Public Policy in India - American perspectives

“Public Policy in India - American perspectives”
Lecture delivered on February 15^th 2020 for the Executive Program on Public Policy and International Relations at the Centre for Advanced Learning,
St. Stephen’s College, Delhi by Ajay Singha,
former ED of American Chamber of Commerce in India (AmCham)
and Deputy DG Indo-German Chamber of Commerce, New Delhi
email:  ajaypsingha@gmail.com
 

SLIDE 1
Almost all sectors of economic and social relevance between India and the United States of America enjoy a certain level of co-operation and partnership. Consequently there is robust policy engagement in multiple industry segments and sectors related to the economy.
 
Public policy happens when governance and the multiple players in a vibrant society interface. Public policy is a subject which indeed concerns senior management of all corporations and anyone aspiring to be in that group must become well versed in this. Joint initiatives between India and the US witness a high level of policy making and results in several levels of executive action - that being the immediate objective of policy making. To that extent the contents of this lecture are based on the experiences of the lecturer / author and are subjective in nature.

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There are three broad areas of Public policy in the US-India context namely:
Developmental projects in India with US assistance.
Economic and Commercial relations. 
The Strategic embrace across multiple aspects of the bilateral engagement.

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The best Public Policy is made when you are listening to people, who will be impacted” Elizabeth Dole – Author, Senator, Served three US Presidents.

John Kenneth Galbraith - Economist, Author and former US Ambassador to India. “The great dialectic in our time is not..................., between capital and labor..... it is between economic enterprise and the state.”

NEST SLIDE 4
The genesis of US- India Public policy relations may be examined in the backdrop of two great movements in India which had a strong US component namely the Green Revolution and the IT Revolution. However, before we do that let us get slightly deeper into the subject of Public policy, policy advocacy and Lobbying in the US.

Advocacy and Lobbying in USA takes place at various levels in Government: Federal / State / County / Municipal or Local.
Federal Agencies in the US cover major areas of concern where the country engages with other nations.
This includes areas of bilateral interest which form the subject matter for policy dialogue and subsequent policy construct. Finance, Aviation, Defence, Healthcare, Energy, Food, Telecom are select examples.

It is estimated that there are twelve thousand public policy, advocacy and lobbying firms in USA. Most of the substantive work is handled by about 300 firms.

According to one estimate the industry has an annual turnover of $9 billion.

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What is the legal basis for Policy Advocacy and Lobbying in the US?
It is derived from the First Amendment to the US Constitution which allows the people to petition the government to redress their grievances.
The following US laws also impact Advocacy and Lobbying:
Lobbying Disclosure Act
Honest Leadership and Open Govt Act
IRS disclosure requirements

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In 1961 India was on the brink of a mass famine. Norman Borlaug (later Nobel Laureate) an American Agronomist was deputed by President Kennedy to visit India. The Ford Foundation and the Indian Ministry of Agriculture received personal support of the Indian Prime Minister Jawaharlal Nehru and then Agriculture Minister Subramaniam. Based on US advise India adopted various policies to resolve the impending food crisis which resulted in import of high yielding seeds for extensive wheat and maize production.

Shortly after Indian independence President S Radhakrishnan set the ball rolling for establishing Agricultural Universities on the US “Land grant model”. Delegations travelled back and forth between India and the US, policies were proposed, put in place and several US universities were roped into this gargantuan effort.

The State Government of Uttar Pradesh promulgated Act XI of 1958 - for establishing an agricultural university. Mentored by the US University of Illinois, the GB Pant University was established in Pantnagar UP. It produced a new breed of Indian agriculture scientists and paved the way for setting up more than 50 other agriculture universities across India. University of Illinois, Washington State, Michigan State Universities had tie-ups with Punjab and later Haryana Agriculture universities. Florida Agriculture and Mechanical University tied up with Anand in Gujarat. Ford foundation and US AID gave massive financial assistance to Allahabad agriculture university.   

At that point several policies had to be developed in order to cover issues like: Import of agriculture inputs and produce / import of agricultural technologies / establishing institutions of higher education / Teaching program curriculum / training and employment manuals and several related subjects.

Needless to say these policies were deeply influenced by the institutional partners and collaborators operational during that period mainly and namely USA. Seeing the notable US involvement other countries also brought in know-how and financial resources.

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In 1974 TCS India co-operated with Burroughs of USA and sent Indian programmers to work for IT projects in the US
In 1984 PM Rajiv Gandhi announced an IT policy which amongst other things reduced import tariffs on IT hardware. Sam Pitroda a telecom expert from USA was brought in and he set up C-DOT to kick start the Telecom revolution.
In 1988 Government of India formed a National Task Force on IT and Software Development to formulate policies for exports and attracting investors.

Major policies were formulated to impact:
Opening of Internet Gateway access
Private sector Software Technology Parks (STPs)
Restructuring customs and excise duty on software
Exemption of income tax to software and services exports
Setting up of venture capital funds
Allowing US Dollar linked stock options to employees of Indian companies
Schemes for students for buying computers, etc.

