Governance is Like Stepping into a New Role Each Time

Each administrative role needs a different version of you. Governance is like stepping into a new role every time, demanding fresh perspective and energy

Governance doesn’t come with fixed KPIs — impact is measured through developmental outcomes, comparative benchmarks, and how effectively you lead in complex, unpredictable conditions

You graduated as a mechanical engineer from Delhi College of Engineering. What inspired your transition into civil services, and how has your background in mechanical engineering influenced your approach to administration?

Structured thinking from engineering helps me break down complex administrative problems, apply logic, and implement solutions with precision and clarity

My decision to pursue civil services was primarily driven by a deep-seated desire to serve people.

Coming from a business family where everyone is engaged in entrepreneurship rather than jobs, I was always aware of the value of education. My family emphasised exploring new frontiers, including education and public service, which played a significant role in shaping my aspirations.

Though the idea of joining civil services was always at the back of my mind, I wasn’t preparing for it seriously in the beginning. It was only when my college friends started preparing for their MBA that I felt the urgency to take a definitive step toward my goal. That’s when my long-standing interest in public service took centre stage, and I began my preparations in earnest.

Ultimately, my transition was fuelled by two key factors — my intrinsic motivation to contribute to society and my family’s encouragement to break new ground beyond business.

As an engineer entering civil services, did you find that your background gave you any advantages? There’s often a belief that engineers have an edge in both the exam and the job itself. Did you notice any specific benefits from your academic training?

Governance often demands flexibility — while we start with structured planning, real-world challenges force us to adopt a more agile, adaptive approach

Yes, there are two key aspects of being an engineer that have helped me in civil services.

First, on the technical side, government projects often involve engineering-focused departments. My background gives me a solid understanding of these projects, allowing me to grasp their technical aspects more effectively and engage meaningfully with implementation teams.

Second, engineering instils a kind of crisis management mindset. Many engineers are familiar with last-minute problem-solving — preparing for exams under tight deadlines and managing multiple tasks simultaneously. That adaptability has been invaluable in service, where unexpected challenges frequently arise. The ability to stay composed and trust the process, even in high-pressure situations, is something I carried forward from my engineering days.

Additionally, an engineering education fosters a structured, methodical approach to problem-solving. It teaches you to break down complex challenges into logical steps, strategise solutions, and execute them efficiently. This systematic thinking has been incredibly useful in administration, helping me tackle issues with clarity and precision.

In the corporate world, agile methodology is widely used for project execution, emphasising short-term planning and adaptability to ad hoc changes. In contrast, the waterfall approach involves detailed upfront planning with minimal changes during execution. While corporate environments favour agility, how does this translate to administration and bureaucracy? Do you see similarities, or does governance require a different approach?

There are definitely similarities, particularly in terms of crisis management. In administration, we aim to plan thoroughly before execution — much like the waterfall approach. However, once implementation begins, unforeseen challenges often emerge, requiring us to adapt and modify our strategy on the go.

In practice, while we may start with a structured plan, the dynamic nature of governance often pushes us towards a more agile approach. We continuously reassess, make adjustments, and strategise in response to real-time developments. So, while administration may not explicitly follow corporate agile frameworks, the core philosophy of flexibility and responsiveness is very much the same.

You have served in various administrative roles across Jharkhand. Can you share a complex challenge you faced in your career and how you navigated it? Any particularly interesting experience that comes to mind?

One of the biggest challenges I faced was adapting to the different leadership styles required for each administrative role. When preparing for civil services, we get a theoretical understanding of governance — both during exam preparation and training at LBSNAA (Lal Bahadur Shastri National Academy of Administration). However, the real challenge begins when you step into the field and realise that each role demands a different version of yourself.

For instance, as a probationer in Jamshedpur, my focus was on learning and absorbing as much as possible. But when I became Sub-Divisional Magistrate (SDM) in Dhanbad, my role was entirely different — I had to enforce law and order, take tough regulatory decisions, and maintain a strong, assertive presence in the field. This required a significant shift in my personality and approach.

Later, as Deputy Development Commissioner (DDC) in Simdega, the role changed again. Here, instead of strict enforcement, I had to facilitate development projects, bring stakeholders together, and be inclusive in planning and execution. While discipline was still crucial, collaboration became a key skill.

Then, as Deputy Commissioner of Chaibasa, I had to balance both — maintaining law and order while overseeing development initiatives. The challenge in each transition was understanding what the role demanded, adapting accordingly, and executing effectively.

