Winds of Change

It would take the finest
psychiatrists to understand the psyche of such an organization as the DoT. The Department
is a multi-functional body with multiple facets to it. While the DoT still has that
envied role of being both a referee and a player at the same time, competition is doing it
a world of good. Attitude change is one aspect which DoT is trying to come to terms with.
Having operated with a free-hand for more than half a century now, it has habits, which
are difficult to get rid of. But is the DoT doing anything?

The positive thing is that it is
finally trying. alt="v&d04.gif (24781 bytes)" align="left" hspace="4" vspace="4">

• It is more conscious of itself. With competition
  coming in, strengths and weakness are coming out in the open. There seems to be a sense of
  ownership now. The laidback approach seems to have given in to a degree of urgency.
  Policies are issued out faster, newer services are introduced, and more licences issued in
  a much shorter time frame. Though pressures from Prime Minister’s Office (PMO) helped
  in getting the DoT to be quickfooted, there has been definitely some effort to reduce
  procedural delays internally. At least, the Department has shown it is capable of being
  much faster. These are early signs of a corporatized DoT.
• Fresh blood has been injected at the top and,
  therefore, a churning of attitudes has been taking place. While there may be arguments as
  to what DoT’s role should be in the future, it has been decided that it must gear
  itself to be a major service provider for which it cannot afford to shy away from new
  technologies. A number of new access and transmission technologies are being tried out and
  it will be busy building a multi-service network across the country. The traditional DoT
  approach of having different networks for different services might have ended. Internet
  and datacommunications is likely to be DoT’s main thrust area in the days to come.
• DoT is coming to terms with competition, and
  hence, has become more aggressive. Earlier, the DoT did not really market itself and its
  services. It was a case of "take it or leave it" attitude in a scenario where
  there were no alternatives. With more choices getting created for customers, a change in
  organizational culture was really needed from the DoT. The Department has the challenge of
  reducing its mammoth employee count and the difficult task of getting closer to
  subscribers. To be fair, in the basic service circles where the DoT has seen competition,
  trends show that it has become more aggressive. The Department has exhibited strength of
  character by trying to be customer-friendly.
• The DoT needs to decentralize itself. And it is
  trying. Its circles have now been given a good degree of operational freedom. In some
  cases, the task of equipment procuring has, to some extent, been transferred to the
  circles. Such steps have to be taken so those divisional departments can grow by
  themselves. The model of the division of AT&T in the US has often been stated as the
  one to be emulated by the DoT. In the seventies, AT&T had been divided into seven Baby
  Bells in the US. Today, these have become some of the most successful telcos in the world.

While these have been the Dr
Jekyll side, there is also the Mr Hyde side of the DoT’s character. One aspect, which
needs to be criticized, is its non-readiness to change its policy-making structure. The
scenario in which the DoT has to come out with a policy for operation of services by
private parties, when it itself is the monopoly operator, is hardly good for confidence
building in the communication industry. The oft-repeated drama of a DoT trying to hold on
to its powers while the ministry and the industry slowly but steadily breaking its strong
fortress has a pitiful sight to it.

Attitude change is easy in a
company with a dozen staff. You change your staff and appoint people with the right
attitude. But changing the attitude of an organization which has a staff of over 4 lakh?
It will not be an easy task at all.