In 1999 Ministry of Information Technology (MIT) was set up.

US based business and US educated individuals had both short and long term influence on policies in India which brought all these factors into play. As several American high tech companies moved call centres and software development operations to India, their influence on policies grew.

Needless to say a significant number of software developers were US trained and understood both the Indian and US markets better than their competitors.
In more recent times CEOs of Indian origin have led US IT companies like Adobe, 3D Systems, Cognizant, Master Card, Sandisk, NetApp, Oracle, IBM, Google, Microsoft.  Today US accounts for two thirds of India’s IT services exports.

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Operational perspectives of US India Policy making. 

Democratic institutions lie at the core and provide the backdrop for drafting all public policy both in India and the United States of America. Stakeholder consultation is emphasised!

Both countries increasingly share and exchange information actively interfacing at various levels of government and policy making. The interaction is at the political and executive level and more importantly at the operational level.

Policy making is never a top down phenomena but a two way process where the federal agencies in the US and officials of various Central government departments in India play a key role.
Some of the key federal agencies in the US engaged actively with India include:
Department of Defence / Energy / Treasury / Health / Agriculture / Homeland Security / Commerce / Education / NASA / Food & Drugs Adm. / Internal Revenue Service / Federal Trade Commission / USAID / Aviation Commission etc.  Each one of these is a mammoth institution requiring individual attention and deep bilateral engagement.

Of late most of these US agencies work closely with their Indian counterpart ministries and departments. This is a relatively recent phenomena and has resulted in a vast exchange of information. Best operating practices of the US have found their way to Indian agencies. Suspicions of the past have been replaced by a high level of confidence and trust between the two governments.

Genesis of policy making in the US India context: Typically a delegation from one of these US agencies visits India and asks for a meeting with their Indian counterparts. The US side insists on stakeholder engagement from day one and gives a heads up to US institutions, Chambers, foundations etc for inputs and consultations. The Indian side shows subdued enthusiasm in sharing information or consultations and invites a select few private players at a very short notice. For the Indian side this may have resulted in unfavourable positions and a disadvantage in stakeholder engagement for Indian companies in policy formation. The situation quickly changed and in the last few years apex institutions like CII and FICCI brought all seriousness to stakeholder engagement. The inefficiencies in stakeholder engagement were effectively addressed and replaced with the existing improved best practices.

Whatever goes on in these bilateral meetings and discussions impacts policy making in India. The deliberations between various US and Indian agencies greatly influences and gives critical inputs to policy making processes in India.
Indian Central Government agencies and other institutions meanwhile also enter into serious consultative process with other European counterparts. This is done in order to obtain global perspectives on each policy subject. Due to language similarities and the managerial bandwidth of US agencies the intensity of interaction is most high in the US-India bilateral context.

Central Government departments in India and Federal agencies in the US are in fact the bedrock of public policy making in India and the US respectively.

To illustrate the policy process in USA one major occurrence needs highlighting. The US sub-prime mortgage crisis in 2010 led to a collapse and a global financial crisis. This impacted the economies of most of the developed nations. There were many causes which led to this crisis but certainly housing finance policies of the then US administration was the most obvious. The intentions of these policies and related decisions were undoubtedly most noble but the opposite impact was achieved. 

This was also experienced in the recent past in India (currency devaluation / GST). In the Indian context too, the policies were positive, aimed at removal of inequality, corruption, poverty alleviation and development of social and economic infrastructure etc. Some of these policies led to a high level of economic and social stress in recent times in the country.

Observers of US India relations draw some simplistic yet noteworthy lessons from the US experience – namely that too severe a policy intervention in the prevailing market situation backfires on the entire economy.  Both in India and the US marginalised segments of the population suffered the consequences of these policies.

Suffice is say that aggressive or forced intervention through frequent and far reaching policy announcements may also lead to unintended consequences and dismal results.

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Checks and balance in the US-India context:
Public Policy is the over arching subject being studied by this group and it is  therefore imperative that we also appreciate the difference in policy intervention, policy advocacy and lobbying. A policy professional in India or elsewhere will reach individual conclusions regarding these terms and much of it will depend on the sector of business being engaged in, the level of individual exposure to policy matters and the depth of understanding of these terms. These activities and terms remain crucial to the work experience in US MNCs engaged in bilateral policy review and active engagement.

A practitioner must always ensure that policy advocacy does not become company specific advocacy. Policy advocacy through institutions ensures that one particular company is not the beneficiary of a policy intervention or stands to directly gain by announcement of new policies.

The most natural way to put checks and balance in place is to ensure competing interests and competitive organisations sit on the same table.

The role of US Chambers, Amcham, USIBC, USISPF and Commercial Departments of the US Embassy comes in – they ensure neutrality.