In a way, it’s like being an actor stepping into different roles. You have to quickly assess the situation, mould yourself to fit the job, and perform at your best — all while ensuring that governance remains effective and impactful.

AI has become a buzzword, with corporations heavily investing in its applications. In the realm of public policy and administration, how do you see AI and data analytics transforming governance? From your perspective, how efficiently can the government leverage AI for public service delivery?

AI can help predict, prioritise, and even suggest solutions in grievance redressal — transforming public service into a faster, smarter, citizen-centric experience

AI is undeniably shaping the future, and the government is already utilising data analytics and intelligence networks. However, its application needs to be more widespread and deeply integrated into governance mechanisms.

For example, AI can play a crucial role in optimising water distribution systems, helping to reduce wastage and improve efficiency. Similarly, in public transportation, AI-driven models can enhance route planning, reduce congestion, and improve service reliability.

One of the most impactful areas where AI can be leveraged is in grievance redressal. Currently, citizens file complaints, which require manual processing, resolution, and feedback loops. AI-powered systems can streamline this by categorising complaints, predicting common issues, prioritising urgent matters, and even suggesting solutions based on historical data. This can significantly enhance response times and overall administrative efficiency.

If AI is effectively utilised for public grievances and service delivery, a significant portion of governance challenges can be addressed proactively. In the future, AI will not just be an enabler but a fundamental tool in building a more responsive and citizen-centric administration.

You received the Best Electoral Practice Award for your efforts in Jamshedpur, East Singhbhum district. Could you highlight a particular initiative or strategy that contributed to this success? What did you do differently?

In 2024, we conducted two elections in Jamshedpur — first the Lok Sabha elections, followed by the Vidhan Sabha elections with a three-month gap in between.

For the Lok Sabha elections, our primary challenge was urban voter apathy. The Chief Electoral Officer and the Honourable CEC tasked us with increasing voter turnout, particularly in urban areas where participation was historically low. We engaged multiple stakeholders, including private and government companies, NGOs, institutions, and interest groups, to encourage voting. While this outreach helped spread awareness, the actual impact on voter turnout was limited.

However, we used this experience to refine our approach for the Vidhan Sabha elections. We systematically structured our efforts through existing mechanisms such as:

Voter awareness forums: Ensuring every organisation had a forum to educate employees on voter registration and participation.

Booth awareness groups: Empowering Booth Level Officers (BLOs) to create awareness at the grassroots level.

Electoral literacy clubs: Engaging students in higher education institutions and even 11th-12th graders to build a culture of voting among young voters.

Resident welfare associations (RWAs): Involving local communities to drive participation.

To make voting more relatable and engaging, we leveraged major events in Jamshedpur, such as Indian Super League (ISL) matches and IPL fan parks, to create a buzz around elections.

We systematised all these efforts by creating a structured calendar of activities, assigning officers to monitor implementation, and ensuring accountability. This structured approach led to a 5-6 per cent increase in voter turnout, which was a significant achievement.

Ultimately, our success was a result of teamwork — our officers were deeply involved, and the citizens actively participated in the democratic process. The more inclusive and participatory the process, the better the decision-making and impact.

Jamshedpur attracts a large workforce due to its industries. However, there seems to be a significant skill gap between workforce capabilities and industry requirements. What is your approach to bridging this gap?

To bridge the skill gap, we’re aligning training directly with industry needs — turning government skilling programmes into employment-ready pathways

The government is actively working to address this challenge through initiatives like the Jharkhand Skill Development Council (JSDC), which has empanelled multiple training service providers across 60-plus trades. If there is a demand for specific skills in the district, JSDC facilitates training in those trades to equip individuals with the necessary expertise.

To make this effort more industry-aligned, we are engaging directly with industries in Jamshedpur to understand their specific skill requirements. By collaborating with JSDC and relevant training service providers, we aim to ensure that the workforce is trained in skills that match industry needs.

Additionally, through the industries department, we are fostering dialogues between employers and training institutions. This approach helps us bridge the skill gap effectively, ensuring that local talent is better prepared for the evolving job market.

Jharkhand, especially East Singhbhum, has a significant tribal population and dense forests. While it’s important to preserve their culture and lifestyle, there are also challenges in ensuring access to education, healthcare, and livelihoods. How are you approaching this issue?

You’re absolutely right — East Singhbhum has a high tribal population and many remote, hard-to-reach areas, which makes delivering quality education and healthcare a challenge. However, the government is constantly evolving its approach to ensure that essential services reach every citizen.

