“Computers can never replace the genius of human mind in terms of creativity in apparels”

Not one to follow the usual trends, this ace Delhi designer believes that clothes reflect personality. With couture range that boasts of sensuous chiffons, georgettes, organzas, gold tissue and net with shading in lime and yellow, gold and white she is also model for Aviance. A product of Fashion Institute of Design and Merchandise in Los Angeles who, before establishing her signature style of underplayed chic in the domestic fashion industry, she has worked with Fashion Destination in Los Angeles where she designed their contemporary fashion division. It was only towards the end of '96 that she set her eyes on the Indian market and set up her own label. And, after the usual teething troubles, finally, she began retailing her line at Carma in Delhi. And, if you’re a fashion freak you cannot miss out on her designs available in other parts of India as well - Xenon and Intrigue in Kolkata, Oorja in Hyderabad and Heritage in Delhi. NRI’s may check her lines out at Westside in Dubai. Yes, she’s none other but fashion designer Monisha Bajaj in an exclusive interview with NetVarsity.com.

Q1: What is the relevance of computers in the field of fashion designing? Is the usage of computer extensive at your end?
A:1 With ease of communication and accessibility, not to forget e-business, I think computers have a great role to play in the fashion world of tomorrow. However, as for me, as I am more into couture, computer aided designing is not an integral part. Most of my designs are Indian and Indo-western, designs of which are created mostly in a traditional way i.e. on paper and so on. According to me, the applicability of computers is much more when it is for mass production.

Q2: But, don’t you feel the need to do so?
A2: Not really because as I said earlier, we are not into mass production so the need doesn’t arise.

Q3: Do you think that with the aide of computers there is a revolution of sorts in the filed of fashion designing?
A3: Yes, there’s no doubt that computers have brought in a revolution of sorts in every field today. Communication, information has become far more easy.

Q4: Do you think that a greater emphasis on fashion designing through computers is one of the reasons that the traditional handwork crafts are dying out?
A4: Not at all. This will never happen. Computers will just help in peripheral activities but will never replace the traditional arts and crafts of the country. They will just aid us and make process quicker.

Q5: What do you think about e-business over the net where people can actually buy apparels over the net?
A5: I think this field has a vast scope. In fact, this is the only place we use the computers. For eg if there’s a hand embroidery sample that has to be sent out of station or some kind of clarification then it can be done so quickly. Besides, if we look into the international market or focus on the Indians living abroad, there is a huge tendency by them to shop over the net. In a nutshell, keeping that in mind, I think there’s a huge scope in e-business of apparels over the net.

Q6: Can fashion designing be termed as fashion technology tomorrow?
A6: No, this can never happen since designing is a creative process and computers can never replace the human mind. They can simply aid the process.

Q7: Finally, coming to the lighter of our talk, what is the ideal Monisha Bajaj style of clothing?
A7: Very understated, very chic, and very sensual with not too much embroidery and emphasis on style.br />

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“An inappropriate technology is one that acquires imperatives of its own and
becomes the master, instead of the slave, of human beings”

With ‘O' and ‘A' levels from St. Lawrence College, UK coupled with BA (Hons), MA (Natural Sciences) from Cambridge University, UK, and A.M. Ph.D (Experimental Physics) from Harvard University, USA, he was, from 1963 to 1971, the Resident Tutor in Harvard University, Cambridge, Mass. Later, till 1976, he was a Director in the Office of Environmental Planning and Coordination under the Ministry of Science and Technology, GOI, New Delhi. From there on (1976 to 1982), he worked with United Nations' Environmental Programme, Nairobi. He has also been awarded the Global 500 Roll of Honour of the United Nations order of the Golden Ark of the Netherlands. Meet Dr Ashok Khosla, President of Development Alternatives, an NGO working in the field of Appropriate Technology, environmental management, policy advocacy etc. since 1983 and head of Technology and Action for Rural Advancement (TARA) in an exclusive interview with Editor-NetVarsity.com

Q1: What prompted you to set up Development Alternatives? And why did you choose this
particular name?

A1: Some 20 years back, my colleagues and I had worked for long enough in universities, government,
international agencies and business to realise that none of the existing institutions of society would or
even could address the most pressing issues facing humankind: eradication of poverty and regeneration of
the environment. The current patterns of development were only serving to worsen the disparities and
resource destruction. Every day, there were more poor people in our country and fewer trees.
Fundamentally different approaches are needed to attack the real problems of society. This is why
Development Alternatives was set up and how it acquired its name.


