Tag: Culture

Volvo Culture

…reverse gear

An interesting bit of information is displayed on a standee kept next to The Very First Volvo in the World of Volvo, in Gothenburg. It points out that the premier of ÖV4, in the 1920s, fell flat because a rear axle gear had been installed incorrectly and the car could only drive in reverse in its first test drive. Embarrassment caused by the event to the company notwithstanding, Volvo identified the fault and immediately fixed it. Then onwards, the Volvo cars and trucks have had the reverse gears; but Volvo, the automobile giant, has only moved forward. It has gracefully covered the long distance to world leadership in automobile sector.

World of Volvo

Before talking further about Volvo culture, here is a less known fact about the reverse gear—it is the most powerful gear in all automobiles. Once, while on a 3,700-mile road trip from Paris to Ankara, Dominique Lapierre, and his classmate, Dominique Frémy, was faced with a steep climb near Athens, which brought their 6-HP antique Amilcar to its knees. To deal with the challenge, they turned around the car and drove uphill in reverse gear. The effect was miraculous: their valiant car climbed the slope like a Tour de France bicycle.

There is much to learn from Volvo’s culture of acknowledging shortcomings, working on them to improve, and above all, talking candidly about the failure. The power of the reverse gear also has a message.

Managing personal life; running a corporation or a government—each is akin to driving a vehicle. If a not-so-correct decision is taken and implemented, it would only be appropriate to acknowledge it gracefully, in time, like Volvo, and to get into the powerful reverse gear to prevent appreciable damage.

Like the reverse gear, the brakes and the rear-view mirrors also contribute to good driving. The purpose of brakes—more important than the ability to slow down and stop at will—is to allow driving at high speeds. Awareness of functional brakes, or ‘brake consciousness’ as it may be called, sets one free to speed up.

Amusingly, the purpose of the rear-view mirrors installed in the cars of the yesteryears was to enable the drivers to keep an eye on the cops who might be chasing them. Today, they have a more meaningful purpose—to ensure road safety.

Cruising ahead in life; or leading an organisation, it pays to look into the rear view mirror and observe the road travelled. Slowing down to take stock, or getting into reverse gear to make amends are empowering options.

Willingness to adopt the goodness of Volvo Culture is the need of the hour.

Rummaging Pulwama for India’s Strategic Culture

A couple of years ago, I was at a seminar where many eminent people from different walks of Indian life had gathered to share their thoughts on India’s Strategic Culture. The discussion, which began with great bonhomie, metamorphosed into an animated debate. There were those who eulogised all great Indians from Manu to Manmohan Singh. They recalled with reverence Shivaji, Maharana Pratap, Rani Laxmibai and Netaji Subhash Chandra Bose. They spoke in praise of Ashoka and Chandragupta Maurya; Mohanjodaro and Harappa; Nalanda and Takshila…. They were convinced that Chanakya and his Arthashatra were as great (read, “greater”) than Sun Tzu and his Art of War. They talked of the wars India has won against Pakistan including the surrender of 93,000 Pakistanis (1971). They skipped the Sino-India War (1962) and went gaga over India’s Space and Nuclear capabilities and its rich and varied culture and heritage…. “Wow! What a Strategic Culture!”

Chanakya

People on the opposite bench spoke of the so many times India has been invaded. They recalled some names with a lot of venom––Genghis Khan, Timur, Ghazni, Ghauri and the East India Company…. They argued that the Kashmir issue was poorly handled in 1947; we are still paying the cost of bad decisions. They held Prime Minister Nehru responsible for the debacle in 1962. They argued that the Indian Airlines Flight IC 814 shouldn’t have been allowed to leave India; there was no question of releasing Masood Azhar. On the issue of the rescue of President MA Gayoom of the Maldives (Operation Cactus, November 1988), they were sure that India (like the US, the UK, and Pakistan etc.) shouldn’t have extended military assistance––the returns were not commensurate with the risk involved. For sure, India was the proverbial cat’s paw that pulled the chestnuts out of the fire for the Maldivians. In Kargil, India was caught napping…. “Does India have a Strategic Culture at all?”

In the Q&A hour, intellectuals raised doubts, asked questions and commented. I kept mum for I didn’t want to prove my ignorance. I felt relieved when the learned chair concluded that it was important to define the term “Strategic Culture” before one could talk about “India’s” Strategic Culture and there was no clear definition of that term. My relief knew no bounds when, during the high tea after the event I interacted with people and discovered that most of us (if not all) were sailing in the same boat.

Discussion, and the debate over, I consigned “Strategic Culture” to some far recesses of my mind for I had more pressing issues to turn to; we all have pressing issues, including children. Publication of my book was top on my list of priorities at that time.

Until Pulwama…

Rummaging Pulwama

Today everyone, literally everyone, is talking (on television, texting, tweeting, whatsapping…) about India’s Strategic Culture, or some such thing––the same debate and the same arguments have resurfaced. Only the discussants are more vociferous, more clamorous and very aggressive.

I wonder: “At this point in time, is a definition of Strategic Culture or a knowledge of India’s Strategic Culture important? Is it going to help in any way? Is this the time to think of doctrines, recall principles of war, military strategy––the theory?”

I am reminded of a young cricketer at the nets a day before a major game. Just when he hit the ball over the boundary, his coach came to him and said that that was not the way to hit the ball. He reprimanded him for his wrong technique and started teaching him the ‘textbook’ way of doing what he was doing.

“But where’s the ball, coach?” the player asked as he looked at the ball being recovered from the spectator stand.

In tune with what I said the other day, I add:“The time to learn theory has long gone; it is time to act. Rummaging Pulwama for India’s Strategic Culture will be an exercise in futility. Let those on the stage perform unhindered. Let others just W-A-T-C-H. Those of us who have performed our acts really well (when we were on the stage) will be approached for direction, if deemed necessary.”