That's Laluji. What an electrifying personality addressing MBA students from the US in Delhi:
http://ia.rediff.com/money/2007/mar/16look.htm
I have met him many years ago in Kolkata - absolutely arrogant, but then, he is a politician. His goal is to be PM.
Cheers
Nattusbs
Lalu & Railways
Lalu & Railways
No doubt Lallu has changed the face of Railways but I doubt he himself has any idea how that happened. I don't think introducing earthern pots or transporting vegetables from bihar made any difference.
Anyone knows how he did that ?
Anyone knows how he did that ?
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LLLLWhenR2I
- Posts: 222
- Joined: Tue Jan 16, 2007 3:12 am
Lalu & Railways
Nothing much.
For once he stopped taking bribes.....:)
Imagine India if all politicians stop taking bribes for one year...:emsmile:
For once he stopped taking bribes.....:)
Imagine India if all politicians stop taking bribes for one year...:emsmile:
Lalu & Railways
He is an amazing guy. He has the ability to trick all kinds of people - poor, rich, illiterates, educated, R2Iers, LIA etc
Many of us think that he stopped taking bribes or the brain behind railways transformation. One thing is for sure - he has the brain to hire the right people who can help him make money for himself (and rest of his big family and relatives) and at the same time show some profit in his department.
Many of us think that he stopped taking bribes or the brain behind railways transformation. One thing is for sure - he has the brain to hire the right people who can help him make money for himself (and rest of his big family and relatives) and at the same time show some profit in his department.
Lalu & Railways
Very touching! How this gentle, sincere deliverer has been misunderstood in his own country. See with thou eyes, ye doubters, the Yankee herself kneeleth before the messiah.
When the railway or any other department does well in any other country, it is a matter of routine. When it does well in India, we must sing, dance, invoke Lord Krishna, and choke with emotion at our good fortune.
And who are the most devoted servants of this new deliverer? Not the gullible masses that wallowed for fifteen years in a living nightmare, before their churning stomachs made them stop momentarily of thinking about jaat. No, it is a bunch of- possibly 'crore salary' candidate- MBAs. The railway turn around is a good case study for these rootless, contextless, blind herd of the gatekeepers of convention.
To help them, the following case-studies are suggested for their starved curricula:
The unending corrosion of all government departments of which Railways is just one. They should ask why there should have even been a turnaround at all. What were his predecessors doing? Was it so easy that a looter and an incompetent, who destroyed the lives of ten crore people for generations to come, rigged elections and under whose protection mad terrorists like Syed Shahabuddin ran a parallel goonda rule, could do it?
The interesting study of a mass leader-how an enemy of the welfare of the masses, a traitor of the country, an abuser of a powerful post was anointed a cabinet minister rather than being thrown in to a dungeon where rats chew him to death.
When the railway or any other department does well in any other country, it is a matter of routine. When it does well in India, we must sing, dance, invoke Lord Krishna, and choke with emotion at our good fortune.
And who are the most devoted servants of this new deliverer? Not the gullible masses that wallowed for fifteen years in a living nightmare, before their churning stomachs made them stop momentarily of thinking about jaat. No, it is a bunch of- possibly 'crore salary' candidate- MBAs. The railway turn around is a good case study for these rootless, contextless, blind herd of the gatekeepers of convention.
To help them, the following case-studies are suggested for their starved curricula:
The unending corrosion of all government departments of which Railways is just one. They should ask why there should have even been a turnaround at all. What were his predecessors doing? Was it so easy that a looter and an incompetent, who destroyed the lives of ten crore people for generations to come, rigged elections and under whose protection mad terrorists like Syed Shahabuddin ran a parallel goonda rule, could do it?
The interesting study of a mass leader-how an enemy of the welfare of the masses, a traitor of the country, an abuser of a powerful post was anointed a cabinet minister rather than being thrown in to a dungeon where rats chew him to death.
Lalu & Railways
Looks like the forum is not short of members who see Laloo as a Ravan or Gabbar Singh who can never do anything good.
What is being disputed?
(a) Indian Railways has turned around in a big way or
(b) The turn around occured during Laloo's tenure.
What if Arun Shourie or Arun Jaitley had been in charge of Railways when (a) occured? OK to credit them, but not when it is Laloo?
If (a) and (b) are not disputed, perhaps people want to know what it is Laloo did that contributed to Railway success in his tenure.
If people did not spew bile, perhaps it can motivate others to supply information.
What is being disputed?
(a) Indian Railways has turned around in a big way or
(b) The turn around occured during Laloo's tenure.
What if Arun Shourie or Arun Jaitley had been in charge of Railways when (a) occured? OK to credit them, but not when it is Laloo?
If (a) and (b) are not disputed, perhaps people want to know what it is Laloo did that contributed to Railway success in his tenure.
If people did not spew bile, perhaps it can motivate others to supply information.
Lalu & Railways
There are few desis probably ABCDs in the crowd, but Lallu has his eyes set on gori and he cant see anything else.
Bobus,
Neither a or b is disputed. Previosly all railway ministers used to interefere in its operations, whereas Laloo allowed the bureaucrats to run the railways more freely and this could allow him to stay in Bihar longer. People have not forgotten his tenure in Bihar and hence they are haing tough time accepting the turn around.
Ofcourse the credit always goes to the top boss.
Bobus,
Neither a or b is disputed. Previosly all railway ministers used to interefere in its operations, whereas Laloo allowed the bureaucrats to run the railways more freely and this could allow him to stay in Bihar longer. People have not forgotten his tenure in Bihar and hence they are haing tough time accepting the turn around.
Ofcourse the credit always goes to the top boss.
Lalu & Railways
Instead of asking sarcastic questions it will be helpful if an explanation is provided on how Lallu made the difference. How about if Sonia gandhi or Oscar Fernandez were the railway ministers and incurred huge losses?