Q2: How do you define sustainable development? Does it have a time dimension to it?

A2: Sustainable development is a process of improving current societal conditions without jeopardising the
ability of future generations to have their own options for a good life. It needs sustainable consumption patterns and sustainable production systems. It leads to equity and social justice, improved environmental quality and efficient management of economic resources. And, thus to empowerment. The time dimension inherent in the concept of sustainability, which links the present to the future, gives it a simple yet powerful meaning for planning economic activities, both in the public and private sectors. No economic activity should be allowed that cuts off the choices our children would need to make for themselves.


Q3: How is Development Alternatives different from the large number of other NGOs that exist
today in India?

A3: Development Alternatives is an independent organisation registered as a Society, like any NGO.
However, unlike most NGOs, it believes that technology and the marketplace are efficient instruments for
changing the lives of people for the better – provided they are appropriately designed and used. It acts
on the understanding that societal problems are complex and need cross-sectoral, trans-disciplinary and
multi-dimensional solutions for which it has established a broad based cadre of high quality professionals
with a wide range of expertise.


Q4: Are international connections (with, for example, the World Bank, the UN or foundations)
essential for raising financial support in the NGO sector? Does this have an impact on the
willingness of people to work in NGOs?

A4: Since there are very few sources of funds within India, either from government or philanthropic
sources, overseas financial support certainly plays an important part in nurturing certain kinds of civil
society (NGO) activities. But this is not necessarily bad, provided the NGO that receives outside funding
maintains its integrity and basic purpose. The need for external money would be greatly diminished if
policy makers and business leaders were interested in finding effective solutions to the real issues of our
country. In my experience, the attractiveness of working in the NGO sector has much less to do with the
sources of funds than with the limited budgets they have to work with – and therefore the low salaries
they have to offer.


Q5: What is “appropriate” about your technology?

A5: A technology is appropriate when it serves the purpose for which it was designed, usually to improve
in some way the lives of people. It is inappropriate when it acquires imperatives of its own and becomes
the master, instead of the slave, of human beings. Many large and centralised technologies – energy
systems, transportation systems, agricultural systems – have taken over our lives, destroying the social
fabric and the health of both people and our environment. The technologies designed and promoted by
Development Alternatives are meant to re-establish the balance between the individual, society and
nature. They are of a human scale and maximise well-being while minimising negative consequences.


Q6: What are examples of the appropriate technologies you promote?

A6: Simple water pumping and purification devices, effective sanitation systems, renewable energy
equipment, cost-effective construction materials, recycled and handmade paper units, efficient handlooms,
resource conservation systems, and many other small scale, decentralised technologies suitable for local
use in villages and communities throughout the country. Our electricity company, DESI Power, for
example sets up small generating plants in collaboration with small villages. These plants use renewable
fuels (such as biomass, agro wastes, weeds, solar energy, etc) and not only bring the utility within the
control of the community but also save many environmental values, including local pollution and the
global climate. The job of Development Alternatives, through its commercial wing – Technology and
Action for Rural Advancement (TARA) – is to create jobs and deliver goods and services aimed at fulfilling
the basic needs of people.


Q7: Is anything done with respect to creating jobs for the illiterate people of rural India?

A7: Yes, jobs for the jobless, who are primarily the women, the illiterates and the poor. These are the
marginalised and dis-empowered people of our country and they are in this state partly because they have
virtually no financial security. And they have no financial security mainly because they do not have jobs.
We call the kinds of jobs they need “sustainable livelihoods” because such jobs provide a viable income on
a permanent basis, give meaning and dignity to life and also serve to regenerate the environmental
resource base on which their children will depend. Many people in our rural areas may well be illiterate,
but they are certainly not dumb. Given the same opportunities you and I had, they would do equally well,
if not better at making their lives productive and useful. Since no one else, particularly in government or
business, is likely to provide such opportunities, Development Alternatives plans to help them create such
opportunities for themselves.


Q8: How do your initiatives help empower women and move them out of thousand year old,
deeply rooted social structures?

A8: Empowerment of women needs many fundamental changes in our society and in our culture.
Development Alternatives is not geared to address all of them, much though my colleagues and I would
like to. We have neither the expertise nor the means to do so. However, we believe that there is one
intervention that can have a major impact, and it is the one we focus on most: the sustainable livelihoods
I just mentioned. It is our aim to develop the technologies, financing methods and market institutions
that favour the participation of women and provide them with options and opportunities to stand on their
feet, both in the home and in the community. Many other things need also to be done, and many other
actors must also take responsibility – including, for example, journalists like you and companies like
yours.


