Impact Without End

I with my wife (also an Ex-NTTFian) were enjoying our chat after our dinner in my Sister-in-law’s place, two years ago exactly at the same time this tribute gets published, when we received the news that felt impossible to believe. I vividly remember the dreaded call from my then Colleague Sudharshan – shocking moment when everything around me became unbelievably standstill. That was a sharp, sudden blow that didn’t just report an irreparable, irreplaceable loss; it stopped my time in its tracks.

Two Years and Too Different World Now

It was unbelievable because I had spent ~3 hours with him earlier in the afternoon. Dead tired that I was due to an overnight travel, I checked with him if our meeting was online (he generally insists on use of technology to refrain from avoidable travel), but for some prophetic reason, he wanted that to be in person. I had another meeting early that morning in Electronic City, after finishing which I rushed to Peenya with a driver as I was too tired to drive myself.

It was unbelievable because he emphasized on taking care of health, getting adequate rest, so that you can contribute more to NTTF. He was particular that overnight driving are avoidable risk, not just physically but also to the health. Request client to bear with you for a few hours instead of risking life and limb (the words he chose).

It was unbelievable because he told, “Suresh! Covid taught me to express positive feedback and hand out praise right away and postpone criticisms and he wanted to compliment me for two Government orders bagged on a single day. I was driving back from Chennai when he called me to come over to Peenya next day by 11am and he insisted that it has be in person. Did he foresee what was coming later that evening? With benefit of hindsight, had this meeting been postponed or I had not been able to make it, this would have never happened ever again – Unbelievable, isn’t it?

It was unbelievable because we also clicked a Photograph together (don’t know why, maybe the only one in his office – I have chosen not to share this personal treasure and saving it for me and me alone). Though as a Principal of NEC and with him working out of this campus more often in the past. I have a lot of pictures with him, but looking back this one turned out to be very very special. Thanks Ms Freeda for capturing it for me.

It was unbelievable simply because…. IT WAS UNBELIEVABLE!!!!

A flurry of phonecalls while driving to Vikram Hospital (Manipal Hospital Millers Road) and it was just a collective sense of denial, a hope that it was all some terrible mistake, because the person we lost seemed far too full of life to ever truly be gone.

That shock has since settled into a quiet, enduring ache, but today is about more than just remembering the day the music stopped or the lights went out. It is a day to celebrate the immense space he occupied while he was here. He lived with a kind of intensity and purpose that most people only dream of, leaving behind a trail of inspiration that hasn’t faded even slightly in his absence.

While the world is a bit quieter without his voice, his influence is still everywhere I look. We see it in the work of those he mentored, in the stories people still share with tears and laughter, and in the way his name still commands a certain kind of respect and warmth. He had a rare gift for making people feel seen and understood, even those who only knew him from a distance. While meeting bureaucrats and other educationists and the glowing tributes they had for him and their description of the impact he has made on the society at large, I now realise how blessed many of us were to have directly associated with him.

He was no flawless deity or paragon of impossible virtue. Like any man, he carried his own share of human frailties, yet his immense contributions consistently eclipsed those shortcomings. He possessed a rare, almost prophetic foresight that remains startling in its accuracy even today. For fifty-seven years—a staggering tenure in an era where mere months are often considered a milestone—he served as the bedrock of the institution he built. He steered the organization through its most turbulent troughs and triumphant peaks, along with a few trusted lieutenants, but he shielded the rest of the organisation from hardships while keeping the engine running. Again, for those with a jaundiced eyes, a lot of flaws can be picked and he blamed for it, but can do it only standing on the platform he built, not from something they were incapable of building themselves.

Though he officially joined in 1967, he functioned as a living repository for every moment of the NTTF journey since 1959. His door remained perpetually open. Whether a colleague arrived to vent grievances or sought genuine mentorship, he listened. Those who entered with an open mind left enriched by his deep understanding of the philosophy and DNA that defined the organization. To sit with him was to receive an education in the “why” behind every epic decision, gaining insight into a history that became synonymous with the man, an Institution by himself.

Beneath the outward facade of a micro-managing taskmaster lay his most significant flaw, an incredibly humane heart. This spirit of empathy trickled down to every level of the hierarchy, embodying the Gita’s wisdom that the world follows the standards set by a leader. His philanthropic impact was a saga in itself, reaching the polio-affected, the hearing and speech impaired, tribal communities, and the underprivileged. He led by doing, and while many later shirked responsibility by blaming his “dictatorial” nature for undesired outcomes, the truth was often a matter of individual courage.

In my own first week during my 1st tenure here, I challenged a major equipment order he had already approved. After an initial, shock-induced outburst, he actually listened, recognized the logic, and pivoted the entire investment. It was a testament to the fact that he respected reason and spine; if others chose to pass the buck rather than engage with him, that was a reflection of their own flaw, not his inability to evolve.