Answer would be - anybody in that position would have done the same thing.
These kinds of questions and answers are rubbish. Every one knows the track record of Lallu when he(his wife) was a CM of Bihar. Even a robber or thief can easily fool people.
BTW, what is the transformation or the turn around that he has done that others didn't. I asked this question to people who travel in trains in India.
They don't see any improvement what so ever.
People who are affiliated to a party/religion( or against) will get fooled even quicker.
Answer would be - anybody in that position would have done the same thing.
These kinds of questions and answers are rubbish. Every one knows the track record of Lallu when he(his wife) was a CM of Bihar. Even a robber or thief can easily fool people.
BTW, what is the transformation or the turn around that he has done that others didn't. I asked this question to people who travel in trains in India.
They don't see any improvement what so ever.
People who are affiliated to a party/religion( or against) will get fooled even quicker.
Lalu & Railways
If members have not gone beyond asking train passengers about Railway turnaround, their responses make a lot of sense.
www.iimahd.ernet.in/publications/data/2007-02-03graghuram.pdf (for those who can go beyond passenger interviews)
Extracts
4. Critical Appraisal: Processes
Having attempted an appraisal of the strategies, we now critically examine some of the key processes behind them. Discussions with various Board Members and ex-Members by the author brought home the point that there had been a significant increase in initiatives over the past two years. “This has brought in a confidence and up-beat attitude right through the organization”. More significantly, many had been brought to a logical conclusion, through speedy execution. As seen from Exhibit 8, on the freight business, what was projected in June 2005 was realised.
For example, the increase in axle load ... Similarly, the initiative on providing automatic upgrades to passengers was initially resisted as a loss making proposition. Again, consistency of direction from the MR got the initiative going.
All major policy initiatives require the MR’s approval. Hence the role of the MR vis-?is the RB becomes critical. Exhibit 15 gives the top management structure of the IR .... [Raghuram and Shukla, 2006], which had been
considered by the IR even as early as 1982, never saw an ‘ownership’ that could see the initiative through. Based on some approved extra loading for commodities like slack coal in 1997 and run-off-mines coal in 1998, the RB had taken a decision in early May 2004 to increase the chargeable carrying capacity (CC) to CC+2 for all commodities
loaded in BOXN/BOXNHS wagons. As per section 72 of the Indian Railways’ Act 1989, the maximum CC for wagons had to be fixed by the Central Government and hence the approval of the MR was required. The RB decision was soon approved by Mr
Lalu Prasad. (He had become the new MR on 23rd May, 2004). However, later that year, during field visits, he came across many wagons which were significantly overloaded. This set him thinking that there should be potential to formally increase the axle load.
Initially, there was resistance from the engineering department, fearing implications on track and bridges, and consequently on safety. The process of increasing the axle loading required many departments and sub-institutions (RDSO and CRS) to get aligned. A consistency of direction from the MR got the initiative going. The RB, after taking into consideration the views of RDSO, decided to increase the axle load to
CC+8+2 on a trial basis, to be monitored by RDSO. This trial period has since been ...
www.iimahd.ernet.in/publications/data/2007-02-03graghuram.pdf (for those who can go beyond passenger interviews)
Extracts
4. Critical Appraisal: Processes
Having attempted an appraisal of the strategies, we now critically examine some of the key processes behind them. Discussions with various Board Members and ex-Members by the author brought home the point that there had been a significant increase in initiatives over the past two years. “This has brought in a confidence and up-beat attitude right through the organization”. More significantly, many had been brought to a logical conclusion, through speedy execution. As seen from Exhibit 8, on the freight business, what was projected in June 2005 was realised.
For example, the increase in axle load ... Similarly, the initiative on providing automatic upgrades to passengers was initially resisted as a loss making proposition. Again, consistency of direction from the MR got the initiative going.
All major policy initiatives require the MR’s approval. Hence the role of the MR vis-?is the RB becomes critical. Exhibit 15 gives the top management structure of the IR .... [Raghuram and Shukla, 2006], which had been
considered by the IR even as early as 1982, never saw an ‘ownership’ that could see the initiative through. Based on some approved extra loading for commodities like slack coal in 1997 and run-off-mines coal in 1998, the RB had taken a decision in early May 2004 to increase the chargeable carrying capacity (CC) to CC+2 for all commodities
loaded in BOXN/BOXNHS wagons. As per section 72 of the Indian Railways’ Act 1989, the maximum CC for wagons had to be fixed by the Central Government and hence the approval of the MR was required. The RB decision was soon approved by Mr
Lalu Prasad. (He had become the new MR on 23rd May, 2004). However, later that year, during field visits, he came across many wagons which were significantly overloaded. This set him thinking that there should be potential to formally increase the axle load.
Initially, there was resistance from the engineering department, fearing implications on track and bridges, and consequently on safety. The process of increasing the axle loading required many departments and sub-institutions (RDSO and CRS) to get aligned. A consistency of direction from the MR got the initiative going. The RB, after taking into consideration the views of RDSO, decided to increase the axle load to
CC+8+2 on a trial basis, to be monitored by RDSO. This trial period has since been ...
Lalu & Railways
Bobus;13366If members have not gone beyond asking train passengers about Railway turnaround, their responses make a lot of sense.
www.iimahd.ernet.in/publications/data/2007-02-03graghuram.pdf (for those who can go beyond passenger interviews)
However, later that year, during field visits, he came across many wagons which were significantly overloaded. This set him thinking that there should be potential to formally increase the axle load.
[/quote]
--> Boy I wish Lalu could go on more field visits like this, and he could spot all the lacunae and that would immediately set him thinking and come out with a plan which would have eluded the rest of the officials so far. Atleast thats what the Govt report would say and we would believe it.