Means for policy change should always be fully transparent, compliant and above board. The end must always be praiseworthy

Competitors who share a common policy strategy include:
Pepsi and Coke on issues on water management and CSR
Boeing and Lockheed on defence procurement procedures
IBM and CISCO on smart city opportunities and procurement guidelines
Citi and BankAm on Financial services and banking policies
Deloitte, PWC, EnY, KPMG – across the board multiple segments.

What factors decide the American ownership of a company? Any business set up registered in the US may qualify but may not necessarily receive US government’s policy support. Often a company is owned by not very easily identifiable group of investors - located someplace in the world. Manufacturing operations of such a company may be in China, exports to Asia but in most cases the patents, copyrights, trade-marks, database rights and related IPRs are owned in the US. This is one of the key factors which helps determine the US ownership of a company. Whether US Government and US controlled organisations will put their weight behind a “policy push” this one factor is the most critical in addition to the obvious US ownership of a company.

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USMNCs and Indian MNCs – Comparison in approach to Policy advocacy:
Senior management’s understanding of policy challenges.
Financial resources allocation for policy related matters.
Difference in understanding the landscape and eco-system.
Adopting sustainable best practices as opposed to short term solutions.
Appreciate and understand core and peripheral beliefs of policy makers.
Levels of transparent, non-secretive stakeholder policy engagement.
Educating and sensitising stakeholders on implications of FCPA / UKBA
Information share with in-company mid and junior management.
Engagement with relatively powerless groups – A must for developing any sustainable policy.
Building, nurturing and advocating for sustainable policy
Managing the limelight of success and the fruits of change-the first mover advantage.
Study of Public Policy is akin to any other subject like Law, Medicine and Economics. It must reach a point where practice replaces theory and the practitioner is confronted with implementing at least some aspects of what they have learnt.
Some of the phrases associated with Public policy include “trade off, compromise, give and take” and other expressions which suggest the middle path leading towards working solutions in policy matters and deliberations.

Some key approaches to impacting policy matters in India:
Information gathering and deep study to develop an evidence based case
Coordinating the change seekers – Roundtable discussions
Interacting with stakeholders – seminars and conferences
Correspond with decision makers – through Chambers and Associations
Co-ordinate appeal with interest groups – individual meetings and outreach
Media outreach and social media efforts
Develop a cohesive and persuasive message
From the mundane to the most high sounding issues processes remain somewhat similar
US and India regularly exchange delegations of decision makers, senior management of companies and government officials
Round tables and Consultative Group meetings are held regularly

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From the Green Revolution to the Strategic partnership between India and the US. This journey requires your deeper understanding and a wide interaction with people across sectors.

Following are some questions which should be asked and the policy professional must apply their mind to seek answers to these.

Why and how did linkages between India and the US develop?

Why was India suddenly more receptive and active in the international arena?

What geo-political compulsions led to US-India strategic partnership?

When do industry bodies step in to take up economic policy concerns?

How does the Indian government perceive US policy advocacy?

Specially the interaction with State Governments and State level leaders!

What is the global reference point for Indian policy makers?

Who sets the agenda for all the bilateral policy discussions?
 
Who and what impacts the decision making and policy advocacy process?

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US-India “Strategic Partnership”:

US India relations were upgraded to the highest level by the US administration. This meant exchange of delegations between the two countries in all major sectors important and critical to them.

Delegations across industry sectors exchanged. Policy engagement at multiple levels specially Executive and Legislative.

Extensive inputs collected from US companies and examined by India based knowledge partners.

Example: Presentations given to US officials and Indian and US policy stakeholders before visit of Indian PM to Washington.

Example: Presentations given before visit of each important dignitary whether Indian or American visiting either country. Policy engagement at all levels of executive and poitical leadership. “Policy Asks” Story developed by US business interests in India: many examples available (Deloitte Amcham document).

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Major policy initiatives by US MNCs operating in India – Case study through the Deloitte Amcham document:
Defence: Address the curbs on US Export Controls for American Defence technology. Discuss to develop transparent and sustainable procurement policies for the Indian MOD. Roundtables with Government and Companies. Security: Counter terrorism co-operation between US Department of Homeland Security and Indian Ministry of Home Affairs. US state of the art surveillance systems. Sharing critical information on counter terrorism operations. Cyber security and high technology. Roundtable with Government and Companies.
Aviation: Deep policy engagement between USMNCs and Miistry of Civil Aviation. Full stakeholder engagement. Roundtable with Government and Companies.
Energy: Clean energy – delegations exchanged – solar policy developed – major commercial sales - Roundtable with Government and Companies.
Agriculture: Evergreen revolution – built on the green revolution but now expanding of market access for US and Indian agricultural produce in addition to developmental goals. Benefits of policy improvement have accrued to other countries as well.  
Healthcare and Medical devices: Roundtable with Government and Companies. IPR TRIPS  Trade related aspects of Intellectual Property. These impact all industries and cover aspects relating to enforcement / remedies / dispute resolution and related procedures. Results in several work areas for policy advocacy practitioners.
Developing countries have not adequately incorporated TRIPS flexibilities (compulsory licensing, parallel importation, limits on data protection, use of broad research and other exceptions to patentability, etc.) into their legislation to the extent authorized under Doha. Roundtable with Government and Companies

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US –India relations in the context of a rising China . The term “Indo-Pacific” replaces Asia-Pacific a legacy of the Cold War.

