Friday, May 11, 2007

Dark side of mining - Frontline

Dark side of mining

Frontline
Volume 24 - Issue 9 :: May. 05-18, 2007
INDIA'S NATIONAL MAGAZINE
from the publishers of THE HINDU

THE STATES

Dark side of mining

TEXT AND PHOTOGRAPHS BY AMAN SETHI

The reality of Orissa's iron ore mines, where the promise of prosperity is just empty rhetoric.



Hundreds of hectares of forests have been lost to mining over the years in a situation where encroachments are impossible to monitor. The most common illegality is to continue mining long after the lease has ended.

AS the shadows lengthen on Keonjhar's main street, the tube-lit sign above Hotel Arjun flickers to life, illuminating both the entrance to the hotel and the cigarette seller next to it. A traffic policeman walks up to the crossing right outside the hotel and assumes his position at what is the most significant crossing in town.

Fifteen kilometres down the road, the ground shivers as a queue of trucks, over a kilometre long, shudders to life. Engine after engine revs up as several hundred trucks begin the next stage of their 325-km journey from the iron-rich Keonjhar district in north Orissa to Paradip port on the east coast. This has been the practice ever since the District Magistrate issued orders prohibiting truck movement between 8 a.m. and 8 p.m. Further up, the highway narrows into the first of many bottlenecks, and branches off, capillary-like, into un-metalled paths that lead into the heart of the district's iron ore mines.

Across the Baitarani river, in Joda, Barbil, Deojhar and Thakurani, the low mountains are illuminated by high-powered halogens, as work continues at a relentless pace in the mines - visible as raw, red gashes on the otherwise thickly forested mountainside.

The source of an estimated 35 per cent of India's total reserves of haematite, Orissa produced more than 46 million tonnes of iron ore in 2004-05, of which three quarters came from Keonjhar. Almost all of it was, and still is, carted away in nearly 30,000 trucks from the 119 mines that dot the district.

The trucks move north from Joda, to the Jharkhand border where they supply ore to Jharkhand's rapidly expanding steel industry, and northwest to Haldia port. But the majority move south through Keonjhar town towards Cuttack and cut through to Paradip port, from where the ore is shipped in containers to one of the few countries that have a bigger appetite for steel than India - China.

Initially seen as the engine of an independent India - the first "swadeshi" steel mill was completed in 1920 by the Tata Iron and Steel Company at Jamshedpur in present-day Jharkhand just across the border with Orissa - it was cast into the shadows by the shining "new economy" of the 1990s.

A five-year rally in international prices has seen the iron and steel sector make a strong return on the business pages of newspapers.

Prime Minister Manmohan Singh pointed out in his keynote address at the India Steel Summit 2007: "In the last five years, the production and consumption of steel has grown at rates exceeding 9 per cent per annum. The pace of growth has further accelerated in the current year to over 10 per cent."

The recently formulated national steel policy has set the production target for 2020 at 110 million tonnes of steel, and a doubling of the present capacity from around 40 million tonnes to 80 million tonnes by 2012.

A buoyant national economy and a booming construction sector are expected to add to the optimism in the steel sector, and nowhere is this felt more than in the office of Padmanabha Behera, Orissa's Minister of Steel and Mines and Planning and Coordination. "We have signed 45 MoUs [Memoranda of Understanding] till date," he told this correspondent, "and production has already started in 23."

The Minister foresees a resurgent Orissa, propelled forward by his party's mantra of "progress through industrialisation". Behera believes that Orissa's future lies in using its vast mineral wealth to generate employment and, of course, create wealth. However, not everyone in the State shares this vision.

Privilege and corruption

AMAN SETHI

Work apace on Jindal's 9-km-long pipeline along the road to Deojhar to draw water from the Baitarani river. The State Water Department had asked the company to stop the work and government officials initially insisted that all work had stopped. But later they said the matter was under litigation.

To understand Orissa's trucks is to understand how privilege and corruption operate along dense, intricate networks where the legal and the illegal often overlap, making it impossible to make a concrete accusation. After all, what is an illegal mine? How can it be identified?

"It is hereby declared that it is expedient in the public interest that the Union should take under its control the regulation of mines and the development of minerals to the extent hereinafter provided," states the preamble to the Mines and Minerals (Development and Regulation) Act, one of a raft of laws and bylaws passed to govern the mining sector.

First enacted in 1957, and amended almost every four years up to 1999, the MMDR Act serves as the central axis on which mining law is framed. The Act classifies minerals into "minor" and "major" lists, lays down procedures for the granting of reconnaissance permits, prospecting licences and mining leases, and classifies violations and encroachments. While States have complete control over all minor minerals such as clay, gravel, sand and building stones, major minerals such as iron ore come under the purview of the Central government. For such minerals, Central permission is required prior to the granting of licence.

Apart from the MMDR Act, mining is subject to The Mines Act of 1952, the National Mineral Policy (amended in 1994), and a slew of laws concerning land acquisition and environmental assessment.

Acquiring a mining lease for a major mineral like iron ore or coal for a particular area is relatively easy now. The process has been simplified over the last 10 years, a development that has coincided with the liberalisation of the mining sector. Mining leases are granted on a `first-come, first-serve' basis, and the foreign direct investment (FDI) policy of 1999 allows for "up to 100 per cent foreign direct investment" in the mining and processing of minerals other than diamond, precious stones and atomic minerals. Thus, mining occupies a unique governmental space that is simultaneously highly legislated yet remarkably free of constraints for mine operators.

Under the laws governing mining, mines could be declared "illegal" on a number of grounds, the most obvious being that of mining in an area without applying for a lease. However, the pressure of rapid industrialisation has forced State governments to curb such practices.

Illegal mines

"No illegal mining is possible without political patronage," says a senior officer in the Directorate of Mines, "and local politicians have realised that the land occupied by illegal miners can just as easily be handed over to giant corporations for similar favours." This is not to say that outright capture of areas for mining has stopped entirely in the iron belt. The most common examples of illegal mining occur on the boundary of legality, where the violator can claim a degree of innocence on the basis of ignorance of the law.

The most common form of illegality is to continue mining long after the lease has expired. A document obtained from the Directorate of Mines under the Right to Information Act provides a complete list of mining leases in Keonjhar. According to the Directorate's own figures, dated December 31, 2005, as many as 52 out of 119 mines, or more than 40 per cent of all mines in Keonjhar district covering 52 per cent of leased area, operate illegally on expired licences. Of these 52 mines, 10 belong to the Orissa Mining Corporation (OMC), a government-owned enterprise, and operate on 7,051 hectares (1 hectare = 2.47 acres) or a fifth of the total area under mining in the district.

Many in the industry argue that the issue of expired licences is not an indication of corruption per se as the government has been dragging its feet for years over their renewal. The failure to renew leases, particularly those held by a State-owned corporation, seems inexplicable until one unpacks the terms of the mining lease.

As pointed out by Ritwick Dutta in a compilation titled "Undermining India", the renewal of mining leases in forested areas has been the subject of much litigation since the enactment of the Forest Conservation Act of 1980. Given that most mines, including those in Keonjhar, fall within the purview of this Act, the key question was whether the renewal of a mining lease required fresh permission of the Central government. The Supreme Court, in successive judgments, particularly in State of Tamil Nadu vs Hind Stones in 1981 and Samatha vs State of Andhra Pradesh in 1997, has ruled that the renewal of a mining lease is actually the grant of a fresh lease. Thus, a good reason for mining companies and associated State officials to go slow on the renewal of leases could be that, theoretically, the company shall have to reapply at the time of renewal and would be subject to monitoring by the Central Pollution Control Board, the Ministry of Environment and Forests and a host of other agencies.

Forest Act and mining

The Forest Conservation Act mandates that the Central government shall after careful examination of the proposal denotify forest land earmarked for mining and the mining company shall be subject to a series of restrictions to minimise the ecological footprint of the mine. It is also a useful tool to ensure that the mining companies stay within the areas allotted to them. Of course, the Forest Act, like any other Act, is only as good as its implementation.

