Tuesday, March 03, 2026
When the CMD exploded- and So did I
Saturday, February 28, 2026
Farakka when I had to live with my wits alone
Farakka: When I Had to Live by My Wits Alone
There are comfortable postings.
There are challenging postings.
And then there are postings that test whether you deserve to call yourself a leader.
My posting to Farakka fell in the third category.
At that time, I was at Vizag Steel Plant, having just completed the erection of the captive power station with blowers as Site In-Charge. The work was tough but satisfying — the kind where you sleep well because steel and steam obeyed you during the day.
Then came the order from Corporate Office, Delhi.
Overnight transfer.
Destination: Farakka Super Thermal Power Project.
Role: Replace the existing Site Head from BHEL.
Reason (unofficial but well known): NTPC was unhappy.
In two years, only 7% progress had been achieved on the 500 MW project.
I was being sent to control the damage.
Prelude in Kolkata: The First Skirmish
Before proceeding to Farakka, I halted in Kolkata. At that time, Eastern Region was under RNB. I met him as a matter of courtesy.
To my surprise, Mr. Dube from HR calmly declared:
“Eastern Region has not received any copy of such transfer order.”
I showed him the Corporate Order.
I showed him the Southern Region release order.
Still, procedural silence.
Now, I am generally a polite man. But I dislike bureaucratic theatre.
So, sitting in RNB’s office, I reached for the telephone.
Not dramatically. Just quietly.
“I think I should speak to CMD,” I said.
The CMD himself had initiated this transfer to pacify NTPC’s growing irritation. I had earlier worked at Singrauli, so NTPC’s higher management knew me.
That simple gesture — reaching for the phone — did the trick.
Suddenly, files started moving.
My joining was “accepted”.
Later I realised something important.
This was not confusion.
It was orchestration.
The sitting Site In-Charge at Farakka — let us call him SKG — had been there since Phase I (3 × 220 MW). Nearly 10 years in one location. Deep roots. Political contacts. Contractor loyalties. Trade union friendships.
And now, an outsider was coming.
The Art of Not Giving Charge
I reached Farakka with the naïve optimism of a soldier reporting to the battlefield.
I assumed I would take charge within a week.
SKG had other ideas.
For nearly a month, he copied letters to every possible office. Queries. Clarifications. Administrative technicalities.
Charge was not handed over.
I contacted RNB again.
He expressed “inability.”
That was when I realised something fundamental:
In leadership, authority on paper is different from authority in action.
So I applied a simple management principle — create a deadline with consequences.
I gave SKG two days.
Calmly.
“In two days, if charge is not handed over, I escalate to CMD.”
No shouting. No drama. Just a timeline.
He vacated.
But before leaving, he planted what I call “time bombs.”
The Minefield
When a man spends 10 years at one site, he doesn’t just build projects — he builds ecosystems.
Farakka in early 1990s was not an engineering site alone. It was:
- Political undercurrents
- Trade union activism at its peak
- Contractor networks
- BHEL site staff enjoying informal privileges
- Hostile officers who were unsure about the new man
And there I was — with no real backing from HQ.
For the first time in my career, I felt I was living purely by my wit.
But life had prepared me.
Lessons from Barauni Refinery
My early years at Barauni Refinery were in a rough, demanding industrial environment. There, if you showed fear, you were finished.
Those days taught me:
- Never react emotionally in hostile environments.
- Understand the power structure before exercising authority.
- Separate noise from risk.
- Win the neutral majority before confronting the vocal minority.
Farakka needed exactly that approach.
Strategy 1: Stabilize Before Speed
The temptation was to prove myself quickly.
But I first stabilised the ecosystem.
- I met NTPC officials individually.
- I listened more than I spoke.
- I assessed real progress versus paper progress.
- I identified bottlenecks: engineering gaps, contractor delays, labour indiscipline.
When entering turbulence, the first job is not acceleration — it is balance.
Strategy 2: Don’t Fight All Battles
Trade unions were aggressive.
If I had chosen confrontation, the project would have stalled further.
Here, my late friend G. S. Sohal of NTPC became invaluable. He understood the internal dynamics and helped moderate union tensions.
Lesson:
In hostile territory, build at least one trusted ally within the system.