India gets a seat on the high table – “Indo-Pacific” / “The Quad” is a new watermark in the present US India embrace.

With the term “Indo-Pacific” a message goes to other nations in addition to your own leadership and officials – these are serious players and require your highest level of attention specially across the board of economic co-operation.  

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Becoming an effective advocate on Policy matters –
There are NO short cuts.
Regularly read latest reports by think tanks and foundations.
Peruse Industry focussed reports to complete the picture.
Read policy papers in other countries on subject matter background.
Examine Case studies of Policy formulation / intervention / change .
Enter into and continue a formal Dialogue with stakeholders.
Understand the opposition’s viewpoint.
Prepare your agenda and line of argument.
Active Policy intervention through PR and media outreach.
Work with knowledge partners, think tanks, Chambers.
Provide policy alternatives to government. 
Active engagement with policy makers is necessary.

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Policy is increasingly drafted outside Government by other players.
Policy is increasingly drafted outside the Legislative process.
There is notable engagement of NGOs in stakeholder engagement.
State governments engage with all levels of stakeholders for developing policy. USMNCs strategise to defeat unfavourable policy.   
Competitor MNCs work together on issues of common interest.
Knowledge share on best global policies through seminars and workshops.
Major policy advocacy initiatives of US companies in India: Deloitte Amcham document as an example).

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The Consultative process-Hallmark of a free democratic society:

“The best Public Policy is made when you are listening to people who will be impacted” Elizabeth Dole – Author , Senator, Served three US Presidents

Government of India Order of 2014 – specifically directs departments to engage in policy consultation.

Consultations were taking place pre-2014 too. US government regularly emphasised the need for open consultations before policy rethink.

Reform by stealth has been replaced by a transparent and consultative approach for taking everyone along.

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Concept of Door knock - CEOs of US MNCs in India travel to Washington DC to collectively sensitise US Congresswomen and Senators on key issues faced by American companies operating in India.

Share a background document with US legislators and prepare them for a more meaningful interaction with their Indian counterparts.

Meet the Chiefs of staff and Legislative Assistants to improve their understanding on bilateral issues of economic and commercial import.

US legislators take great pride in being of assistance to US industry. Why not in India?

Door knock is seen as improving the foothold of US industry in India.

Additionally the delegation calls on key individuals in Think tanks, Foundations, Federal agencies and Federal Departments.

Difference in perspectives between India and the US – between US MNCs and Indian MNCs! This is an annual exercise by Amchams in all countries. An annual pilgrimage to Washington DC is undertaken by CEOs of US companies operating in each of the major world economies. In a dynamic and changing business environment the documentation which will be presented to policy makers in the US must be impeccable and able to withstand scrutiny – Role of big four in preparing such documentation!

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US Policy Advocacy bodies and Indian business:
US Chamber of Commerce
National Association of Manufacturers
AdvaMed Advanced Medical Technology Association
Federal agencies
Other US Policy and Advocacy organisations with limited Indian interests

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Indian counterparts of US organisations for Economy and Business Policies:
AmCham India -member US Chamber of Commerce
USIBC also headed by a former Asst Secretary of State
USISPF (US-India Strategic Partnership forum)
Other bodies

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Credibility of Policy organisations- a subjective approach:
Philanthropic organisations
Think Tanks
NGOs
Chambers of Commerce
Business and Trade associations
Advocacy Groups / Lobbyists

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Comments on Policy Advocacy in India:
Legacy of failed past policies and resultant delay in new policy making
One size does not fit all
Unlike China India is neither homogenous nor mono cultural
Policies cannot be universal but tailor made for regions and States
Levels of nepotism in implementing policy
Concerned and impacted parties not sufficiently identified
Stakeholders not sensitized adequately
Pre-legislative consultation is a recent phenomena (2014)
Dichotomy in Post Policy Executive decisions
Antithetical attitudes of Centre and State on particular policies
Opaque procedures developed not following international best practices
No clarity in Developmental v/s Protectionist v/s Ambitious approach
Are the new policies implementable?
Have policy interventions and policy amendments been thought through?
Are proposed policies part of a larger policy change? or piecemeal
Cost-benefit analysis of welfare policies
 

NOTE
Policy must always precede not follow Executive decisions
Policy making is done by a small number of players
Public opinion is shifting and capable of change

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Benefits of studying Public Policy from an individual perspective
The practicing professional develops an ability to:
Look at the big picture - US-India as well as global scenario
Analyse the fundamental and underlying issues impacting policy change
Spot red herrings in the policy landscape and prevent project derailment
AWACS – Advance warning – brace team for incoming changes  
Impact and influence positive change in sustainable policy making
Interface with senior management and cross sector networking

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Question and Answers session

Thank You!