Q9: What are the policy and financial barriers to widespread deployment of these technologies
and institutions?

A9: The policies of our country, like those of almost any other, are made by the rich and powerful for the
rich and powerful. Sustainable technologies like ours are geared primarily to the needs of the poor, the
voiceless, and the disempowered. The policies, laws and regulations therefore cannot be expected to
make things easy for initiatives like ours. This is why we set up an advocacy organisation, People First,
which has the responsibility to bring about fundamental changes in the policy frameworks so as to allow
civil society to address the problems of the poor and of environmental conservation more effectively.

Q10: New technologies like yours will need new skills. How will workers in rural areas get
these skills?

A10: Development Alternatives has established one of the major training programmes in the country for
sustainable technology. We teach people to make, use and maintain all the technologies we put on the
market. We also learn from them in the process about what they need and what they can do.
Often, they teach us useful things about the technologies too. Our plan is to set up a major training
institution, TARA University, which will provide all the training needed to help small rural entrepreneurs
effectively deliver the goods and services people in their villages need.

Q11: Development Alternatives seems to be the first example of an organisation that, contrary
to conventional wisdom, mixes social and business objectives. Does such a combination work?

A11: You judge for yourself. We are still here, after 20 years of continuous mixing. Actually, it is not
quite correct that we mix social and business objectives. Our objectives are entirely driven by the need to
serve the interests of society and the natural environment. But we do so in a business-like way: our
strategies, methods and tools are those of business --but not objectives. We understood right from the
beginning that our operations would not be “sustainable” if they were not commercially viable – not only
because government or charity could not be expected to subsidise them for long, but also because they
would sooner or later die of inefficiencies and loss of direction. So, all of our activities (except research)
are designed to be self-financing, and indeed, profitable. The surpluses we generate go back into
innovation and growth of our operations.


Q12: How much difference has Development Alternatives, and its partner organisations such as
TARA and DESI Power, made to the quality of our country’s environment?

A12: It is never easy to measure environmental impact in the kinds of rural interventions that our Group
of organizations is engaged in. Much of our effort is devoted to regenerating the resource base on which
rural people depend – the forests, soils, rivers and gene pool. I think it would be fair to say that where we
have worked locally, we have made a big difference; but in comparison with the needs of our country, we
are only scratching the surface. DESI Power has demonstrated a significant way to cut down on carbon
emissions, TARA has shown how dramatically the lives of whole villages can change with the installation of
a small check dam and Development Alternatives has shown the possibilities of scientific techniques for
aforestation. It will, however, be some years yet that we can look back and point to large scale
environmental amelioration specifically coming as a result of our actions.

Q13: What was the genesis of your new Internet venture TARAhaat.com? How will it overcome
lack of computer literacy in the village?

A13: TARAhaat.com came into being last year because of a deep and long standing desire in our
organisation to help bridge the growing digital divide. The Internet, like other recently developed
technologies – including the personal computer, genetic engineering, robotics, space applications, etc – is
an extremely powerful agent of change. Left alone to the vagaries of the market, it can only widen the
gap between the haves and the have nots. But harnessed for the benefit of all, these technologies are
also the only hope for closing the gap. We see TARAhaat, which includes the Mother Portal TARAhaat.com
together with the franchised TARAkendras we are setting up in villages throughout the country to provide
Internet access, as the means to level the playing field for the rural poor. Through TARAhaat, the rural
economy can have access to the information, goods and services they need to revive their economies and
lead a more fulfilled life. Our experience shows that computer illiteracy is a meaningless concept: in fact,
the less you know, the less you have to unlearn to use the computer in a useful way.


Q14: But how will people’s lives improve as a result of using TARAhaat.com? Will it not
become yet another middleman and still continue to exploit the poor?

A14: TARAhaat’s purpose is to provide access to information, goods and services needed by the rural poor
so they can act in their own best interest. It does not seek to take over the work of middlemen who serve
a very useful function, albeit often in an exploitative way. A farmer who has knowledge of the mandi
prices is in a better position to negotiate with the middleman than one who does not know the current
prices. A farmer who has additional options for selling his or her produce is in a still better position. And
the same applies to a villager who wishes to buy seeds, a bicycle or a television. But e-commerce is only
one of many services provided by TARAhaat.com. A user can get government services through the Portal,
not to mention education, information, health care, entertainment and many other things as well. It is
precisely because the Internet should not itself become another agent of exploitation that Development
Alternatives set up TARAhaat.com in the first place.

