Privatization? Corporatization? Indian Railways production units.

Was featured during a recent web discussion on the above topic in “Straight drive with Sudhansu Mani”. The discussion is hosted on YouTube and the transcript can be read at http://anindecisiveindian.blogspot.com/ (Search for privatization).

Some Key Points

  1. Innumerable debates exist on what is good or what is bad with governments ways of working. Need to reorient the debate on what more can be done by the government and its arms.
    Stop debating glass half full or half empty. Increase water in the glass.
  2. The world (even other organizations have moved forward in India), but nothing is moving in railways.
    Railways management is full of the managers seeking “administrative control” and “engineers determinism”. Need to give way to the “managers pragmatism.”.
  3. What model to follow? What is the ideal way for corporatization? We do not have a model (ideal model is far fetched) as we have not experimented enough and failed enough to.
    Let a thousand flowers bloom and move fast.

The above come from what I teach in class. One of my courses is Strategic Alliances, which have 70% chance of failure. Do private firms’ stop getting into alliances? No . They try different things next time with more hope.

Academic underpinnings of political actions

Flattening of hierarchical organizational layers — true for both business bureaucracy and also political decision making

Modi Scraps ministerial panels!   http://timesofindia.indiatimes.com/india/Modi-government-scraps-ministerial-panels/articleshow/35862930.cms

So what! What does expect from this, why was this done, why was it said to be done, what will it result into, will decision making be pushed down or upward, will their be centralization or decentralization……….. lots of unanswered questions… is their any received wisdom around us to better understand the move…..  YES there is !!

Look up …. a Harvard paper on the subject …….. http://www.hbs.edu/faculty/Publication%20Files/12-087_bc50bde2-3016-457a-9bee-dc988cb1056b.pdf

The paper, based on an empirical analysis of US business firms, finds that there is evidence of flattening in business organizations. However, though the normal argument is that this empowers the lower levels, there is also evidence that it empowers the top managers more, with larger centralization at the CEO level. Centralization or decentralization does not come by default….    The paper argues and presents evidence that “Flattening at the top is a complex phenomenon that in the end looks more like centralization”…… Should we expect centralization and more empowered ministers in the MODI cabinet!! And with ministers getting overloaded with work……

 

My Dissertation research — emerging relevance

Yesterday, I came across the ongoing dispute about the NH-8 Delhi Gurgaon PPP project (details can be found at http://www.nhai.org). Reading through the FAQ’s there, the letter for termination issued by NHAI, the revised MOU, the court orders etc, it emerged that a major part of the dispute can be attributed to the working of the PPP— which is what I study in my dissertation.

To cite a few things, NHAI has issued a 17 page termination notice  in Februvary’2012, and this letter liberally uses terms like ” fundamental breaches to the concessional agreement”, “fraudulent nature”, “behind the back”, ” concealed and surpressed”, ” fraudulently concealing”, “gross violation”, “diversion of moneies”, “misrepresented” etc.

Now, what had I studied in my dissertation and why does it suddenly become relevant!!.

1) This case is of a PPP agreement signed in 2002, engineering work completed in 2008, dispute arisen in 2011 i.e., dispute during the working of the PPP.

2) As part of the contract agreement both parties had to fulfill their parts of the commitments. But, along the way both faltered, whereas the termination notices brings out that only the contractor has misbehaved and dishonored his commitments.

3) How was the PPP agreement to be worked? As per my dissertation PPP working is all about coordination of the activities between the agencies. And, this coordination could have been done simply by emphasizing the contractual elements, by proper scheduling and planning, or by social interactions.All the three aspects exist in every work, however the emphasis and the basis on which the work gets primarily performed vary from project to project and is likely to affect how work gets accomplished.

I go a little deeper, and donot make any argument claiming that any one of these methods of coordination is better then the other. It is not so! Instead, I argue that the method of coordination emphasized comes from the experience profile of the managers doing the work. My study helps us better understand how the work that is being done gets done.

Examining this particular PPP project ( NH 8 Gurgaon New Delhi)  in the context of my dissertation research;

i) Emphasis on contractual provisions: While the final dispute gives enough evidence that contractual provisions have been violated from the contractors side, previous land availability problems in the project (project took 6 years for construction) and NHAI having only woken up once the courts forced it, are enough evidence that the government has also not adhered to the contractual provisions. This precipitated into the contractor, escalating the project cost from Rs 600 crores to Rs 1600 crores and seeking additional finance from financial institutions and also readily getting the same.

ii) Emphasis on planning: The project planning and scheduling has also run amock. For a project initially conceived as a 2 years project and taking 6 years to execute, the expectations have changed during the intervening period. However, transparent evaluation of this project planning emerges as the only possible solution to this issue.

iii) Emphasis on trust : Reading the termination notice, it emerges that the trust aspect has taken a summersault. Whereas, previously almost minimal things were being emphasized in writing, the same are being questioned. Here, I will like to digress a bit. In the Indian society, when we say work with trust and social connections, we mean ” violate all the contractual provisions and get your work done tactfully asking the other person to turn a blind eye”. This is not what I mean my social interaction in my dissertation.  What is implied here is , ” contracts are primarily incomplete– so when there is nothing specified about an aspect resolve it with social interaction. Further, trust or social interaction no where conflicts with contractual provisions. Contract aspects have to be honored and followed by one and all.

The Indian understanding of social interactions needs to be modified , and emerges as the first lesson while carrying out this exercise of mapping theory with practice. I am sure many more will follow, as and when I get time to look them up.

Swapnil Garg