Idioms and Phrases from Field Sports by Ajay Singha-Raconteur Indica

Shikar, hunting or field sports bore the seal of imperial approval during the days of the British Raj in India, and thus found a large following amongst the Indian elite, which continued for some decades after independence. In the 1960’s I often accompanied my parents on field excursions, which included small game hunting, angling and of course day long picnics. Very often we found ourselves in situations which could be aptly described and fitted perfectly into one or the other phrases emanating from such excursions. My parents who shared a common interest in reading would go to great lengths in explaining the correlation between certain situations or incidents and some of the oft-used terms in English. There are several idioms, phrases and terms which owe their origin to hunting and angling.

Research on the internet yields little information on how these phrases found their way into common parlance. Ignorance and a lack of curiosity amongst people led me to write and relate my own experiences with some of these hallowed terms. A few have also been taken from hunting with the horse and hound, a sport of the British nobility, introduced also in Ooty in south India and Delhi in the late nineteenth century but remaining restricted to military circles.

Returning home alongside my father from a field excursion once, he explained the origins of the term “mixed bag”. We had a somewhat meagre bag of one duck, two sand grouse and two partridges, all stuffed inside a single bag. As three different types of game birds tumbled out of one game bag, the meaning of the term became apparent. Their limited numbers which could not justify that each species be cooked separately, led to another term, “pot luck”. When the mixed dish was served at dinner, a visiting aunt from Bombay complimented the well cooked red meat of the duck, an uncle from Calcutta praised the white meat of the partridge while my father commented that the sand grouse was still undercooked. It was each one’s luck which meat landed on their plate and the significance of “pot luck” thus became obvious. When out shooting small game in the field we often came across a situation where a single partridge presented a fair target but simultaneously two partridges were spotted lurking behind some bushes. Should one fire at the bird which was “in range” or pursue the two in the bush? The classic dilemma becomes clear from the aphorism “a bird in hand is worth two in the bush”

At the end of a shoot the numbers of birds which were successfully “retrieved” with the help of dogs or otherwise would be counted. The “bag” of the day signified the final number of birds which were put in a bag for taking home. Some had got lost in the thickets and had consequently been declared “irretrievable”. Currently the term “bagged” is used to denote that a contract or a business has been successfully negotiated and is firmly in hand. "Irretrievable", a commonly used term requires no further explanation. When stealthily approaching a water body one came across some sitting ducks and a youngster with little experience of shooting flying birds was allowed to take a “pot shot” at the “sitting ducks”. Considered most unsportsmanlike, the pot shot at sitting ducks now means an easy and non-challenging target which could be achieved with limited efforts. Incidentally the unsportsmanlike pot shot here means that the shot was made to ensure that at least some game birds were made available for the dinner pot. In European and mainly British sporting etiquette, which we follow, it was considered most “unsportsmanlike” to fire a gun at a sitting bird. The bird must be in full flight, at a safe angle before being being engaged by a gentleman shooter. The term “sportsmanlike” now signifies giving the opponent a fair chance and not to engage in any unfair practices when in competition.

Only table or game birds are considered “fair game” by a sportsperson. Similarly in angling only fish and not every swimming creature could be eaten. In a rare instance, when a creature which could not be eaten was felled, it was termed as “neither fish nor fowl” and hence discarded forthwith. The term is used to describe outliers or something which cannot be put into a recognisable category. While shooting grouse or teals, a flock of birds would fly past and on rare occasions two or more birds might be dropped with only a single shot being fired. Before the onset of gunpowder, sling shots were used to bag game birds and on a rare occasion the hunter could “kill two birds with one stone”. The term is now used to claim that two different goals have been successfully achieved while expending a singular effort. When shooting a flying or a running target the shooter must follow through, surpass and lead the target in order to hit it successfully. If you were to aim and fire directly at a flying partridge or duck you would miss it as your shot would be way behind, the bird having traversed ahead during the one or two seconds it takes to aim and pull the trigger. In modern management, the term “give it a good lead” advises you to give sufficient time and do some advance preparation before “setting your sights” on an important goal.

Wild goose shooting was a difficult proposition and required considerable planning and strategy to ensure a good bag. Most often hunters wasted a full day without coming anywhere close to their quarry and hence the term “wild goose chase” was coined. Today it is often used to describe useless time wasting exercises which do not yield any tangible results and the person returns “empty handed”. Another closely related phrase “hunt where the ducks are” signifies that one should go hunting only on such lakes and ponds which are reputed to have ducks in them. Presently used in business management to notify areas and market segments which have a recognizable customer base for products and services being offered. Sporting game shooting is always done by natural light, with fading light in the evening, the day would be bought to a close by senior shooters announcing “let’s call it a day” signalling that guns and ammunition would be sheathed for the day and it was perhaps time for a “sundowner”. In some European countries, a bugle is sounded after which no shot is allowed to be fired. The term is now used to bring the day’s business to a close. The day may not be over but the critical business and trading activity stands closed for the day.