Another document from the Directorate of Mines lists 40 mines in Keonjhar that are operating without clearance from the Forest Department; the OMC, once more, is one of the worst violators. District Forest Officer P.N. Karat says that as of February 2006 all such cases have been dealt with. However, this assessment is impossible to verify independently. In the absence of firm leases, many companies have been granted temporary licences, most of which are issued without guidelines or monitoring.

The absence of adequate monitoring is probably the most disturbing feature of the industry in Orissa. The highly technical language adopted by both the mining companies and the state effectively silences any local articulation of opposition by people directly affected by the projects. Thus, people's testimonies of a change in the colour of groundwater, an increase in the cases of asthma and respiratory conditions and a drop in the fertility of their fields are discounted in favour of Suspended Particulate Matter (SPM) readings collected by the State Pollution Control Board (SPCB) and the findings of groundwater studies conducted by the State Groundwater Board that pollution is present but is within the mandated safety limit.

Barbil, to cite just one example, is a small town in the heart of the mining belt where it is difficult to breathe freely even during the day when the trucks do not run. But a study obtained from the SPCB states that the SPM readings in Barbil are "only" 456 micrograms per cubic metre against a reference value of 500 micrograms per cubic metre for mining areas, and so is acceptable. However, the Central Pollution Control Board reference value for "residential and rural areas" - which villages outside the mines are - is 200 micrograms per cubic metre and for a reserve forest, which could be classified as a "sensitive area" under the SPCB guidelines, it is 100 micrograms per cubic metre. Thus, the same arbitrarily fixed "standards" used to declare mining areas "pollution free" can just as easily be used to declare them unfit for human habitation.

Similarly, the only way to verify if a mining area corresponds to the area mentioned in the mining lease is to either refer to detailed contour maps in the possession of the government (and hence unavailable to the general public) or physically plot the coordinates of the mine using a global positioning system (GPS), which no one in Orissa has access to. Such opacity on the part of all privilege-holders in the system makes its impossible to level definite accusations against any party. But, as in all camouflaged sites, in Orissa, too, the veil slips occasionally to offer a glimpse of the arrogance of mining corporations vis-à-vis the law.

Road to nowhere



Ferrous dust, one of the biggest polluters in Keonjhar.

The road to Deojhar, as with most roads to hell, is paved with the best of intentions. Ostensibly built to connect Deojhar village to the highway under the Pradhan Mantri Gram Sadak Yojana Scheme, it has turned out to be a useful way to connect the mines to the national highway.

Few villagers use this road; there are too many trucks. Of late, the trucks plying on the Deojhar-NH 215 route have had to contend with more than just crater-size potholes - a fleet of bright orange earthmovers engaged in digging deep trenches along the road. These vehicles have been employed by the Jindal company, a consortium of companies with interests primarily in iron, steel and power, to supply water to their 2,000-hectare iron ore mine in the hills above Deojhar village.

"Jindal is laying a nine-kilometre pipeline to draw water from the Baitarani river," says Arjun Saraswat, deputy general manager of Sarda Mines Private Ltd., the company that possesses the lease for the Jindal land. "This water will be made available through the soon-to-be-completed Kanpur dam project." At the time of this article going to print, the digging was almost complete and pipes two feet (0.61 metre) in diameter had been laid along a stretch of 4.5 km.

But has Jindal acquired the necessary permissions for this pipeline?

"The Jindal company's demand for water has been approved `in principle'," says Harish Behera, Engineer-in-Chief (Water Resources) for Orissa. "But the technical parameters are to be worked out. No permission has been granted for any pipeline and, as of now, no project work has begun." Behera is responsible for the allocation of water resources for the entire State, but seems to be unaware that the pipeline work has not only begun but is nearing completion. When confronted with photographs on the project work taken by this correspondent, he said "the matter is currently under litigation".

What sort of litigation? For answers, one is directed to C.V. Prasad, Chief Engineer, Project Planning and Formulation, of the Orissa Water Department (Irrigation). Prasad is more forthcoming. "Jindal has been allotted 1,500 cubic metres of water an hour, drawn in a phased manner, from the Baitarani river project, but the project is still awaiting technical clearance. As of now, the construction is in violation of the law," he says. Prasad adds that his office has written to the company several times asking it to stop construction, most recently on January 16. "We were under the impression that construction had stopped."

Granting a project approval "in principle" is no indication of its merits or demerits; those are only evaluated in the technical approval stage when a detailed project report (DPR) is submitted. "In principle" approval only indicates that the company may go ahead and prepare a DPR. If Jindal's pipeline does not pass muster the company will be forced to remove it. In going ahead with the project, it believes, perhaps, that government approval is a foregone conclusion or that such approval is of little importance.

The Baitarani pipeline also begs another question. At present, where is Jindal drawing its water from? Deputy general manager Arjun Saraswat admits that Jindal is currently drawing water from borewells in their area, but is unwilling to quantify the volume of water drawn every day. "It is only used for domestic purposes," he says. However, officials at the SPCB office in Keonjhar reveal that Jindal uses a 10-kilolitre truck to carry out water sprinkling three times a day in the mining area, that is, 30,000 litres of water a day just for sprinkling.

Apart from this, the scale of the mining operation, with most of the permanent workers living in the mining area, suggests a reasonably high rate of water consumption even for domestic purposes. Even Jindal probably does not know how much water it uses because none of its tubewells is metered. However, one group of people has a fair idea.

Deojhar's sorrow

Down the road from the mines, the residents of Deojhar have seen their streams dry up, the water table fall and the soil lose its fertility in the six years since Jindal began operations. "The very basis of village life has fallen apart since the project began," says Sridhar Nayak, a leader in Deojhar. The crops have died, there is no place to graze cattle, people cannot collect firewood in the project area and the handpumps yield foul, yellowish water. Nayak says the inevitable dust that any project breeds has severely affected the health of the residents, particularly the young, among whom the number of cases of lung congestion has increased.

When the project first began, protests were quelled by a combination of cajoling and coercion. A significant police presence was backed by promises of jobs, economic regeneration, security and "progress". Needless to say, none of it has materialised except, of course, the police, who regularly show up in impressive numbers to threaten `errant' residents.

The promise of prosperity - schools, hospitals, jobs - is usually the classic argument used to justify the well-documented horrors of mining. Minerals are a country's natural wealth, a gift from Mother Nature, a precious resource crucial to a nation's progress. The booming international market for metals has also cast mines and minerals as earners of valuable foreign exchange. It is hard to unpack the cold, hard logic of capital and corporations without sounding like a hopeless rural idealist. However, the people of Orissa are now asking who the beneficiaries of the mining sector really are. What if mining did not benefit the people it affected the worst?

'The people are the masters of the country'

'The people are the masters of the country'


The Rediff Interview/Arvind Kejriwal, Crusader

'The people are the masters of the country'

May 10, 2007









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A functional office in New Delhi is the home for one of India's biggest crusades -- the people's right to information.

On the ground floor sits a man who has been victimised by the management of his company and wants to use the Right to Information Act to know why.

A vegetable vendor wanted to know why he wasn't given an OBC certificate in spite of asking the concerned officer for three years.

It is with these problems that people ask Arvind Kejriwal and his organisation Parivartan for help every day. A humble man who carries a cloth bag full of petitions, Kejriwal is a graduate of the Indian Institute of Technology-Kharagpur who set up Parivartan to provide an alternate for the common man who did not want to pay bribes.

He won the Magsaysay Award last year for his contribution to the common man's right to information.

A former civil servant, who was in government service for six years, Kejriwal told Assistant Managing Editor Archana Masih that if India has to improve the lot of its people, then its systems of governance had to change.

