The Hindu : New Delhi News : Sreedharan synonymous with DMRC: study

Online edition of India's National Newspaper
Thursday, May 17, 2007
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New Delhi

New Delhi

Sreedharan synonymous with DMRC: study

Smriti Kak Ramachandran

Employees say the `brand value' that is attached to the Delhi Metro railway is immense

DMRC Managing Director E. Sreedharan

NEW DELHI: For the employees of the Delhi Metro Rail Corporation, the Metro and its Managing Director E. Sreedharan are synonyms and they cannot think of anyone replacing him. A study conducted by Sushil Kumar of the Indian Institute of Management, Lucknow, profiling the DMRC as a success story says the Metro has come to be identified with Dr. Sreedharan. What's more, the employees, most of whom are on deputation from other organisations including the Railways, say the "brand value" that is attached to the Metro more than makes up for the low financial returns so far.

"When we quizzed the employees about who they think should replace Dr. Sreedharan if he were to retire, they had no answer. While some said the Government will have to look for a replacement, who will be similar to him, most others saw him as synonymous with the Metro," said Prof. Kumar.

The study, which profiles DMRC as a "globally competitive organisation" and traces how it has come at par with the international models, says the employees attribute its success to Dr. Sreedharan's "leadership" and the "amiable and conducive working environment" of the organisation.

"The were told that because there was no fear of disciplinary action, employees are encouraged to utilise their potential to the maximum. DMRC employees said working for less money does not bother them, because the brand value that is attached to the Metro is immense and once they work for the Metro, prospective employers are assured of their efficiency and merit," Prof. Kumar said.

The yet-to-be-released study, funded by IIM Kozhikode, says the "DMRC has revolutionised the rapid mass transportation system in Delhi and has become as competitive as the international model". The study, to be utilised for academic purposes and circulated as a research paper in international journals, examines what makes the Metro perform better than other public sector undertakings.

"The employees said the flexibility, the freedom and the absence of punitive action against genuine mistakes makes them work harder and pushes them to perform," Prof. Kumar said. Leadership qualities of Dr. Sreedharan and the other senior managerial staff, good human resource policies, quick decision-making, freedom to the employees to experiment, innovate and come up with solutions were some other reasons cited by employees that contributed to make the Metro work force efficient. The study, however, suggests that the DMRC should strive to become more "institutionalised" and work on its "knowledge management and HR policies". "The organisation should be able to perform irrespective of the leader. It should not be person-dependent. Also, the DMRC does not document innovative solutions that its staff comes up with for problem solving," Prof. Kumar said.

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