When stalking deer in the Nilgiris, or up north in the Kumaon hills, a hunter had to walk through rough terrain before sighting a target, possibly at a distance of a few hundred yards. The hunter had to gather his wits and aim for “a long shot” with a rifle. But before that he was well advised to “adjust his sights” and perhaps “set his sights high” or just “aim higher”. The hunter would invariably “miss the target” if he did not take into account the gravitational pull on the rifle bullet and had to therefore accurately calculate the “planned trajectory” of the rifle bullet. If the hunter hit the target “spot on” then he would be “dead on target” or “right on target”. He could miss the target by “a wide margin” in which case it would be declared “a clean miss”. In such an eventuality the deer all around would “get spooked” by the loud gunshot and and he would return home “empty handed”. Over whisky soda in the evening, other hunters would ask “did you give it your best shot?” to which the crestfallen hunter would quite likely reply that he did, but “missed it narrowly” or only “by a hair’s breadth.”

As natural light fades a hunter might see a deer slinking behind a bush and take an ill advised “shot in the dark” which meant that he could not see the target clearly but knew roughly where it was likely to be. This term is commonly used to denote action taken on the spur of the moment with no reference to the circumstances and without confirming the full facts of a case. Big and small game shooting as part of field sports is well regulated in most continents and the dates when licenses are given out are referred to as “open season” as opposed to the “closed season” when mating and breeding takes place and hunting is prohibited.

The above examples have been personally experienced by me during outings of which I was a part when hunting and shikar were legally permitted in India. Once my uncle had reserved a forest shooting block somewhere in the UP hills and invited us for Christmas. We spent a most enjoyable two weeks and stayed in an old colonial style cottage without electricity but with a nice fireplace included. Evenings were spent listening to shikar stories and on one such occasion I found myself giving an account of how my uncle had missed by a "hair's breadth" a huge wild boar which had crossed us during a beat. The aphorism “you should have seen the one that got away” fitted this incident because the one which was bagged by my father on the same day was comparatively smaller than the one which got away! Apparently this term is borrowed from Mahaseer anglers who often boast of the huge fish that had somehow gotten away. Specially trained dogs are often used to disturb the hares out of the bush thickets and get them out in open fields to be hunted. If two hares run in different directions the hunter and the hounds must choose to pursue one of the two as “chasing two hares” would be an impossibility. The term “run with the hare and hunt with the hounds” explains a common dilemma of having to choose between two, perhaps diametrically opposed options. The futility of trying to support both sides in an ongoing argument is well explained by this phrase.

The following terms have never been personally experienced by me as they relate to fox hunting with horses and hounds in Great Britain. Being a horse back rider in my younger days, I can appreciate the difficult and perilous sport of pig sticking, a preferred sport of fine horsemen in most of northern and central Indian provinces. Many an accident are on record during pig sticking excursions and having myself fallen off horseback a few times during country hacks, I can well imagine the excitement of the chase and pig sticking in the days gone by. By the time I came of age pig sticking in India had ceased to exist.

Hounds were extensively used alongside horses for fox hunting in Great Britain. When a fox was sighted the chase on horse-back would not commence until the bugle was sounded and till such time the huntsmen were advised to “hold their horses”. This term is now used to convey patience and strategic hold amongst the eager youngsters who are often impatient while pursuing business and are “raring to go” like the horses in a hunt. “Unleash the hounds” and put them “on the scent” also emanate from this activity which requires the hounds to immediately set out on the scent of the fox, at the commencement of the hunt. These terms nowadays imply aggressive sales follow up and sustained marketing, though the term “hounded” has other connotations for the media as well.

The overpowering scent of a “red herring” was mischievously used to confuse the hounds setting them off in circles, resulting in losing the scent of the fox. This term now refers to a piece of information which deliberately misleads and draws away one’s attention from important aspects of a case or the right direction. A situation might force the management or an ongoing investigating officer to “call off the dogs” implying that that the “scent has become cold” and it is advisable to stop pursuing the quarry. This leads to another rarely used term “this dog won’t hunt” used when the hounds for some reason become disinterested in the chase and lack any enthusiasm to continue the hunt. In present times it signifies that an executive on the job is tired or fed up and will no longer pursue the work assigned to him.

Fox hunting was taken up ostensibly to keep the theft of poultry and livestock in check by the increasing number of foxes in the English countryside, and in order to describe a paradoxical situation the phrase “fox guarding the hen-house” was coined. The term conveys that a person with vested business interests should not be given the task of looking after crucial assets. Fox hunting is no longer permitted in its original form in the United Kingdom since it had become a symbol of upper class snobbery and a way of life which was best buried with the end of the empire.