Q15: What is your future plan?

A15: More of the same.

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“All thanks to information technology, very soon operations would be performed by robots!”

Personal Surgeon to the President of India, honorary consultant to the Cromwell Hospital, London, a padma bhushan recipient, meet Dr Naresh Trehan, currently also the Executive Director and Chief Cardio thoracic and Vascular Surgeon, Escorts Heart Institute and Research Center (the first institute in the Asia-Pacific region to be awarded an ISO 9001 certification), New Delhi in an exclusive interview with Shilpi Jain Editor-NetVarsity.com.

Q1: Recently, at TiE Conference in Delhi, much was spoken about the scope of IT in health sector and devices like the Heart Alert Service. Could you tell us something about this?

A1: Basically this is a small monitor that a patient can take home with him. If any point of time, at home, he faces discomfort all he needs to do is pick up his telephone receiver, keep it close to his heart. Immediately the monitor will send some vibrations through that telephone receiver to a web cam like facility situated right at the heart care center. And, immediately a doctor sitting there, who is able to view the entire procedure real time, can give the required counsel and medication and the heart risk can be controlled.

Q2: What is all this talk about operations to be performed by robots?

A2: Robotic surgery means minimal invasion by a surgeon. It does not signify that there is no surgeon present in the operating room but simply the fact that the surgeon controls the functioning and the movement of the robot that is actually performing the operation through a small console in his hand. With this kind of a surgery the patient has smaller scars and even a reduced discharge time.

Q3: But won’t these kinds of surgeries be expensive?

A3: That is something that still needs to be verified.

Q4: It is believed that Escorts is a heart institute affordable to the only a few caters to the elite few. Comment.

A2: According to me, we at Escorts, believe in taking care of our patients to the best of our ability. There are no extra charges for patients who overshoot their stay limit or for those who before going a surgery have to undergo various tests like sugar control etc. Also, the fact that we are probably the first institute of its kind in India that has undertaken mobile cardiac care facility to the village levels through our community level programmes sets us apart from the rest. Besides, one cannot forget the charges of disposables that we do not take into account because we believe that there cannot be a compromise with a patient’s life.

Q5: How about the concept of introducing chemists online?

A5: Although this idea was thought of in our initial vision plan, it was felt that was neither a feasible nor a practical solution especially in our country where the psyche of the people is such that unless there is a substantial difference in the price of a drug from a chemist vis-à-vis online availability no one would opt for it. Also, the fact that this area is neither our core competence nor much researched about prevents us from venturing into it. Of course, if someone else wants to do it they can go ahead. Maybe, later we could think about it.

Q6: With so many technology plans, has much been thought about technology training of doctors?

A6: Of course, that would be taken care of. But, we are not going to go into extensive training but would have customized programmes specific to the needs of doctors that would help them understand and analyse technology better.

Q7: Do you think that the increasing number of heart ailments in India is mainly due to dietary imbalances? What are the corrective measures to check the same?

A7: There are an increasing number of patients of Coronary Artery Disease in India today. And, ironically the younger individuals are getting affected more with this disease. High fat diet is one of the facets of this multifactoral disease that includes risk factors like: diabetes, high blood pressure, smoking, high triglyceride, increasing weight, sedentary lifestyle and stress. Controlling these factors with lifestyle modification is one of the most-important things to check the increasing number of ailments.

Q8: Coming to a lighter side of our conversation, what is a typical Dr Trehan day like?

A8: My typical day consists of surgical procedures to be performed, next days procedures to be planned, research activities to be channelised, patients to be seen, anxious relatives to be re-assured, administrative work to be guided and quick review of scientific literature. In addition scientific lectures and papers, deliberations often become a part of all that!

Q9: Way back in 1988 when you quit your lucrative job in the US, did you think you would go so far?

A9: Back in ‘88, it was my dream to build a "Heart Institute" in India so that the large number of patients who were coming to the US with a hope of getting adequate treatment could be diagnosed and taken care of in India itself. Of course, bearing in mind the fact that the quality standard should either be equal to or more than the US results. And, today, with Escorts Heart Institute being a world-class institute this dream has been fulfilled.

Q10: How does it feel to be a recipient of the prestigious Padma Bhushan? Do you feel that you have finally received recognition for all your hard work?
A10: It is definitely a great feeling to be duly recognised but still there is a lot to do.

Q11: So in all, are you a satisfied man today?