In the last few years how has governance changed in India? Has it become more accountable, more transparent?

There are both positive and negative developments that are taking place. The good thing is the Right to Information Act that empowers the people to seek information from the government and hold the government accountable.

But merely having a legislation doesn't help, much more needs to be done. Subsequent developments after the passing of the legislation show that the government is not very serious about implementing the Act.

For example, the way information commissioners have been appointed and the kind of information commissioners that have been appointed.

What are the kind of information commissioners that have been appointed?

In most states, former bureaucrats have been appointed. Individuals who have served in the bureaucracy for 35 years have a mindset that transparency, accountability is not the best thing. Plus they have their own set of colleagues, batch mates, friends etc. They themselves don't believe in the right to information.

Secondly, in many places the people who have been appointed are extremely weak and some have a corrupt past. With this set of people you cannot expect anything great in right to information.

Who are the people who ideally should be appointed then?

The law says eminent citizens but the government has confined its choice only to bureaucrats as if there are no other areas where we have eminent citizens. There are a large number of people who are available in this country, who believe in transparency, in right to information, who could have been appointed.

Like I said, the right to information is a good thing that happened but much more needs to be done.

What about accountability or change in governance?

I think governance is becoming more and more anti-poor and more and more aggressive like we have seen in Nandigram, Special Economic Zones etc.

Though the Right to Information Act exists in all these places when the people asked for copies of the contract signed by the State with various companies, the State said it would violate the commercial confidence of those companies.

As if the lives of millions of people who are going to lose their livelihood is of no consequence. As if the land which is being given by the government at such throw away prices that belongs to the public is of no consequence. So the interest of a large number of people vis-a-vis one or two corporates sectors, the government makes a choice in favour of those corporate sectors.

So on one hand though the government has enacted the Right to Information Act but at the same time the will of the government doesn't seem to be in favour of transparency, it seems to be in favour of secrecy.

In terms of SEZs how has the right to information been used?

We have filed the right to information applications in all central government ministries dealing with the subject. We have filed SEZ application in some states. We are still awaiting information from most of these places. Let us see when the documents come out we hope that if we are able to get access to these documents we should be able to provide these documents to the people's struggles that are going on in different parts of the country so that their voices are strengthened.

What changes have you seen after the implementation of the Right to Information Act?

It is too early to say because it became effective in October 2005, it is just one-and-a-half years. There are stray success stories coming from across the country, how individuals have been able to use the Act and have been able to say no to bribes, check corruption and fight injustice which shows that RTI has huge potential if it is nurtured and allowed to function.

But, unfortunately, the experiences of the last one-and-a-half years show that much needs to be done in terms of implementation. Like I said about the information commissioners, if you don't get information in 30 days' time, you approach the information commissioners with your complaint.

The information commissioner now has a duty to not only get you information but also to impose a penalty on officers who do not provide information. The data shows, for instance, the Central Information Commission, they have disposed 3,000 cases so far and have imposed a penalty on only seven people, which is negligible.

It means that it makes sense for an officer not to provide information and that has made a mockery of the complete Right to Information Act.

What kind of people ask for information under the Act? Are they the educated lot?

All kinds of people are asking for information. Rural, urban, educated, uneducated, people living in slums, middle class, corporate sector -- all kinds of people are asking for it. The people who are going to the information commission are predominantly middle class people because rural, illiterate people do not have the capacity as the information commissioners have made the whole process so cumbersome. They do not have the capacity to draft those litigations and appeals.

How easy or difficult is it to get information?

The Indian law is the best law in the world. There are 68 countries that have the Right to Information Act, but the procedures that we have adopted are extremely cumbersome. It is very cumbersome for even an educated person like me.

We have to simplify this process and in this the Bihar government has taken the lead. The state has set up a right to information telephone line where you don't need to draft your application -- the biggest problem in RTI is to submit your application.

While drafting the application you have to use the right language and your questions have to be very sharp, then you have to find an officer to whom you have to submit the information, which is a Herculean task, you have to make a Rs 10 demand draft, then you don't know in whose name the demand draft has to be made, it is not available on the Web site or in any notification. So filing the RTI information is a big job.

The Bihar government has taken the lead, it has hired a call centre. Any citizen of Bihar, from any part of Bihar can call that number, give his name, address and say I want this information from the Bihar government.

He doesn't need to know the name of the officer, he doesn't need to make a demand draft, his voice gets recorded on the other side and that becomes his application and the ten rupees he is supposed to deposit comes as his phone bill.

The call centre takes a printout of the application and forwards it to the concerned officer and if this person does not get information in 30 days' time, he can again call the call centre and say I am not satisfied with the information I've got or I did not get information in 30 days. Again the recorded voice becomes the appeal.

This is a great experiment that is being done by the Bihar government which needs to be replicated all over the country, especially when you have large sections of the population that is illiterate.

It is surprising that the Bihar government took the initiative because many consider Bihar as a lost case?

They deserve credit for this. We met (Chief Minister) Nitish Kumar and he jumped at the idea. We gave this idea to many other state governments and the central government as well but in Bihar within two months this RTI line was functioning.

What about the great Indian bureaucracy, especially in smaller towns -- the endless wait by the public for our babus, the wait for getting to speak to a district magistrate -- has all that changed?

I don't think it has become better at all. We have simply inherited the British system of governance and that system was meant to serve a colonial master. Now the entire bureaucracy is not accountable to the people, they have no sympathy or loyalty towards the people. They have loyalty to the immediate boss. It goes upwards, it is not downwards.

For them in many places the people are treated as obstacles in their work. If you go to the Information Commission you hear things like -- 'Roz ek appeal le kar a jate ho, hum kya khaali baithey hai?' (You come with an appeal every day, do you think we have no work?').

But that is what their job is! To listen to our appeals and complaints. Your existence is based on our appeals and complaints. So this mindset that the bureaucracy has that the people are an obstacle in our work has to change, the bureaucrats have to become accountable to the people and the primary reason for that is too much centralisation of power in the hands of the bureaucracy and politicians.

This power needs to be decentralised at the level of the people. People have to have more control over their own lives.

There is a district magistrate who is supposed to take decisions on our behalf, there is an MLA who is supposed to take decisions on our behalf. They have all the powers, we keep pleading and pleading before them and they never listen to us. Power needs to come back to us.

People should have a meeting, make a list of the problems and give them to the District Magistrate and the DM should be under the obligation to execute those demands. If the DM doesn't work, we should have the power to impose a penalty on him. This relationship needs to be reversed.

We are the masters of this country. The people are the masters of the country.

Do you think the middle class is interested in taking an initiative in making things better?

It is a classic case of loss of credibility in the existing systems. Existing systems have failed, so the people have become cynics. Wherever they see a ray of hope they do take the initiative. I don't agree that the middle class does not take the initiative.

In contemporary India, what are the things that make you proud?

We can say we have made great progress in science and technology, IT but unless all this starts impacting the lives of the poorest people in the country it will be meaningless. It is a cliched way of saying it, but there are two Indias that exist, so all the positives that take place in this country will not have a meaning for the other India.

One thing that is great about India is the freedom to speak and the spaces available in our democracy to protest which doesn't exist in many places in the world.

Where have we failed most drastically?

The most drastic failure is the failure of governance which impacts everything. There is lots being done in education, health etc and I keep telling them that nothing of this is going to work unless governance improves.

There are 1,850 primary government schools in Delhi catering to 1 million children. It is a shame on education, there is nothing that exists in the name of education in these schools.

NGOs can build one to two schools and run them but unless governance is improved and these 1,850 primary schools are improved we can't look at education and health in isolation unless governance improves.

We have completely failed in governance because there is too much centralisation of power in the hands of bureaucrats and there is complete non accountability.

We have to make the bureaucracy accountable to the people. It is not something esoteric, it can be done.

