the harbinger of positive change.