It is two years now since he decided to move on. The pain of that initial news has been replaced by a deep sense of gratitude. We were lucky to exist in the same era as someone who moved through life with such grace and impact. Today, we don’t just mourn a death; we honor a legacy that continues to grow, proving that even though he was taken far too soon in my 2nd tenure, the mark he left on me was permanent. He was the perfect example of someone who, “Lived Life to its Fullest!!!”

Koti Koti Pranams, Mahodaya Dr. Reguraj N. Your impact is immeasurable, and your legacy will continue to inspire generations.! You are once in a Yuga figure. Guru, Mentor, Critic and most importantly a FRIEND dearly missed (taking big liberty with the label here). You are irreplaceable.

Guru Dronacharya of Technical Skilling in India

IMTB syndrome – Administrative Bane

Agreed, everyone is busy, but “I am too Busy (IMTB)” is absolute humbug and what in general parlance can be described as Cop-out. It means two things when an issue is brought to your for a solution/ suggestion – “You are not a priority” or “I have no clue about it”. In my experience it is almost always the latter. Fear that the capability (or incapability, to be precise) gets exposed is the culprit for this IMTB syndrome.

I am Too Busy (IMTB)

This is largely a reproduction of a Tweet thread that I had posted a year ago during my efforts volunteering with the Government as a Corona Warrior regarding reasons (in my humble opinion) why our famed Bengaluru Model took a beating. Our war-room and the processes were proudly presented by Mr Luv Aggarwal in his evening briefing pre June 3rd Unlock, when Karnataka and Bengaluru in particular, managed the Pandemic using technology judiciously. The technology implementation during lockdown was studied well by domain experts and the potential pitfalls were highlighted (to add – I had personally given potential numbers if certain measures were not put in place – It so happened my numbers were accurate give or take 10 – Thanks to models developed by Dr Santosh Ansumali and another by Dr Prasanna Simha).

Let me directly reproduce the tweets posted on the IMTB Syndrome

Someone (irrespective of sector) if he is too busy for everything, all the time, it means either he doesn’t know his job or doesn’t know to manage it. I come across so many who hide behind this “I am too busy” from their reportees, from their peers and superiors. If you are a manager find a balance or bosses will have to find some balanced person. In days of mobile phones, you cannot have pagers.

What went wrong with much touted Technical advantage #Bengaluru and #Karnataka has to be discussed sooner than later to save the state and #Bengaluru. #IamTooBusy or #MineIsBest adamance costed us after all the gains we made. With tonnes of experience in IT system/solution architecting, mobile app practice – Both from hands-on development experience too, not just looking over shoulders of developer) architecting was the key fact that did the damage. It cannot be a hobby project when dealing with data especially when we are dealing with Human Lives.

It is not just passion, enthusiasm, hard-working or commitment (of which we never had a dearth, it has a lot to do with Competence too, without which all the others are pointless. (Vice versa is true too. But starting point is COMPETENCE). That is when we, a bunch of enthusiasts conducted a thread bare analysis of some Apps that were used (its tremendous success earlier and its miserable failure once the numbers ramped). Sadly our penchant to investing more to dig shallow wells, instead of one deep productive well, was our bane

News | The O'Meara Lab
Too many Unproductive shallow Wells
Pic Courtesy: Web

There was this particular officer whose #MineIsBiggest adamance is what let go of a multitude of options provided to mankind, free of cost. Why Government has to spend on “Learning Curve” of Private sector was the line. Seriously? On something that is so specific to public health & pandemic & offered for free? When an IAS officer is appointed into the Government services, it is more for his administration skills and much less for any other basic domain skills. If he “was” Engineer it is just incidental and once in service your primarly role is administer, not demonstrate your Engineering skills.

This particular officer had a balloon of an Ego, thought it was passport to so called growth by creating many hobby grade apps – in IT what we commonly refer to as “Hello World” program. We clearly highlighted that the Application Architecture is too rigid and unscalable. It was ok when our numbers were low but unlock expectedly would hike the numbers, contact tracing numbers would jack up, number of cases would increase and so on. Net result, to save his image and adamance that his apps were the best, our City, the IT Capital took a beating both in terms of image and also in terms of public health – Evident in the bulletins released those days – opaque contents and numbers that has spiked. But he was shut to any idea lest his carefully built up image gets shattered – it did shatter but by then City and the State paid a huge cost.