I also thought by entering the civil service I could bring about a change. Once you are in, you realise that you can do your job very well but if you want large system changes to take place that is perhaps not possible within the bureaucracy and you have to come out. Because the moment you try to change the status quo you will immediately get transferred.

Let me also say that most of the people working within the government are good people. It is the kind of governance systems that we have that have failed us. We need to work out what kind of systems of governance we should have. This governance system is directly inherited from the British, it is not meant for a democracy like ours. The accountability is to the top, it has to be to the bottom.

Photograph: Seema Pant


The Rediff Interviews

Wednesday, May 02, 2007

THIS ABOVE ALL - KHUSHWANT SINGH - The Telegraph - Calcutta : Opinion

The Telegraph - Calcutta : Opinion

Close the chapter

The death last month of Dr Jagjit Singh Chohan (79) in his village, Tanda, reminded me of his case against me and my encounter with the other protagonists of a separate Sikh state, notably Ganga Singh Dhillon, Gurmeet Singh Aulakh and Simranjeet Singh Mann. I never met Chohan but he took me to court in London and Chandigarh. He had set up an Embassy of the Republic of Khalistan in London, with a Nihang guarding the entrance. He issued passports and currency notes of Khalistan. He made Sikhs a laughing stock. I wrote about him in volume II of my A History of the Sikhs. He claimed that I had libelled him and asked for damages of over a million pounds sterling from my publishers and me.

It was trial by jury. Chohan attended the hearings everyday, taking with him a few patriarchs with long, flowing beards. He produced some witnesses, including an English woman, Joyce Pettigrew, author of Robber Noblemen, a book on Sikh zamindars I had rubbished in my columns. I could not travel to London but sent affidavits signed, among others, by President Zail Singh, S.J.S. Chhatwal, retired high commissioner of Canada, and a couple of old fellow villagers of Chohan to the effect that as a young man he had not conformed to the Khalsa tradition of wearing his hair and beard unshorn.

The judge put two questions to the jury: Had I libelled Chohan? If so, what damages would they award to him? To the first question, the jury affirmed that I had libelled Chohan. To the amount of damages to be given to Chohan, the jurors fixed the amount at one penny. Chohan claimed victory. He never asked me for the one penny he had won. I still owe him a penny. I’ve no idea what came of the case he had some relation of his filed against me in Chandigarh.

I have strong views on the claim of a separate, sovereign state for Sikhs or any similar demand for an independent state to be carved out of India. I belong to the Sikh community but regard Khalistanis as the worst enemies of the Khalsa Panth and traitors to the country. I have often challenged them to draw me a map of what they conceive as Khalistan, in which Sikhs will have as much of a majority as they do in Punjab today. Not one has taken up my challenge. Twenty per cent of the community live outside Punjab: farmers in Ganganagar district of Rajasthan and the Terai in Uttarakhand, Sikh industrialists, professionals, and tradesmen prosper in all parts of the country. What will become of them if, god forbid, they get away with a Sikh state? Another mass immigration of refugees?

They never answer these questions because they never bother to think about them. They are singularly brainless and unconcerned about the future of the community. Another Khalistani, Simranjit Singh Mann, won his election to the Lok Sabha but refused to enter it because he was not allowed to carry a kirpan of the length he wanted. No other Sikh MP before or after him found that a problem.

Gurmeet Singh Aulakh and Ganga Singh Dhillon continued to live in Washington. Aulakh used to issue bulletins in support of Khalistan. (He sent me some in which he had written something nasty about me). He has fallen silent. Dhillon lives in a large house overlooking Potomac River. I had a long luncheon session with him. I advised him to change his name and that instead of polluting the Ganga, he should pollute the Potomac.

The demand for Khalistan met the fate it deserved. It died an ignominious death. But let it be a lesson to others who periodically make noises about separating the states in which they live from India. We have heard them in Bengal, Tamil Nadu and Maharashtra. They are voices of treason which the people themselves should silence.

Spreading the virus

It is a new disease which, like HIV and AIDS, is acquiring epidemic proportions in our country. It is not spread through sexual intercourse, buggery or injection by an infected needle, but by a match-box sized gadget called cellphone. Since a majority of Indians are as prone to talking endlessly and without purpose, as they are to diabetes, this little gadget further propagates the habit of talking and converting it to a deadly boring disease. It is highly contagious and unless you quarantine those afflicted by it, you will fall prey to it.

I have developed an immune system to avoid contagion. No sooner visitors arrive, than I scan them to see if they are carrying the offensive gadget. If I detect one, I tell the owner to switch it off. If I fail to detect one, and it rings, I stop talking and tell everyone to fall silent while the guilty party is pacing up and down the room conversing sotto voce. And when he or she (it is usually a she) is finished and says innocently “Sorry! Where were we…?” I reply, “Waiting for you to finish with that damned mobile.” It is bad manners to carry it to the cinema, theatre, dance or music recital or while calling on a friend. That pretty well ends the party. I now plan putting a table next to my entrance door with a placard reading, “Please deposit your cellphones here before you enter the premises.”

With due respect

Narain Dutt Tiwari, former chief minister of Uttarakhand, has been lampooned in doggerel verse more than he deserved. During the Emergency, when Sanjay Gandhi ruled the roost, it was: “Main Narain Dutt Tiwari hoon/Main Sanjay kaa sevak hoon.”

K.J.S. Ahluwalia from Amritsar has compiled a list of names given to the initials of the hapless CM — ‘No Delay’ Tiwari; ‘New Delhi’ Tiwari; ‘No Dictation’ Tiwari; ‘Natural Defiant’ Tiwari, ‘National Disaster’ Tiwari; ‘Nothing Doing’ Tiwari; ‘Never Die’ Tiwari; ‘Now Discarded’ Tiwari!

Tuesday, May 01, 2007

Does Intel fear $100 laptops? - Apr. 27, 2007

Does Intel fear $100 laptops? - Apr. 27, 2007

Does Intel fear $100 laptops?

The superhot '$100 laptop,' which costs $176, is at the heart of a feverish dance for influence by PC giants Intel and Microsoft. It may be coming to the United States, says Fortune's David Kirkpatrick.

By David Kirkpatrick, Fortune senior editor

NEW YORK (Fortune) -- Nicholas Negroponte, founder and chairman of the One Laptop Per Child (OLPC) non-profit group, on Thursday revealed big news about his laptop for the poor children of the world. His biggest revelations at a Cambridge press and analyst briefing: The laptop will run Windows, and the group is seriously considering selling it in the United States.

The briefing also underscored that this is likely to be one cool computer. The machine, which OLPC aims ultimately to price at $100, is called the XO. (Previous articles I've written on it in Fortune are here and here.)

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Schoolkids in Abuja state in Nigeria using the XO laptops.
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OLPC mastermind Negroponte never stops smiling. It's one reason why he's a master marketer.
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The scene at the OLPC press briefing on April 26.
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Representatives from potential customer countries meet at OLPC headquarters. Note XOs hanging from ceiling to create a network.
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The XO next to the columnist's computer
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OLPC Chief Technology Officer Mary Lou Jepsen, the mastermind of the box.
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Schoolkids in Abuja state in Nigeria using the XO laptops.
Nicholas Negroponte thinks every child should have a laptop computer. CNN's Femi Oke reports (April 8)
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In a side conversation, Negroponte had a surprising explanation for his new focus on the United States. While demand here has been strong - governors of 19 states have expressed interest for students in their states, and even Governor Jeb Bush of Florida has visited OLPC in Cambridge twice - the project has up to now aimed primarily at giving computer power and net access to children in developing countries.

But now Intel's longtime animosity to the project has taken on new intensity, and that has consequences. Negroponte asserts that in the last couple of weeks, as the final deadline of May 30 approaches for countries to make firm commitments for XOs (ideally in lots of a million at a time), Intel (Charts, Fortune 500) has been methodically going to the expected launch countries and offering unusually attractive terms for its own much-less-sexy Classmate PC.