Education:

Biometric attendance systems have been installed in schools to ensure both teachers and students attend regularly. Their geolocation is tracked, improving accountability.

Efforts are being made to enhance the quality of education, not just the reach, by ensuring teacher presence and active participation.

Healthcare:

The Ayushman Bharat scheme is enabling better healthcare access for underprivileged populations.

The Mukhyamantri Aspatal Rakh Rakhav Yojana is improving hospital infrastructure and ensuring private doctors contribute to government healthcare services.

Special initiatives are being taken to bring mobile healthcare units and telemedicine services to remote areas.

Delivering quality services in such regions is a complex challenge, as it’s not just about coverage but also about sustaining and improving quality. Our goal is to balance development with cultural preservation, ensuring that communities receive the best possible services while respecting their unique way of life.

If you had to train an MBA student to handle governance challenges for a week, what key skills would you focus on?

Governance requires a unique blend of leadership, emotional intelligence, and problem-solving skills. If I were to train an MBA student, I would focus on the following key areas:

Leadership & decision-making:

The ability to take firm yet empathetic decisions under pressure.

Leading with integrity and responsibility, ensuring the best outcomes for the public.

Emotional intelligence & resilience:

Handling high-pressure situations with composure and clarity.

Developing the ability to stay objective and make fair decisions despite external pressures.

Active listening & stakeholder engagement:

Understanding issues deeply by listening to different perspectives.

Engaging with multiple stakeholders — including government bodies, citizens, and organisations — to find effective solutions.

Public welfare mindset:

Unlike the corporate world, governance isn’t about profit; it’s about maximising public welfare.

Analysing policies and decisions through the lens of societal impact rather than financial returns.

If an MBA student learns to think in terms of social welfare, sustainable solutions, and effective governance, they will be well-equipped to navigate challenges in the public sector.

How do you handle leadership challenges when you have limited control over external factors, unlike in a corporate setup where decisions often lead to direct outcomes?

Yes, governance and administration come with numerous external factors that can disrupt plans and decision-making. However, the key is to accept these uncertainties as part of the role and adapt accordingly. Here’s how I approach such challenges:

Understanding the stakeholders: Every issue involves multiple stakeholders with different expectations. Identifying and engaging all key players ensures that decisions are balanced and inclusive.

Building a strong foundation: Instead of seeing external challenges as obstacles, I consider them as a part of the baseline reality. If you assume that governance will always be smooth, then external disruptions will feel like setbacks. However, if you factor them into your planning from the beginning, you develop more resilient strategies.

Flexibility & adaptive problem-solving: Unlike the corporate world, where decisions often have immediate and measurable outcomes, governance requires a long-term, iterative approach. Continuous adjustments and stakeholder collaboration help in navigating unpredictable challenges effectively.

By anticipating external disruptions and integrating them into decision-making, governance can become a structured yet flexible process, ensuring better public outcomes despite uncertainties.

In the corporate world, performance is measured through KPIs and metrics. How is performance evaluated for an IAS officer?

Unlike corporate professionals, IAS officers do not have fixed quantitative KPIs, but performance is assessed through multiple developmental indicators and comparative analysis. Here’s how it works:

Impact on governance & district management: The ability to lead the district effectively is the core measure of performance, though it is not always easy to quantify.

Developmental scheme indicators: Each government scheme has specific performance indicators that track progress. The performance of an officer is often reflected in how well these schemes are implemented and their impact on the district.

Comparative benchmarking: Regular reviews and comparisons are done with other districts and blocks. Higher authorities supervise and assess performance based on key developmental metrics.

If you could introduce one major reform in Indian bureaucracy, what would it be?

With changing times, integrating AI and digital technologies for data analysis and delivery would be a significant reform. It would:

Enhance decision-making by providing real-time insights.

Improve efficiency in governance and public service delivery.

Enable data-driven policymaking, reducing bureaucratic delays and improving accountability.

Bringing in technology-driven reforms would make governance more transparent, efficient, and citizen-centric.

If you had to give one piece of advice to young professionals — whether in government, business, or social impact — what would it be?

Stay committed and keep going. There are no shortcuts, and hard work is the only key to success.

Consistency matters: Continuously thinking about the task and staying mentally engaged is crucial.

Effort itself is valuable: Many people focus on doing things differently, but simply trying and doing the work sincerely creates an impact.

Perception vs reality: Once something is achieved, people analyse it in hindsight and assume it was done in a unique way. But often, just putting in the effort is enough to make a difference.

So, stay persistent, dedicated, and focused — that’s what truly matters.