Sincerity and strenuous efforts is no substitute for Competence, which is what this bunch of hard working officers lack. As late as today, solution is not to scale the solution up, but scale the users down. Haalooralli Ulidavane Raaja… goes an old saying in Kannada. We’re no where near haalooru yet. Is it Insecurity when not once, twice, four times you don’t turn up for a meeting to discuss (#IamBusy you know 🙂 without a care for time of people, domain experts whose billable is 40 times > this officer’s. He was out to show who wears the pants in the administration. During a review by Chief Secretary, I did write a note explaining where we went wrong and the remedies there of. Then CS, accepted it and immediately allowed remedial measures and it did not take 3 weeks to get semblance of control again. (Recalling a message I received over Whatsapp – Hey Suresh, you just spiked my husbands growth. My humble reply – I rather spike career growth of one person than risk COVID Spikes)

Here I would contrast it to another officer, also an Engineer but emerged a Superstar in the War against Corona in Karnataka, simply because he just administered, facilitated multitude of domain experts to deliver. Jealous Enemies within carried out a hit job and some wise men thought dividing Bengaluru as per BBMP zones for effective management was a better approach and he was relegated to a particular zone. He performed magic for that zone again and proved, whatever the scale it is about doing a job perfectly and playing his role as required, not to demonstrate his Engineering skills. I have to name and thank this officer on behalf of the state and the City. Thank you Major Manivannan, IAS for being a Friendly Administrator who knew his job extremely well, for being a Facilitator than anything esle and harnessing strength of all available resources (which was scarce). You were the reason why many corporates and NGOs happily joined hands to work with Government. By the way, Major Manivannan was the person who conceptualised the Citizen Corona Warrior (locally called Corona Sainika Program). I was blessed to be associated with the Program as Vice Chairman of Corona Sainikas Task Force handling the state (I was tasked with entire State except BBMP areas) and thereafter as Chief Citizen Coordinator when the Home Quarantine was managed by Citizen Volunteers. But for him, I would not even think of joining this initiative, since working with the existing Public delivery system is very frustrating for someone from Corporate sector. He insulated all the bureacratic challenges from service delivery folks and left free to deliver. Respects to this model Civil Servant.

Would like to recollect contribution of M/s Knowledge Lens to the entire initiative, It was our loss that we could not reach out to them during lockdown (when we had to manage even bigger volunteer pool) and I am sure we would have done even better job with their support. After the unlock, Major Manivannan and me sat down to discuss actions for establishing the Citizen Quarantine Squad (later renamed to make it appear more citizen friendly as Neighbourhood Home Quarantine Watch and Care – NHWC) I still remember how I drove in to Knowledge Lens office in Electronic City and met up with Shri Sudeesh Narayan, Founder and CEO to seek support of two technical Development resources, he dismissed it saying, why two – leave it us, we will develop the entire portal and maintain it – ALL FOR FREE. He r introduced me to Shri Jayesh Sripada Rao (a friend for life now) who then helped us, hand held and in fact became one of the best volunteers himself during the entire battle. I have to admit, it was totally unexpected and Free came with a cream of High Quality Professional outputs. Knowledge Lens’s Mobile practice came in handy to address all the needs of the system. We were able to automate the entire registration process including delivery of ID cards at almost no cost. There was no looking back thereafter. We had lot of partners engaged into the program and smoother delivery inspired even more work from the volunteers in this critical phase. Once again role of Major Manivannan and his support was immense. Sadly, when the zone-wise bifurcation was done, only the zone headed by Major Manivannan used all the apps and results were there for all to see.

What inspired Corona Warriors like me and nearly 40,000 others who were out on the field with support and encouragement of Major Manivannan and then Chief Minister of Karnataka, Shri BS Yediyurappa ji.

Remember when the program started – no one had a clue about what this Virus was all about. But everyone knew what should be the outcome – WE HAD TO WIN – with the App or not

Winding up with a small anecdote – A Senior Bureaucrat asked me (he was trying to understand the psychology of volunteers) “We are duty-bound and paid a salary to do this work, What is in it for you taking all these risks?” My spontaneous answer was (which I strongly believe is what every volunteer thinks and essence of volunteering):

IF NOT ME, WHO?
IF NOT NOW, WHEN
?

I was told by this officer at the time of retirement, that he had written these lines on a paper and had it below the glass top of his table.

It doesn’t take much – To M.A.D

For the last two weeks, the road in which we live is in an unspeakable state…see picture.

Indian middle class is used to road digging, BBMP, BSNL, BWSSB, BESCOM…one or the other is usually digging the roads, what’s extraordinary here is the car parked in front of the JCB…again see picture

Blocked! You can go to hell
I am the Government! You can go to hell Attitude

The tipping point for the residents came when the Cauvery water line was broken in the process and the water tankers refused to supply water in our lane as actually the road was not commutable.

No Water? Drink Coke - Antoneitte Style
Drink Coke if you don’t have water – Marie Antoinette

All our requests fell on deaf ears, shouting residents got back to children, school & office, that’s when with an extraordinary courage, Hema parked her car right in front of the working JCB and challenged them “let me see how you will move another inch”

The Brave One - Who made a difference
The Brave One – Who made a difference

And, actually that’s all it took, for them to respond, in less than 3 hrs, arrangements for water and 4 wheel passage was made for our commute.

Volunteer for A better India (VBI) , it doesn’t take much, … to Make.A.Difference

(Hema is a Senior Faculty of The Art of Living and an ardent disciple of His Holiness Sri Sri Ravi Shankar ji)

Story Credits : Madhubala who share this inspirational story on Facebook originally.

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