The Classmate is essentially a standard but simplified desktop that like the XO is decorated in green plastic, but less fetchingly. Negroponte claims Intel is pricing it at $180, significantly below its cost of production, and for lots of only 10,000. In an e-mail, Intel spokesman Bill Calder responds that the Classmate's price is generally higher and he's not sure what Negroponte is referring to.

But if Negroponte is right, the price is telling, because at present the XO will cost countries about the same amount - $176 to be exact says Negroponte. (The $100 price is OLPC's target once it is making these things in the tens of millions, which he ambitiously believes is possible by the end of 2008.) Intel's Calder confirms that it has recently done a "big deal" with Pakistan, one of OLPC's seven "launch" countries, which also include Argentina, Brazil, Libya, Nigeria, Thailand and Uruguay.

But Calder adds: "The notion that we were somehow going to 'his' likely launch countries caused some perplexed looks, if not outright laughter here. We've been in these markets since like, forever."

But there's no question that Intel hates the XO, primarily, it seems, because it is powered by a low-end microprocessor from AMD (Charts, Fortune 500). Negroponte says "we can't compete" with an offer like Intel's, although OLPC hasn't lost any countries yet. OLPC aims for huge purchase agreements lest its marketing costs skyrocket and with that the price of the XO. "We need to trigger a supply chain for three million units to get started," Negroponte says, "and need a few large agreements to kick it off. I just cannot do 300 deals of 10,000 each."

But he has a response: "What can we do that Intel can't? And the answer is - launch in this country." Intel couldn't sell the Classmate here, Negroponte reasons, for fear of alienating its customers like Dell (Charts, Fortune 500) and Hewlett-Packard (Charts, Fortune 500), who do the marketing in the classic PC industry ecosystem. Selling in the United States could help get volumes up and thus costs and prices down, as well as strengthen support for the XO and attract more programmers to it, he says. OLPC eschews profit on the XO.

As for putting Windows on the XO, something Negroponte spoke about as a fait accompli at the briefing, that comes as news - albeit happy news - to Microsoft (Charts, Fortune 500). "We will run Windows," Negroponte said. "Windows will work on it." Yet just last week Will Poole, senior vice-president of Microsoft's Market Expansion Group, complained to me that he was still being rebuffed by Negroponte.

Microsoft has five or so XOs working in its research labs, and, according to Poole, has sought repeatedly to interest Negroponte in using Windows. But OLPC's position has been that while it wants Windows, it would only take it if it were open-sourced. That, Poole says firmly and unsurprisingly, Microsoft would never do. But Thursday when I asked Negroponte point blank if he still insisted on open-sourcing Windows as a condition for it running on the XO, he answered clearly: "No."

The reason appears to be that as the date approaches for firm commitments of big bucks, many interested countries are simply unwilling to risk hundreds of millions of dollars on an unproven machine. "There's enough interest from the countries for us to make sure it boots both," Negroponte says. As Microsoft's Poole points out, no government leader wants to be known as the one who bought their country's kids a million underpowered laptops that don't run decent software.

Last week, I was with Poole in China when he and colleagues announced a groundbreaking program to sell a version of Windows XP, along with much of Office and additional educational programs for the total price of $3, when governments buy for students. That now makes it eminently practical to put Microsoft software on the XO.

Poole did tell me with some satisfaction that Negroponte had recently taken his advice and added an SD slot to the XO so that Windows and Office could be inserted into the machine. Also, recently OLPC decided to significantly upgrade to a more-powerful AMD processor and a larger memory. That will make it much easier to run Windows.

In another room at OLPC headquarters Thursday, representatives from numerous countries were getting briefed on the machine. Recent visitors have come from 25 countries, says Negroponte, like Peru, for instance, which hasn't up to now been a top target. I saw people from Kenya and Russia as well.

And I ran into Tomi Davies, whose Alteq consulting firm in Lagos, Nigeria is assisting with implementation of the pilot project in that country, where 200 kids now own their own XOs. I asked him whether he thought the OLPC project would work. "It is working!" he said with vigor, bringing up on his laptop photos of the engaged kids in Abuja state who have had their own XOs since February.

He, like many I've spoken with from developing countries, is enormously excited by this effort, and seems committed to its success. Talking to him and looking at his pictures makes me realize yet again just how deep is the craving for technology to enable people to engage with the modern world.

Whatever happens to the XO, it is clearly catalyzing a major global movement to try to get technology into the hands of the world's schoolchildren. Microsoft's Poole says that "Nick is doing a good job raising awareness that one can improve education through the application of appropriate technology. He's been tireless in bringing that to the forefront of the world's attention."

OLPC has, against all odds, come up with a spectacularly appealing machine that has real promise to truly change the world. As for Intel, it should really have better things to do than to combat a non-profit effort that seems to be making a difference. Top of page

Monday, April 30, 2007

The strange existence of Ram Charan - Fortune Magazine

FORTUNE 500 2007
FORTUNE 500

The strange existence of Ram Charan

What he does is hard to describe. But the most powerful CEOs love it enough to keep him on the road 24/7 and make him the most influential consultant alive. Fortune's David Whitford reports.

I liked the incredible question:"Am I the master of this subject?"

David Whitford, Fortune writer

(Fortune Magazine) -- The Al Manzil Hotel in Dubai has been open for business all of 18 days on the Saturday night in January that I show up with Ram Charan. The lobby is strangely quiet; there doesn't seem to be anybody else staying here. The surrounding neighborhood is called Old Town, but in fact it's a construction site from which are rising what will one day be the world's tallest skyscraper and the world's biggest mall. Soulless and kind of creepy, I'm thinking, but Charan's thoughts are elsewhere.

Already he has claimed an overstuffed chair in the center of the lobby and is talking on the phone. After 12 hours of isolation on the flight from J.F.K., Charan is back in business, deep in private conversation with a client in New York City. He looks tired, and no wonder. He began his day with a 4 A.M. Friday wake-up call in Richmond (he did a Squawk Box live remote on CNBC), and he has a head cold. But he is in no hurry to go to bed. Charan doesn't care what time it is. He doesn't care what day of the week it is. And the last thing he cares about is where he is. As long as Charan is with a client - or can get one on the phone - he's home.

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Charan at a Fortune roundtable in 1998.
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Ram Charan has written or co-written 11 books since 1998.
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Heading to another appointment in New York City.
Fortune's David Whitford talks with Ram Charan, who spends his life in hotels as he travels the world consulting for big companies.
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Thirty years ago this month, Ram Charan (pronounced "Rahm Scha-RON") quit a tenured professorship at Boston University to devote himself full-time to consulting. Today he's alone at the top of his profession - not a consultant so much as a guru, a corporate sage, with unparalleled access to boardrooms across the globe and intimate, enduring relationships with an array of powerful CEOs.

Among them: Jack Welch, formerly of GE (Charts, Fortune 500), who says of Charan, "He has this rare ability to distill meaningful from meaningless and transfer it to others in a quiet, effective way without destroying confidences"; Dick Harrington of Thomson Corp. (Charts) ("He probably knows more about corporate America than anybody"); and Verizon's (Charts, Fortune 500) Ivan Seidenberg ("I love him. He's my secret weapon"). "He's like your conscience," says former Citicorp CEO John Reed. "Just when you sort of think you have everything done and you're feeling pretty good about yourself, he calls you up and says, 'Hey, Reed, did you do this and that and the other?'"

There's another aspect of Charan, not unrelated to his success, that sets him apart from his peers, if not the whole human race: what Jack Krol calls Charan's "strange existence." "When I was chairman and CEO of DuPont," says Krol, "he'd show up at the house Sunday morning at nine, and we might spend three or four hours, and all of a sudden he'd disappear. He would go anywhere at any time that you asked him to meet with you. Business is his whole life."