A11: Yes, but I am restless to achieve more for the benefit of our patients.

Q12: According to you what is the vision of Escorts?

A12: At Escorts we endeavour to set up models that are tech friendly. With tremendous opportunities available in the IT world, I dream of this heart care institute becoming much more than just a four walled structure. At present there exists, what we term as asynchronisation i.e. questions are thrown open and answers are given out depending on the availability of the doctors at that particular time. However, with plans to introduce real time facility in every sphere like availability of consultants, doctor’s advice we plan to move towards synchronisation. For instance, if a surgery were being performed in another state, Dr Trehan, sitting in Delhi, would be able to give his advice or counsel to the patient/doctor in that place! Besides, we also plan to introduce the concept of getting medical reports, patient’s recovery status through SMS on the cell in a time of about two months or so.

Q13: How much time do you give to this vision to become a reality?

A13: I think in about a year’s time or, may be a little above that, we would be able to realize most of our dreams.

Q14: What now? Where or rather how do you see Escorts may be a year or two down the line?

A14: In order to meet the high expectations of the people, I see Escorts as a centre for training and research, quality care for patients that would give the best treatment in the world.

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'It’s time for all leading computer institutes in the country to set up formal education centres’

“Bold and unconventional initiatives are needed in science and technology arena to meet the challenges and opportunities of global competition in the emerging knowledge economy: -Hon’ble Prime Minister of India Shri Atal Behari Vajpayee.” Shri S. Ramakrishnan, Sr. Director, Ministry of Information Technology spoke to Editor-NetVarsity about his views on the technologies of the 21st century, importance of online learning and IT security. As the founder project director of ERNET, he was instrumental in Internet policy formulation and was also the National Y2K coordinator. He has even handled a variety of portfolios in Telecom and IT in the last 24 years with Department of Electronics or Ministry of Information Technology.

Q: Tell us something about ERNET?

A: ERNET is the first computer networking initiative that brought Internet to India way back in 1989. It has two-fold tasks – firstly, as an ISP provide services to the research community and secondly, conduct research and development for the next generation Internet that will boast of a much higher speed.

Q: What is the future of the IT industry and how does MIT Media Lab fit into that?

A: We have to understand the fact that from the period 1990-2000 there has been an export led growth of the software services sector. But, it’s time to change that. We have to move up the value chain and this can be done by promoting on-line learning, introducing the best and globally competitive technologies/ products/ packages. But, one thing is for sure, the future of IT industry is very bright. There may have been fluctuations recently partly because of over-enthusiasm on our part but if we take the future into account then we have to realize the fact that the world is getting more tuned to IT, bandwidth and wireless service is increasing, there is restructuring in the telecom industry and, all these point out that there simply no room for skepticism in IT industry of the future. As far as MIT Media Lab is concerned it is a stepping-stone to the above-mentioned goals. It proposes to bring a man-machine interface in rural areas, information technology sector, communication, storage printing and display.

Q: What is the extent of government’s role in shaping the IT industry for the next generation? And, how different is it’s role compared to that of the private sector?

A: Well, government is a player in the market with multifunctional tasks. It contributes to policies that even include the fiscal policy, is a policy maker, concentrates on the technologies of the future like Biometrics, Quantum and Molecular Computing and finally, acts as a catalyst in new areas thus providing support to new and bold projects that the industry is too premature or skeptical to initiate. All in all, the need of the hour, today, is to build co-operation among broadly the five equally important and simultaneously existing segments in the market. They are- global market, the government, research and development, the industry and finally the academy.

Q: For all the projects or initiatives that are being undertaken what is business model and how do fight resistance from industry/people?

A: Yes, I do agree with the fact that there are a majority who say ‘What are you doing it for?,’ ‘Who wants you anyway?’ but these are just initial fears and, once we prove ourselves they will die down. Also, we have to keep in mind the fact that the government is undertaking projects that are globally competitive, catering to the next generation technology and are, too premature for the industry. We are simply a catalyst, we nurture the project and, once it stands on it’s feet, we pull out. As for the finances, these projects have the required budgetary support so there should be no problem on that account.

Q: What do you have to say about the skepticism that is prevailing in the government circuits regarding Web Telephony?

A: Oh, this is just a transition phase. VOIP (Voice over the Internet Phone) has to become a reality. All this is primarily because since DoT (Department of Telecom) is licensed it needs to be protected for some time. But definitely, VOIP will come in two years maximum.

Q: Finally, what message do you have for the leading computer institutes in the country?

