A remarkable man was born a hundred years ago in our country. He dared to dream impossible things and proceeded to make them possible. I would have thought the country would have been abuzz this year, with multitudes of events to remind the younger generation of his achievements in myriad fields from space science, to management, to atomic energy, to textile research, to education. That the institutions he had set up would not just celebrate the moment but also introspect and re-dedicate themselves to his principles.
ISRO is the only one which seems to be doing it at any scale. Chandrayaan went up, and all those associated with ISRO did remember and thank him. The mission’s lander is appropriately called Vikram. They are also launching a year-long calendar of programs for schools; awards for journalists in space science, technology and research; releasing a commemorative coin, a coffee table book, a space education van, etc.
But what is really disappointing for me is that his contribution to management and institution building is not being celebrated. Everyone acknowledges that his greatest achievements were probably in institution building. ISRO, IIM, PRL are just some of the prominent institutions which stand testimony to this in the public eye, but ‘Sarabhai was a prolific institution builder. He set up an institution every year beginning from 1947 till his death in 1971. He left his imprint in fields as diverse as space technology and performing arts.’
That makes it about 2 dozen institutions!!
There are a few old papers on his approach to institution-building. But I would have thought it should be seriously taught in management schools; there should be training programs for all levels of managers based on his thinking; that academics would delve into it and write papers by the dozens; that seminars and workshops would be held. In this year at least! But I haven’t heard of any such.
Indian organizations wither and die (if not physically, in spirit and achievements), within decades of their birth. Is it not important for managers in both the public and private sectors to understand how institutions that Dr.Sarabhai built have been able to retain the spirit and reaching the heights—literally the moon—close to five decades after his passing away? Dr.Sarabhai straddled the worlds of industry, government, academia and research, and used the same approach to all. So his approach to institution building should have messages for every manager.
Well, I owe a lot to his approach to institution building. So I thought to put together something as my tiny tribute. (The following are quotes majorly from two sources, one whose authorship it has not been possible to find. Since this is not an academic paper, I have taken liberty to quote from it.).
On Institutional Culture:
‘Trust was an important element of both personal and organizational relationship’.
‘The operating culture of (his) institutions were such that administration played a supportive role and helped the institutional growth through implementation of research programmes. This is unlike many organizations, especially educational, research, governmental, and public sector organizations, where the tail wags the dog.
He believed that an institution based on caring for people gave assurance to individuals to innovate and to respond to situations creatively.
Sarabhai was opposed to rigid controls and often wrote and spoke against controls which, he believed, “damaged innovative behaviour and consequently the growth of new institutions.”
On Building People to Build Institutions:
‘Sarabhai’s institution building philosophy was centered around development of individuals. For him people were more important than buildings. He created and nurtured various institutions through developing and nurturing young individuals. He gave trust, freedom of work and autonomy and showed care and concern to them in return he received creativity and commitment, which ultimately strengthened the institutional goals’.
On Institutional Leadership:
‘Vikram Sarabhai was very particular in selecting the head of an institution. The chief executive can make or mar the institutional fabric.’
In selecting a head of institution, it was very important to Dr. Sarabhai to see ‘how suitable he is as a human being’.
‘According to Sarabhai, a basic requirement of an institutional leader is the ability to provide the appropriate operating culture which would be created by the attitudes and assumptions of its people rather than by the formal organizational structure’.
On Staffing A New Institution:
‘In selecting researchers for ATIRA, Sarabhai insisted on recruiting fresh candidates with knowledge of scientific methodology and preferred those without previous experience. This was a deliberate move, for he believed that taking away experienced and trained people from universities and research institutions would create a vacuum which would weaken them.’
Respect for Individuals:
He showed tremendous respect to each individual he, met. Parikh (1972, p44) described this “Many times I have seen Dr, Sarabhai patiently listening to people who would go on with long incoherent monologues which seemed to convey nothing. Yet, In the end, Dr. Sarabhai would summarise the monologue, giving it a very constructive interpretation and meaning. I am told that when asked why he suffered fools so lightly, Dr. Sarabhai had replied that in a vast country like India where people come from diverse backgrounds not everyone has had a privileged upbringing. One should, therefore, allow for this in listening to people and try to see behind the words what they are trying to say.”
Summing up the Spirit:
And finally, in his own words: ‘There is no leader and there is no led. A leader, if one chooses to identify one, has to be a cultivator rather than a manufacturer. He has to provide the soil and the overall climate and the environment in which the seed can grow. One wants permissive individuals who do not have a compelling need to reassure themselves that they are leaders through issuing instructions to others; rather they set an example through their own creativity, Love of nature and dedication to what one may call the ‘scientific method.’ These are the leaders we need in the field of education and research’.
Institution building: Ganesh S.R., Joshi P. (1985) Lessons from Dr. Vikram Sarabhai’s leadership. Vikalpa. Vol. 10, No 4.
Click to access 09_chapter%204.pdf