That sounds like an exaggeration, but it's not. Having uploaded himself into the global economy, Charan circulates, continuously, with something like the speed and efficiency of capital. Consider the itinerary he sketched at dinner one night a few months ago in New York. He had just agreed - for the first time in his career -to let a journalist travel with him and watch him work. "I should tell you where I've been the last few weeks," he began in heavily accented English. "I go to India on the Friday of the week before Thanksgiving. I am Sunday morning in Bombay. Monday morning I am in Delhi. Wednesday I'm in Bombay. Thursday I'm in Bangalore. Saturday I'm in Trivandrum. Wednesday I'm in Johannesburg. Friday morning, at seven, I am in New York. I have a two-hour meeting with a CEO who has flown in to see me. I have two more meetings and I fly out that night to Dubai. I am in Dubai on Sunday and Monday, then I come back here. On Thursday night I fly out to Jubail, Saudi Arabia. Then I come back here. Tuesday morning I have a whole-day schedule in New York. Tuesday night I go to Milwaukee. I came from Milwaukee last night. They diverted my plane so I had to stay in Pittsburgh. I had a meeting this morning in Philadelphia. I had three meetings here in the afternoon. And I'm here tomorrow, with GE. Then an hour-and-a-half phone call. Then I'm going out tomorrow night to West Palm Beach. Monday morning I have a breakfast meeting in New York. And then I'm flying out to Perth, Australia." At least he flies first-class.

Now consider what comes next: more of the same. Charan never stops. He sleeps in a hotel every night ("Professor Charan, welcome home," is how the doorman greets him at the Waldorf on Park Avenue), except when he's sleeping on a plane or, rarely, in someone's house, which can happen when a client takes pity on him. "I got in the habit of having him over for Christmas because he had no place to go," says Reed. "He was going to sit in a hotel room. That's hardly right."

Before he was a consultant, Charan lived in dormitories. Before he was a professor and a student, he lived in YMCAs. Now he doesn't live anywhere. Charan's one nod to a conventional rooted life is the office he rents on North Central Expressway in Dallas (that's the address on his passport - he is a U.S. citizen), but he can't tell you anything about it because he's never been there.

"I really thought the two ladies I interviewed with six years ago were just yanking my chain," says Cynthia Burr, who manages Charan's hideous schedule. "I said, 'Where does he keep his stuff? Everybody has stuff.' It's really hard to wrap your arms around something like that, but it's true."

Three days a week - on Monday, Wednesday, and Friday - Burr and a colleague pack a cardboard box with shirts, underwear, and socks, perhaps a clean suit (there is a tailor at Neiman Marcus who has Charan's measurements on file), and maybe a V-neck sweater or a pair of khaki pants. They toss in toothpaste, razors, shampoo, a shined pair of 9� EEEE shoes, whatever he needs ("He doesn't buy anything himself," says Burr), and send it by FedEx to Charan's hotel, wherever that may be. The box comes back two days later filled with dirty laundry.

Charan doesn't own a car because he never learned how to drive, and besides, where would he keep it? A plane, perhaps? With a day rate that clients say can top $20,000, he could afford one. "If I was Ram, the one thing I'd have is one hell of a nice plane," says his friend Bill Conaty, senior VP for human resources at GE. But Charan is not Conaty. "I use the time sitting in the terminal," he says. "I have never missed an appointment in my life. I don't want to get lost in this private-plane business." (He does regret, however, not accepting an offer from American Airlines in the 1970s to buy a lifetime first-class upgrade for $100,000.)

He trundles through airports pulling a mismatched pair of black canvas rollers, one held together with maroon duct tape. His watch is a Timex. Given all the hours he spends in transit and his lifelong passion for the Indian vocalist Lata Mangeshkar, I suggested once that he might enjoy an iPod. The idea seemed to upset him: "No, I don't do that, I couldn't do it. Would just distract me. Music can make you very sentimental. Couldn't do it."

Have I mentioned that Charan has never married? That he has no children? And still I haven't come to possibly the most peculiar aspect of his personality. I mean that which sets him apart from virtually every person he comes in contact with, none more so than his overachieving CEO clients: Charan has no goals. He never set out to become a globetrotting consultant, any more than he dreamed of attending Harvard Business School, or becoming a professor, or even so much as one day earning a living beyond the small city in India where he was born.

Charan's weird and wonderful life is an unintended byproduct of dedication, he insists. Dedication to learning and teaching and service, to the whole set of Hindu virtues embodied by one of Charan's favorite phrases, "Purpose before self." "People used to ask me, What is your ambition?" says Charan, who turned 67 this past Christmas. "I say I have none. My dedication is going to take me where I'm going to be."

"Tell me his three God's gifts"

Charan follows his driver out the door of the hotel in Dubai on Sunday morning. "We'll see how it goes," he says, then sneezes. "The nose is not running." With that he's off to an all-day meeting at Emaar Properties, the Persian Gulf behemoth that's developing both the skyscraper and the mall. The limo zooms along on newly built freeways, past a string of galloping mounted camels at Dubai's Nad Al Sheba racetrack, through a dusty desert landscape cluttered with cranes, cement mixers, and rebar. ("Look at all that skyline," Charan murmurs.)

Once inside the gated Emaar compound, he is led upstairs to a conference room overlooking a vivid green golf course. Tom Bartridge, Emaar's American HR director (who thinks "Ram" rhymes with "bam"), is here waiting, and after a few moments V.K. Gomber, strategic advisor to the chairman, walks in. Charan shakes hands all around ("V.K., good morning, sir, how are you?"), says yes, thank you, he'll have tea, then heads to the whiteboard.

Ten-year-old Emaar is growing like crazy in the Persian Gulf, in South Asia, and with its recent acquisition of California builder John Laing Homes, in the U.S. Its top challenge now, in Gomber's view, is execution. Can Emaar capitalize on the marvelous opportunities before it? That's largely a people question, Gomber believes, and therefore people will be the focus of Charan's work with Emaar's management team in the months to come. (Charan is flying back to New York tonight but will return to Dubai for a total of 22 days in 2007.)

"Can we bring up the maximum number of people within the organization," says Gomber, "or can we go through the networking that [Charan] has and go outside the organization and identify people? If we can get such people, I think the money is well spent."

For the next five hours Charan walks his charges through a detailed analysis and discussion of Emaar's draft succession-planning template. "A leader who does not produce leaders is not a great leader," he says. "If you agree, I'd like to put that in." (Gomber nods.) Charan is trying to help Emaar construct a document that will help its managers discern in others what he calls "natural talents," or "God's gifts." "Each of us has to be the best calibrator of natural talent of the people who work with us," he says. "What are the three to five most crucial natural-talent items that each person has? It has to be specific" - he taps the white board for emphasis - "and very clear" - tap - "and repeatable" -tap!

"By the way," says Charan, "the last time I talked about Steve Jobs, remember? I've now verified from two directors of Apple, and they say it's right on the button." Gomber and Bartridge perk up their ears. "I asked, Well, tell me his three God's gifts. And they think about it, and they say first thing, this human being has a talent to figure out what the consumer really wants. This is a very valuable thing! No. 2, he has the will and the talent to find - no matter where it is! - the right technology that will deliver what they want. Nobody said he invented one! And third, he has the talent to create demand at the right time. I say, Where do you find those human beings? But he is one."

Throughout the afternoon Charan discreetly shares from his store of anecdotes. For example, the time he was sitting in Andy Grove's cubicle sometime in the late '70s when Grove got a call from a Tektronix (Charts) engineer who wanted to work at Intel (Charts, Fortune 500) and was willing to take a 10% pay cut. "And they were a $200 million company at the time," says Charan, "very small. Tektronix was $5 billion. That's brand!" GE has a similarly powerful brand, says Charan. So does P&G (Charts, Fortune 500). So can Emaar, is the idea.