A: I think all these institutes have contributed to the IT growth in the country in a big way. And, since they have been in the education business for a long time and have a brand name associated with them, it’s time they set up formal education institutes in the country.

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CII is not an offshoot of automobile or engineering sector but represents an entire spectrum of manufacturing and services industry.

A staunch believer in privatisation, modernism and a strong admirer of the new entrepreneurship, chairman of SRF Limited and now the past president of the premier industry chamber Confederation of Indian Industry, or CII. Meet Arun Bharat Ram, in an exclusive interview with NetVarsity.com.

Once seen as a somewhat mute spectator to his flamboyant predecessor Rahul Bajaj, this 59-year-old business tycoon, very candidly, talks about the impact of the US economy slowdown on India, the performance standards of the present National Democratic Alliance, and the much-debated labour reforms.

Q: It is a known fact that you are completely in favour of privatisation and strongly believe in the fact that modern policies have to be adopted in order to move ahead. An example of this was Maruti. Does this indicate that you do not have faith in the policies of the government even if they have success stories behind them?

A: I have been in favour of privatisation of a large number of Public Sector companies that I believe do not need to be under the government control. By and large it is difficult to even keep good Public Sector management to function under the controls of administrative ministries, the Parliament and various vigilance organizations. Public Sector also does not have the freedom to act nimbly in a highly competitive environment. Therefore, even though managers of many Public Sector companies are very able, they cannot operate successfully in the existing environment. In any case, the government should divest its holdings and utilize the funds generated for social development activities like human resource development, primary health care etc. apart from bringing its level of borrowing down.

Q: Apparently sometime back CII had initiated a move to privatise National Banks but later it agreed to stall this move. What was the reason behind this and if you plan to go forward with those recommendations again how soon will it be done? And, what implications will it have in the Indian context?

A: With regard to restructuring of banks we believe that the government needs to take some tough decisions irrespective of whatever recommendations CII may have made. We had given only an indicative suggestion but if politically government feels that it cannot close down these banks, it must at least ensure that the Public Sector banks become competitive by downsizing and also efficient in order to provide good service to their customers.

Q: It is often said that CII is an offshoot/extension of an automobile sector. How far do you agree with this?

A: CII is no longer an offshoot of automobile or engineering sector. We represent the entire spectrum of manufacturing and services industry including the agriculture sector now. We believe that a holistic approach has to be taken if we are to reach a 9 to 10 % growth in GDP.

Q: CII has always been an ardent supporter of the labour reforms. But, how does one go about fighting the resistance from the trade unions or the work force?

A: As far as labour reforms are concerned we believe that much has changed in the psyche of the trade unions and also the Left oriented political parties. Work still needs to be done to create consensus on labour requirements. My belief is that we will not see a whole change in labour act but gradual changes in the labour movement.

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“My clothes are completely utilitarian. They should cover me and give me a sense of freedom. They are not attractive, but then, they are for me and not for others.”

Fiery, enigmatic and tough: that is what describes Kiran Bedi. At 5’2’, she is not an imposing figure. Yet her iron will and deep sense of spirituality makes her more formidable. Born on June 9, 1949 to parents who didn’t cling to the old ways, Bedi made the best use of the advantages available to her. She made good use of her education and eventually received her PhD. Her interest in sports revealed her self-discipline and determination as she won many titles including the Junior National Lawn Tennis Championship in 1966, the Asian Lawn Tennis Championship in 1972, and the All-India Interstate Women's Lawn Tennis Championship in 1976. But, it was in July 1972, that she created history by becoming the first Indian female police officer when she joined the Indian Police Services (IPS). Life didn’t stop here and soon she became involved in community development programmes like setting up of Navjyoti (1986) and India Vision Foundation (1994). Recognition came to her in the form of Ramon Magsaysay Award and the Swiss-German Joseph Beuys Award for Holistic and Innovative Management in 1994 and ’97 respectively. Meet a warm human being and a tough cop - Kiran Bedi, currently Joint Commissioner (Police Training), in an exclusive chat with Editor-NetVarsity!

Q1: What is the real role of police in the Indian society? Are you satisfied with the existing system in the police department especially so when every now and then we hear cases of custodial deaths, women exploitation and other forms of physical and mental abuse?
A1: No, I am not in the least satisfied with the existing place of the police in the Indian society. They are neither independent nor strongly professional and are badly equipped when it comes to adequate training and tools. Ordinarily, this is one service that is largely seen playing a whipping boy’s role. It’s time they are given a central role but again, this is a distant reality as no one in the government, or otherwise, would be willing to surrender power.