Field sports involving the gun, horses and hounds are vastly different from and should never be confused with wildlife depletion for human sustenance and poaching etc. Intertwined with the feudal order, and the days of imperialism, field sports and related hobbies dominated the lives of the world’s social elite for nearly two centuries. The dawn of the twentieth century witnessed social and political upheavals, dramatically changing the world order and shifting the centre stage from Great Britain to the United States of America. The social egalitarianism which followed impacted the field sports as well, and consequently the terms and phrases associated with it. Hunting and angling continue but without the social trappings linking it with the social elite and political or economic power. The use of the idioms, terms, aphorisms and phrases discussed in this article are showing increasing signs of redundancy. Contemporary writers prefer terms with more recent and non-controversial parentage, to which readers can easily relate. Nevertheless, I felt that before all these terms get completely obliterated from the English language, a brief write up on the subject was in order.

Jaipur's Intangible Heritage - Will it survive?

Will Jaipur’s Intangible Heritage Survive? by Ajay Singha - Raconteur Indica 
Jaipur was selected as a World Heritage site by UNESCO in mid 2019 and shortly thereafter the Chief Minister of Rajasthan announced plans for developing a heritage walk zone in the walled city. A plethora of photographs were unleashed comparing buildings before and after restoration and extolling the work done by successive governments. The work done over the years, however, retains focus on the built heritage and architecture of the city. This tangible heritage is just the tip of the iceberg and gets easily covered in media lending undue weight to obvious and apparent aspects while neglecting the intangible heritage of Jaipur. The unique and mostly intangible heritage of Jaipur is inextricably interwoven with the tangible and apparent aspects of the city’s social fabric.

Skills, knowledge and practices have passed from generation to generation and reflect the collective cultural and living heritage of Jaipur. Living this heritage brings forth a special sense of identity among the citizens and distinguishes it from other cities. A unique image of the town’s composite heritage and persona is projected to the rest of India and the outside world. Traditional Culture, clothing, food dishes, rituals, and mannerisms are the main stay of the city’s intangible heritage. The whole range of performing, visual and other art forms account for what can be captured by the lens and projected through media. Some aspects of this heritage have taken a more tangible form and therefore stand a higher chance of survival because of the apparent visibility.

Fortunately the city’s heritage has several capable keepers including non-governmental organisations like the Jaipur Virasat foundation, INTACH and others. In a large and diversely composed nation like India organisations have limited outreach for impacting social change. Both collectively and individually the people of Jaipur must actively live the heritage to ensure its continuity and preservation. In the background of continued development of Jaipur as a Smart and modern city there is a danger that the tide of social and cultural transformation could drown the city’s unique living heritage.

Fortunately the traditional manufacturing processes and professions of Jaipur adapted well to the socio-economic progress in the last few decades and became the main stay of the region’s economic growth. Hand block printing, pottery, jewellery, paper, handicrafts etc have done well commercially. The original processes and techniques may have given way to modern and often machine dependant technologies. These intangible original processes and methods of manufacturing continue to fade and need far greater understanding by the people if they are to survive. Local dialects, the art of storytelling like “Phad banchna” and other oral traditions are under tremendous pressure to survive. They have no economic model which makes their survival commercially unviable and consequently attract very few sponsors.

Observing seasonal and religious festivals has received positive support from the tourism sector and needs careful monitoring to prevent inadvertent metamorphosis into crass commercialisation. Teej, Gangaur and Diwali festivals and related processions are here to stay. The elephant processions, band marches, folk dance and music events must involve students, public and visiting tourists. This participatory model has done wonders for the success of Literature and music festivals which go much beyond the heritage of Jaipur.  Government policy must dictate that heritage events must be announced a year in advance and never ad-hoc so that both Indian and foreign tourists include them in their travel plans.

Ancient and traditional sports, games and hobbies receive sporadic support from private groups which makes their survival non-sustainable. These events have never been main streamed by the authorities and have limited appeal beyond the sphere of the city’s cultural heritage. Kite flying, pigeon flying and hawking (recognised by UNESCO) etc. have wildlife and environmental concerns and are heading towards imminent oblivion. Traditionally they were dependant on local benefactors because of the strong participatory element involving the local population.  More acceptable games like chaupar, satoliya, gilli-danda, kancha, rassa-kheench etc are unlikely to survive this decade as benefactors and sponsors compare their popularity and outreach to contemporary options. One way of popularising these would be to encourage sponsorship from government contractors and suppliers by offering them monetary concessions and tax relief.    

Unique heritage walks and exclusive no-vehicle zones are great initiatives of the government but await local public acceptance and political approval. World over such heritage zones are great crowd pullers and become economic engines creating employment for the locals and revenue for the administration. Intangible heritage of Jaipur must be actively exposed in these zones and economically viable models devised for display of short performances, jugglers and entertainers. This is essential if the intangible heritage of Jaipur is to remain sustainable and economically viable for all parties. To gain public support and perception in support of no vehicle zones and heritage walks the economic advantages for locals must be spelt out upfront.