I don't care if I flunk

Later that evening I meet Charan for dinner back at the hotel. Western music plays softly, disconcertingly, in the background. (Eric Clapton, John Lee Hooker, and a cover by someone I can't place of Lowell George's highway traveler's classic, "Willin'" - "I been from Tucson to Tucumcari, Tehachapi to Tonopah.") Charan has a plane to catch at 2 A.M. He has three appointments in New York starting at 9:30 Monday morning. Monday night he flies to Madrid, Tuesday night to Frankfurt, Wednesday morning to Miami. After that, he doesn't know.

Our waitress is a guest worker from India, one of many now in Dubai. "May I call you beti?" Charan asks politely. She nods, blushing at the portly gentleman seated before her, with his backswept gray-streaked hair, smooth round face, and sparkling eyes. "It's an Indian custom," Charan explains after she leaves. "I took her permission first. I may not in India. Even though she has never met me, and I address her as beti" - "daughter" in Hindi -"it's like I am telling her that you will be treated like my own daughter. All threats are out. You see the face changing right away."

Charan's roots are in a small city near Delhi in the north Indian state of Uttar Pradesh. (I can't say which city because Charan has relatives there and worries about kidnapping.) His family (he is the sixth of seven children) lived on the second floor of a two-story house they shared with his uncle's family. Together they were 17 people under one roof. "And then a portion to keep the cows," says Charan. "I personally took the cow dung and made patties out of that for burning in Mother's stove. We cut the fodder in the fodder machine for the cows. My brothers and my uncle did the milking." While they had everything they needed to survive, they had no more than that. No plumbing, no electricity, no luxuries of any kind. The children pumped water from a well. They did their nightly homework on the floor in a flickering circle of light from a mustard-oil lamp.

There was intense fighting between Hindus and Muslims in Charan's city during the struggle for Indian independence. He remembers when he was 7 years old in 1947, watching from the roof of his home as flames destroyed the cloth shop belonging to his father and uncle. After the fire the brothers started over with a shoe shop. Charan was in the shop every morning before school to help open and every afternoon after school until closing. He counted the rupees in the till at the end of the day, inspiring a lifelong appreciation for the "blood" of business. ("Any company I go to, the first thing I check is cash. How's your cash? Where's your cash flow? No blood, you got a problem right away.")

In the lulls between customers, Charan studied. Using a system of his own devising, he condensed onto a single unlined page the essence of what he had learned that day in each subject. (Today he provides similar one-page summaries for his CEO clients.) "Am I going to get good grades?" he would ask himself, knowing there was only one right answer. "Am I the master of this subject?" He knew from Sanskrit teachings that "fear, anger, laziness - these are the downfalls of human beings"; that peace of mind alone is worth striving for; that dedication and mastery are their own rewards.

One by one, most of the older children left school to work in the family business. Charan was an exception. His teachers visited the shop to beg his parents to let him continue his education. At 15, he enrolled as an engineering student at the elite Banaras University in Varanasi, a 250-mile train ride away. He was two years younger than his classmates, a humble member of the trading caste surrounded by "students whose fathers were big business people." He kept quiet because he was self-conscious about his "lousy English." He excelled, graduating third in his class. "Oh, incredible growth!" is how he describes those years. "Incredible learning!"

After college Charan was invited to participate in a work exchange program in Australia. His grandmother pawned her jewelry to buy him a plane ticket. (Charan recorded that debt, together with every cent his family spent on his education, and paid it back within a year. "This is a return of capital," he wrote on the note accompanying final payment.) Charan ran into a problem at the passport office. The application asked for his first and last names. Like most provincial Indians, Charan didn't use a family name. So he split his one name in two, and Ramcharan became Ram Charan.

It was winter when Charan arrived in Sydney. He had never been so cold in his life. A kind woman in the placement office at the University of New South Wales arranged some interviews, but job offers were hard to come by. You can always try gardening, she said. "I'll do that," Charan said. "But I can't go home because I don't have any money."

Finally he found a job as a draftsman at a utility company. He worked days and attended classes at night. Charan soon attracted the attention of his bosses, one of whom invited him one day to his office. Did Charan have any questions he wanted to ask? As a matter of fact, Charan did. He had been studying the financial statements in his spare time, attentive as always to cash flow, and had concluded that the company was borrowing money to pay its dividend. Was this true? Charan's boss was sure it was not. Until he checked with the CFO. Oops. The young Indian's standing rose accordingly.

Encouraged by his bosses, Charan left Australia after four years to attend Harvard Business School. MBA students in the early 1960s had to read and be prepared to discuss as many as three case studies a day, six days a week. One of Charan's more practical section mates suggested they divide the cases, then get together every night to share notes. "I'm not going to do that," Charan said. "I'm spending my own money. I don't care if I flunk. If I learn something, I'll succeed." Charan did not flunk. He completed all the reading and, as was his habit, summarized the notes for each case on a single sheet of paper, which he brought to class for reference during the discussion.

His roommate, Boston real estate developer John Joyce, remembers seeing Charan's grades at the end of the first trimester second year, when Charan took advanced statistics, a class normally reserved for doctoral candidates. "They were all distinction-pluses," says Joyce. "Kind of a stunning achievement."

While at Harvard, Charan worked summers for a gas company in Honolulu. Again, he took it upon himself to study the books, and again he discovered a looming problem with the dividend. This time his boss asked him to solve it. Charan came back six weeks later. "The pressures in the pipes between 10 P.M. and 4 A.M. are too high," he reported. "You take them down, and your gas leakage will go down, and you will make the dividend."

Charan knew this because he had been down to the plant in the middle of the night and read the gauges. He had also noticed that the man in charge of production was not talking to the man in charge of distribution; hence the leakage. In other words, he combined financial acuity with engineering know-how and an eye for the role played by interpersonal relationships to solve a vexing problem. Charan says now, "That's where this whole consulting thing really began."

Charan graduated in the top 3% of his class, a Baker Scholar with high distinction. He stayed to earn a doctoral degree, then joined the faculty. His students nominated him for a best-teacher award, an award he later won at Northwestern. But Charan never excelled at the academic research that leads to tenure at a top-tier school. He was interested more in cause and effect than statistical correlation. His aims were practical: How can I solve this problem? How can I help this person? This company? He began taking on more and more consulting gigs. Most B-school professors consult on the side; in Charan's case, it was his calling. Within a year of arriving at BU, having finally achieved tenure, he concluded, "This is not for me," and stepped into the void. He rented an office in Dallas, in part, he says, because the climate reminded him of India, but really for its central location. Not that he's ever there.

"Don't you ever, ever do that again"

What does Charan really deliver? Some people wonder about that. He is very good at unpacking complexity, at paring business challenges down to their essential elements, often with reference to lessons he learned years ago in the family shoe store. "I've been around Mike Porter and Gary Hamel and every strategy guy in the world," says University of Michigan business professor and Charan friend Noel Tichy. "Many of them get into this look-how-smart-I-am mode. You will never see that with Charan." If you're V.K. Gomber ("I am a strong believer that the businesses are simple"), you value that quality.

But there is a line between simple and simplistic, and some have questioned which side Charan stands on. Skeptics liken him to Chauncey Gardiner, the simple-minded hero of the 1979 film classic Being There, who gets a lot of mileage out of utterances such as "First comes spring and summer, but then we have fall and winter. And then we get spring and summer again."

If Charan is a fake he is an amazingly successful one. What defines his career, even more than the quality of his client roster, is its stability. This is his 37th year working for GE, his 33rd for DuPont. He worked with John Snow for 15 years before Snow left CSX (Charts, Fortune 500) for the Treasury Department; he has been with Ivan Seidenberg at least 20 years, and with former West Virginia Governor Gaston Caperton more than 30 years. Caperton met Charan at a Young Presidents' Organization (YPO) function in the mid-1970s and has been huddling with him ever since.