Q2: With great success stories like the Tihar reform movement, Navjyoti and India Vision Foundation behind what do we see a few years down the line- Kiran Bedi the reformist or an even tougher cop?
A2: I would say both. I would continue to involve myself in work that would ultimately lead to reforms.

Q3: Do you see a bias against women? Do you feel that the politicians who talk about women empowerment would actually be supportive of the same in the long run?
A3: It’s sad but true that there does exist a bias against women even today. Here I am not talking about the 2% or the 5% of the independent women but the average Indian woman. When it comes to a subject like women empowerment we hear politicians talk. This is because they are supposed to talk. And, public memory being short they cash on it and get their votes. In fact, if one thinks, even the public does not have much choice as it is the same set of faces that is rotated every now and then.

Q4: Have you ever thought of contesting elections?
A4: Never. Throughout my life I have never sought work. It is not in me to ask people for favour. I can never say to the public you give me votes and I will do this and that for you. In fact, you would be surprised to know that both at the college and university level I was selected and elected as the student’s representative unanimously!

Q5: You took charge of the Police Training College in 1998. It is learnt that now there are courses on cyber crime, gender sensitization and workshop on human rights being held here. Has there been any qualitative change in the police training and their attitude with the induction of such courses?
A5: This is one way of improving the training methodology in the Indian police service. With the introduction of the above mentioned courses there exists, today, a greater voluntarism to work. Today there is a large number of people who trudge long distances in order to do these courses. No doubt, this has also led to a significant change in their attitudes as well!

Q6: What according to you is key to reduced crime rate: Community policing, strict policing or humane policing?
A6: A combination of all these coupled with a quick finality of punishment. In fact I try to bring all sections of society into policing, including women who tend to remain away. With their help there is a prevention of communal riots and crimes especially against women. In fact, not many are aware of that there is no money officially allotted for investigation. For instance, if a dead body is brought in a police station there are many costs attached to it like the transportation cost and the investigation cost. Who bears these costs? The police then turn to the public who, in turn, is willing to do so. Thus, in short, it is the public that basically breeds corruption by encouraging such practices.

Q7: Do you think that one of the reasons behind such corruption is inadequate fund in the police services?
A7: It’s sad but true. There is a real paucity of funds coming our way from the Indian government. Also, I strongly feel that this single shift system in the police should be done away with. There are 24 hours in a day and with better management and adequacy of tools and resources at our disposal we can always have the service round the clock.

Q8: Coming to the lighter side, what is the secret behind Kiran Bedi’s success?
A8: I would not call it a secret but an inner drive for conscious hard work and voluntarism in duty-the two pillars that are very much integral to me. Throughout my life I have never done anything that I have been ordered to do but have taken on projects and assignments only when I felt the need. Of course that need was based on the above two attributes.

Q9: What is a typical Kiran Bedi day?
A9: (Smiles) Oh, a day in my life is always full of simply joyful work.

Q10: Do you ever wear sarees?
A10: No never. Neither do I have the time nor the inclination to do so. I feel myself completely tied down in a saree.

Q11: When you look back are you satisfied with your past or wish that you could have achieved more?
A11: Yes, I am satisfied. Logically speaking, I did my best in yesterday’s situation. Of course, when you look back you can always review the same and wish you could have handled it may be in a different manner.

Q12: If you weren’t an IPS officer…
A12: I think I would probably be then a faculty in the University teaching Political Science or for that matter International Law, incidentally, my favourite subject.

Q13: Do you think that you have made a significant contribution to the IPS?
A13: (Smiles) I think only history will tell that and till then I can only give credit to the news agencies.

Q14: In the end, would you like to say something to all those who see you as a role model?
A14: According to me the bottom-line to everything is sheer hard work. Mind you, it has not been an easy journey for me as well. There have been tremendous sacrifices by me, even on my personal front. Simply put, higher is the price you pay, greater are the rewards that would come your way. And, remember to achieve 100% perfection you have to sweat out even more and more.

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“One has to understand the fact that management, building businesses, and entrepreneurship have not changed over the years at a fundamental level. It’s only the strategies, speed, and tactical moves that have undergone a metamorphosis.”

An MBA from Columbia Business School, he is the founder of First Capital Pvt Ltd, a securities firm with focus on private equity placement and financial advisory services, and, the co-founder of Infinity Technology Investments, angel investment fund in India. Yes, meet the high profile second-generation entrepreneur from the illustrious Dalmia Group Gaurav Dalmia in an exclusive interview with Shilpi Jain Editor-NetVarsity!