He became that bridge.
Strategy 3: Remove Informal Privileges Gradually
Some BHEL site employees had grown accustomed to “advantages.”
Direct removal would have triggered rebellion.
So instead:
- I introduced process discipline.
- Linked privileges to measurable output.
- Shifted discussions from entitlement to performance.
When systems become objective, personal grievances lose oxygen.
Strategy 4: Visible Commitment
In troubled projects, morale is low because people don’t believe completion is possible.
So I made it visible:
- Regular site rounds.
- Daily review meetings.
- Transparent milestone tracking.
- No closed-door politics.
When the leader is seen on the ground, resistance weakens.
The Numbers That Matter
When I took over, only 7% work had been completed in two years.
In the next two and a half years, we completed the remaining 93%.
Two 500 MW units were commissioned.
That was not merely engineering success.
That was organizational turnaround.
What Farakka Taught Me
Looking back, Farakka remains one of the toughest assignments of my career.
Not because of engineering complexity.
But because:
- There was no cushion from HQ.
- A section of officers was hostile.
- Political and union pressures were intense.
- The predecessor had deep networks.
I survived and delivered because of a few principles:
1. Authority Must Be Asserted Early
Delay invites resistance.
2. Calmness Is a Weapon
When others expect anger, offer silence.
3. Escalation Is a Tool — Use It Sparingly
Reaching for that phone in Kolkata worked because I did not misuse that power later.
4. Performance Silences Politics
Once turbines begin rotating, opposition weakens.
5. Tough Postings Build Character
Comfortable postings build resumes.
A Touch of Humour
Many years later, someone asked me:
“Roy saab, were you not afraid?”
I said,
“In Barauni I learnt to handle boilers. In Farakka I learnt to handle human boilers.”
Both require pressure control.
Final Reflection
At 80, when I look back at my long journey — from Barauni to BHEL to NTPC projects — Farakka stands out.
There, I was not protected by systems.
There, I had to rely on:
- Experience
- Instinct
- Relationships
- And a little strategic stubbornness
Leadership is tested not when everything supports you.
It is tested when:
- You are isolated.
- The environment is hostile.
- The clock is ticking.
- And results are non-negotiable.
Farakka was that crucible.
And I remain grateful for it.
Because it proved something to me:
When institutions hesitate, individuals must act !
Thursday, February 19, 2026
The Terminal of Eternity
Thursday, February 12, 2026
“The Editor Who Wrote the Plot — and Quietly Scripted My Beginning.”
Saraswati’s Evening Lamp — and the Secret Apprenticeship of a Nephew
When my uncle, Nishith Roy, took over the editorship of Saraswati in the late 1970s, he inherited not merely a magazine but a century of expectation. Founded in Allahabad in 1900, Saraswati had shaped modern Hindi literature. By the time he assumed charge, however, the literary climate had changed. The glory years were past; finances were strained; readership patterns were shifting.
Yet he did not treat it as a fading relic. He treated it as a living responsibility.
He believed that even in twilight, a lamp must burn steadily.
The Administrator Who Observed Humanity
Before he was an editor, he was a Deputy Magistrate — a role that exposed him daily to the theatre of human nature.
He encountered:
- Land disputes older than the litigants themselves
- Respectable men who lied politely
- Petty criminals who philosophised
- Shady characters who mistook cunning for intelligence
These encounters did not remain confined to government files. They quietly transformed into literature.
The celebrated series “Dipti ki Chitthi” became one of the distinctive features of his tenure. Structured as letters, it carried administrative realism wrapped in personal reflection. Through Dipti’s voice, readers glimpsed the loneliness of authority, the ethical dilemmas of governance, and the subtle humour that emerges when power meets absurdity.
The letters were neither sensational nor sentimental. They were observant. Balanced. Humane.
The Detective Before the Editor
Even before taking the reins of Saraswati, my uncle had been writing detective fiction.
His sleuth, Man Singh, was unmistakably inspired by the intellectual sobriety of Byomkesh Bakshi — analytical, restrained, psychologically perceptive. Yet the structure of the plots bore the elegance of Agatha Christie: carefully placed clues, closed circles of suspects, and climactic revelations grounded in logic.
And where did this cerebral detective operate from?