That is, through the sale of Caperton's once-tiny insurance company in the early 1990s after it had grown to become the tenth-largest privately held brokerage in the country; through Caperton's two terms as governor, during which Charan led talks with business, government, and union leaders on developing an economic strategy for the state; and now in his job as CEO of the College Board. "He's helped me in business, in government, and in the nonprofit," says Caperton.

One of the reasons people keep coming back is Charan's extraordinary devotion to his work. Years ago Charan was leading a workshop at Crotonville, GE's training center in Ossining, N.Y. It was after the merger with RCA in 1987. The employees were mixing for the first time, and things were a little tense. One of the GE guys found out that it was the birthday of one of the RCA guys and hired a belly dancer to mark the occasion. "The dance was just before lunch," says Jim Noel, formerly of GE, now a consultant. "She came in, did her little thing, and left. As we were walking to lunch, Charan came up to me and said, 'Jim,' and he was really serious--at first I thought he was joking. He said, 'Don't you ever, ever, ever do anything like that again.' And these were his exact words: 'Don't you ever defile the classroom in that way.'"

He's like a monk, suggests Caperton. Or a missionary, says John Mahaney, his editor at Crown Business (Charan has written 11 books on management; see "Charan in Print"). GE's Conaty jokes that while his company has extremely high expectations of its employees, "we do allow people to get married. We do allow them to have kids. We actually allow them to live in homes - even multiple homes, once they make some money with us - and we do allow them vacations and most of their weekends off."

Charan, however, has no discernible personal life. One longtime collaborator has dinner with him whenever Charan is in town. Charan's friend's wife used to join them but stopped. "My wife got to the point where she couldn't stand it anymore, because Charan could not get out of talking about business." Does Charan ever laugh? "Probably," says someone who has spent hundreds of hours with him, "but I can't remember. I pull back from my own appreciation of irony in his presence."

Charan had triple-bypass heart surgery in 1999. After the operation he took it easy for 11 days, then went back to work. He couldn't fly for a while but that was fine - he loves trains. Most of his clients never knew he was sick. Welch, who has had his own bypass surgery, did know, and worried. "Ram, what the hell are you doing here?" he said when he saw him soon afterward. Charan, though pale, was dismissive. By then he had already been to Europe and back once.

"He isn't doing anything"

Generalizing about what Charan does for his clients is tricky, but that lack of definition paradoxically is at the heart of his success. His method is no method. He is wary of abstraction and belongs to no school of management theory. "Converting highfalutin ideas to the specifics of the company and the leader - that's the trick," he once confided to me in an elevator. "The other part is working backward to define what the need is, and then searching for what helps. Then you bring it to common sense, and common sense is very uncommon."

That means no ready-made solutions. Instead, Charan brings observation, curiosity, and care. He lets his clients decide how to use him. Sometimes all he does is ask the right question. "I remember the first time he came to see me," says Caperton. "We were driving to the airport in Charleston, W.Va., and he said to me, 'Why are you trying to grow this thing so fast?' I was sort of shocked by the question. Three weeks later my financial guy came to me and said, 'We don't have money to meet payroll.' Charan realized we were growing too fast, that's why he asked me that question. That was a much better way to teach me, wasn't it?"

Or he might teach others which questions to ask themselves. Nick Taubman and Garnett Smith heard Charan speak at a YPO event in 1978. Advance Auto Parts (Charts, Fortune 500) was not a big company at the time - fewer than 200 outlets, less than $200 million in sales - but Taubman, the president, and Smith, his operations guy, had big plans. As the company grew, Charan was always reminding them not to lose touch with the stores. ("You just can't allow this to happen!")

At Charan's suggestion they began hosting regular Tuesday meetings at headquarters in Greensboro, N.C. They'd fly in a handful of store managers from all over the country, put them in a room with the leaders from corporate, and run down a three-item agenda following a script devised by Charan: What unique thing happened in your store last week? What issues did you face that kept you from serving your customers better? How can we fix those issues right now? Says Smith: "He made sure as we grew that we didn't lose sight of what was really important."

When Bill Conaty moved to GE headquarters as senior VP for corporate human resources in 1993, he picked Charan to lead his new-leader assimilation program. Charan brought two dozen of Conaty's new reports to GE's guesthouse for six hours, asking them, What do you know about Bill? What do you want him to know about you? What advice do you have for him? Charan summarized the feedback for Conaty, then offered some of his own, then followed up repeatedly. "Charan really pushed me on the whole business-partnership piece," Conaty recalls, meaning no more HR initiatives for HR's sake, "and the function as a result is much more credible and visible in GE today than it was."

Ivan Seidenberg says he goes through cycles of change at Verizon, and so engages Charan in different ways. "For a while we were trying to figure out how to reengineer work," he says. "Another time we were looking to design new management programs to have people focus on a different way of thinking about running the business: How do you forge a growth culture, as opposed to one that's been focused on productivity for many years? New-product introduction - I talked to him about that. He always whips out this nice little pen he uses, real thin ink, and he starts drawing diagrams. He constantly is helping to provide depth to issues, not only answers. All of it is useful."

John Reed started working with Charan in 1990, before Citi's merger with Travelers. The stock was languishing, the company was struggling. "I knew what I wanted to do," says Reed, "but I wasn't 100% sure how to get it done. That's a big distinction if you're in business. A lot of consultants come in to tell you what you should be doing. This was not that. This was a question of how best to get it done."

Reed says, "Ram is a catalyst in the real sense of that word. He facilitates things happening but doesn't take part in them himself. And he is an immense source of energy. When you're trying to get large organizations to do things, energy is extremely important. He forces you to tell him what it is you want to do, and he forces you to really be clear in your own mind what those things are and what steps have to be taken. Often it's getting the wrong guy out of a job. But the point is, he starts out by basically forcing you to think with him and be very clear. Then, okay, you notice that he isn't doing anything, he's just forcing you to do it. Then once you've agreed on everything you want to do, he calls you up every ten minutes and asks why haven't you done it yet."

"I am allowed to do what I love to do!"

Feb. 19, President's Day. Not much of a holiday for most Americans; certainly it means nothing to Charan. He spent the day with a client in Hartford, then flew to Cleveland on a connecting flight through Dulles. The planes were late. Charan never complained. When the airline club closed and the tired employees went home, Charan relocated to the gate and dozed in a chair until his flight was called. Now he is standing at the check-in desk at a hotel on a highway somewhere far outside town, waiting patiently for his key. The clock behind the desk reads 1:48 A.M. He asks for a 5:00 A.M. wake-up call.

"I'm a lucky man!" Charan likes to say. "I am allowed to do what I love to do!" While I still don't really understand him, I am beginning to believe him. Surely there are many ways to live fully and be happy on this earth; probably, he has found his own. Of course he knows he can't keep this up forever. One day he'll start slowing down, and then he'll begin to dispose of his money. He has long financed the aspirations of his extended family in India, by paying for their schooling and helping some of them get settled overseas. But that's it, he says. No more money for the family. ("My people are not rich, but they have enough to go on their own.") "It's going to be in India" is all he'll say about his coming serious philanthropy. "It goes a long way, a little amount there. To enable people to accomplish things."

But Charan's not there yet; he's not even thinking about slowing down. Even though - and this is breaking news - he is no longer homeless. "I now have an apartment in Texas," he tells me matter-of-factly. To say I am dumbfounded is an understatement. Why now? "I just thought I'd get one," he says. "I was in Istanbul, they're all telling me I got to cut this out. They think it's a big deal for me to have never bought a place. I said hell with it. I got tired of people talking about it." So I ask him when he is moving in. "Maybe never," he says, staring hard. Staring back, I catch a glimmer of something, a ripple that crosses his face. It may have been a smile. Top of page

Development and Displacement -Abhirup Sircar -

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Arise Awake Stop not till the goal is reached. - Swami Vivekananda Swami ji is my inspiration, not as a monk but as a social reformer and for his universal-ism.