Q: Many second generation youngsters belonging to family-owned business houses have now turned entrepreneurs. Away from the family, away from its core business, partly because of the realization that most of their family business houses have failed to catch up with the boom in the knowledge-led industry fortunes, each of them is trying to carve out a niche. Either they are struggling with their dipping family business portfolio that is no longer attractive in terms of growth rates and returns or, are fighting hard to maintain their traditional businesses. Do you think that any of these factors mentioned above were responsible for your foray into the IT world? Don’t you think that by neither having the cushion of a family business nor family's insights into this sector there are more risks involved?

A: There are two ways of looking at the world. Do where your competitive advantage is. Or, do a business where the action is and consciously develop a competitive advantage in that area. I believe more in the latter. Clearly, the growth rate and wealth creation opportunities are more in the technology world, so I wanted to play here. Within this, my own strengths were in the strategy and finance area, hence I looked at a venture capitalist role for myself. There are no problems in my family business that I am trying to escape, though this may be true for many other people. If you look at the history of business houses, they have stretched themselves at all times to create extraordinary wealth. Old trading firms like Birlas went into manufacturing in the 30's. Reliance re-invented itself completely from a textile player (remember Vimal) to a petrochemicals player in the late 80's. They went after where the action is, and were not looking inside for a competitive advantage; they were looking for opportunity and created a competitive advantage.


Q: Inspired by the success of India's booming software industry, thousands of dotcom entrepreneurs joined the mad rush to set up shop. Sensing this, venture capital firms, infected by the same dotcom fever, in an initial bout of ill-thought out profligacy spent a whopping 500 million dollars (approx) into new companies. But, with the recent bubble burst they have realised that most of the money was simply being poured down the drain and funding is now down to around one tenth of what it was a year ago! What do all these developments indicate? Isn’t this trend ironical because at one end it is stated that ‘net is the future of business’ and on the other there are hardly any takers in this arena?

A: In a bull market, people follow the crowd. There was a sentiment that prevailed: profits do not matter. Because of the euphoria, people did not finish the full sentence. The wisdom should have been: Profits do not matter in the short term. People funded exciting ideas, rather than well thought through business plans. The going was good, people raised even more money after making little progress, so they rationslised that this was the right way to go. They even wrote off the old economy. There was an underlying sentiment that everyone in the old economy was an idiot (or rather that the smart ones had left to join the new economy). Management, building businesses, and entrepreneurship have not changed over the years at a fundamental level. Strategies, speed, tactical moves etc have changed, that is all. First time entrepreneurs with no experience believed that just because they wrote something in a plan, it would happen. Reality bites. Today, you can see how naive these entrepreneurs and these VC's were. Today there is an over-reaction. I think there are very good clicks and bricks companies out there or technology driven companies out there that no VC will touch since they have lost self-confidence. Today, everyone is chasing service companies. But look at what is happening to them as even the high profile names from a year ago are nowhere near their revenue or profit projections.


Q: Keeping in mind the present scenario, what are the factors that will be kept in mind before any funds are allotted to any start-up by Infinity?

A: At Infinity, we look at investment opportunities as business people. We value implementation rather than planning. We do valuation exercises not based on what would happen if this company became an Infosys, since most companies will not become Infosys. We are far more conservative than other VC's. We want to see how you will make money over a 2-3 year period, which is reasonable. How much money will you need to do that? What management will you need? What else will you need? Granted, you will not have all this together on day one, what are the chances that you can marshal these resources as you move forward? Is the entrepreneur passionate? Does he know his own strengths and weaknesses? Is he honest to himself and realistic about the world? Is he resourceful?

Q: Has there been any recent investments by Infinity and what is their nature?

A: Infinity is investing in "clicks and bricks" companies i.e strong businesses that are using the web to reach a larger audience, provide better or cheaper service etc. The skills here are to blend the domain knowledge, say in the travel industry or in stock broking, with technology knowledge and do extraordinary things. Some Infinity companies are doing this. Then, we are investing in service companies, from standard software to call centres to multimedia. These companies are baby Satyam's and will do well, just exactly how well is difficult to predict at this stage.

Q: Do you think that the Venture Capitalists now see biotechnology as the next stop-shop?

A: I am not aware of biotechnology but definitely IT focussed VC's cannot play this game since they would have zero knowledge. There may be other biotech focussed VC's out there, and if they are not there, they should be.

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