Our ancestral house —
4, Lowther Road, Allahabad.
The quiet colonial bungalow became fictional headquarters. Verandahs turned into planning chambers; drawing rooms hosted interrogations. Alongside Man Singh stood Dhunayee, his loyal assistant — practical, grounded, occasionally bemused but essential to the detective’s success.
For us, the boundary between fiction and domestic life blurred delightfully. One half expected a mysterious visitor to knock at odd hours.
The Literary Ambush
Then came the episode that, in hindsight, feels like both mischief and mentorship.
After 1978, a few articles appeared in Saraswati under my name.
The minor technical issue was that I had not written them.
He had.
When I raised a hesitant objection, he brushed it aside with the composure of a magistrate dismissing a weak appeal. His logic seemed unassailable:
Now that your name has appeared in print, you must grow worthy of it.
It was the most elegant literary trap I have ever encountered.
Looking back, I realize he was not misusing my name; he was investing in it. Once one’s name is in a serious literary journal, one feels accountable. That quiet pressure perhaps nudged me toward eventually writing my own books.
If I became an author, the seed may well have been planted by that playful forgery.
From Bench to Bar — The Strategist Revealed
In 2002, he spent a month with us in Bhopal. Those evenings became informal seminars. It was then that he narrated another remarkable chapter of his life.
After resigning from judicial service, he had practiced as a lawyer in the Allahabad High Court.
In one significant case, his opponent was the formidable Siddharth Shankar Roy — distinguished lawyer and statesman, known for his command over argument.
My uncle described how he had patiently constructed his reasoning, leading the argument step by step into a position from which retreat required concession. It was not aggression; it was architecture.
After the exchange, Siddharth Shankar Roy reportedly remarked in lighter vein:
“You must be a Bengali to trap me like that.”
He narrated this not with pride, but with a soft, amused smile.
It was the same smile, I suspect, with which he had once placed my name beneath his articles.
Strategy, in his hands, was always subtle.
The Editor as Custodian
During his stewardship, Saraswati may not have regained its former circulation, but it retained dignity. He resisted dilution. He upheld literary seriousness. He infused the magazine with realism, intellectual detective fiction, and reflective prose.
When the magazine eventually ceased publication in 1980 due to financial difficulties, it did so with grace, not surrender.
A Legacy Beyond Pages
Looking back, I see a remarkable continuity:
- As Deputy Magistrate, he understood human motives.
- As Lawyer, he mastered argument.
- As Writer, he shaped narrative.
- As Editor, he protected tradition.
- As Uncle, he engineered my reluctant initiation into authorship.
Some legacies are measured in awards or circulation figures. His was measured in influence — quiet, steady, transformative.
And somewhere, in memory, I still see 4, Lowther Road:
Man Singh thinking deeply, Dhunayee waiting attentively, Dipti’s next letter arriving — and my uncle, pen in hand, smiling at yet another carefully constructed plot.
In preserving Saraswati during its twilight, he ensured that its final glow was neither dim nor desperate.
It was dignified.
Like the man himself.
Note:
A Note on Saraswati Magazine
Saraswati was the first significant modern Hindi literary monthly, launched in January 1900 from Allahabad (now Prayagraj) by the Indian Press under Chintamani Ghosh. It soon became the most influential Hindi journal of the early twentieth century.
Its golden period began under the editorship of Mahavir Prasad Dwivedi (1903–1920), a phase often referred to as the Dwivedi Yug in Hindi literature. During this era, Saraswati played a decisive role in standardizing Khari Boli Hindi prose, promoting literary discipline, and encouraging socially conscious writing.
Many of the most celebrated Hindi writers either contributed to or were nurtured by Saraswati, including:
Maithili Sharan Gupt
Premchand
Suryakant Tripathi ‘Nirala’
Jaishankar Prasad
Mahadevi Verma
Ramdhari Singh ‘Dinkar’
Subhadra Kumari Chauhan
Through poetry, essays, fiction, and literary criticism, Saraswati shaped modern Hindi literature and became a cultural institution rather than merely a magazine. Its influence extended beyond literature into social reform, nationalism, and linguistic development.
For decades, to be published in Saraswati was not merely an achievement — it was a recognition of literary legitimacy.