Over the years various aspects of the city’s heritage have been identified, documented and researched. The present academic and research based model must be replaced by corporate and commercial thought processes. Contemporary market and advertising strategies must be introduced by replacing the decision makers. This approach will allow controlled commercialisation for various aspects of intangible heritage. What is not tangible must be encouraged to flourish through economically viable models developed by imaginative and out of the box thinking. In today’s commercial environment the intangible heritage of Jaipur must be made strong enough to survive without the tax payer’s financial support.

Kite flying is an intangible heritage which has survived. It needs greater acceptability by the educated middle class which tends to disrespect hobbies unconnected to IT.

  

Maharana Pratap: The Invincible Warrior by Rima Hooja (Juggernaut) Book Review by Ajay Singha, Raconteur Indica

The author Prof. Rima Hooja (Ph.D Cambridge)  is an  Archaeologist and a leading authority on the history of Rajasthan. She has written several books including the Comprehensive History of Rajasthan.

Accounts relating to famous personalities in India tend to be hagiographic and distance the hero from the social and historical realities of that period. This account of Maharana Pratap is written by a scholar-historian of repute who narrates a great story while maintaining academic sobriety. The imagination stops short of becoming historical fiction and the book is an account based on sound research, yet very interesting for the lay reader.

In 1572, the 54^th custodian of the illustrious house of Mewar inherited a seat of stone instead of a gilded throne and to top it all, his anointment took place in the open air. In spite of being his father’s eldest son, Pratap was not appointed heir but unlike his arrogant ancestor Vikramaditya, he had powerful friends both among his own clan members as well as other castes and tribes. This positive trait ensured Pratap’s quick accession and held him in good stead in the tumultuous years that followed. Brought up with tales of valour, honour and pride, Pratap was profoundly influenced by these lofty ideals which were deeply ingrained in his persona and dominated his destiny.

Akbar’s Rajput policy encouraged co-opting enemies, near enemies or potential enemies as friends, in order to use them as proficient warriors and allies for future campaigns. Some of the rulers saw political advantage in this policy and forged matrimonial bonds acknowledging Mughal supremacy. Following an alliance with Amber, several Rajput rulers reached amicable arrangements with the Mughals. Once again, Pratap like his father and grandfather refused imperial dominance and stood as the odd one out. The years of resistance and conflict that followed produced a rubric around which legends, stories and poems were composed both around his persona as well as the principles and ideals he upheld.

In 1576 Pratap confronted the imperial Mughal army at Haldighati using a traditional battle formation. Experience would teach him to change his attack tactics and adopt innovative strategies in future. He stood steadfast and unchanged only on his core beliefs and commitments.  The travel writer Badayuni who witnessed the event reported 500 slain. Later accounts would quote much higher figures possibly to emphasise the gravitas associated with the major protagonists. Both sides claimed victory as there was no surrender by Mewar and the Mughals continued in the field. The author points out the important role played by Raja Mansingh of Amber who was in charge of the Mughal forces. This resulted in the Maharana’s escape from the battlefield and on the Raja’s part attracted severe censure from the emperor.

 

Pratap continued to evade capture and remained a profound symbol of defiance to the mighty Mughals. Attracted by the very desperations of Pratap’s fortunes several others pressed to his standard. He was supported by the wealth and fidelity of his relatives, clansmen and well wishers. The famous Bhama Shah came up with a large amount of wealth which would sustain the Maharana’s war efforts. When faced with insurmountable challenges assistance from sympathisers and supporters would soon be forthcoming. Pratap like his ancestors shifted the command and control to locations inaccessible to the unwieldy Mughal army. To commemorate the desolation of Chittor, the Maharana interdicted to himself and his followers all articles of luxury and pomp until their honour was restored. Why was it so important for Akbar to subdue Mewar? The author argues that the reasons went beyond the obvious and had deeper roots in the individual psyche of the opposing protagonists.

A "SUN" is Born

Much later Col. James Tod would write “Mewar pride themselves as having preserved their blood uncontaminated and became an object of respect and envy to those who had forfeited the pretensions of a Rajput”. Chittor may have been sacked before and during the reign of Pratap but the spirit of the Mewar rulers always remained undefeated. Social scientists and teachers alike would draw much value and inspiration from this and other veracities of Pratap’s life. Much after his death his stand would yield dividends for his successors as none would dare challenge the illustrious house of Mewar. Rahim the 16^th Century poet in Akbar’s court who is famous for his couplets would write “Land and wealth will disappear but the virtue of a great name lives forever”

Bhamashah presents financial support

The author points out that trade and the arts continued to survive if not flourish in this difficult period. The Chavand school produced unique miniature paintings and various Ragamalas depicting the changing moods and seasons were composed. This is an interesting feature which underlines the popular support Pratap received and sustains the belief that conflict and social change can coexist and flourish. The book refers to periods before and after the incident of Haldighati and provides a rich canvas to understand the enigma of Pratap as well as the social history of those times. The Maharana was most certainly an inspiration for Shivaji in the following century. Though Chittor was not won back during his life time Pratap’s son was able to get it back albeit under terms of a treaty which saved face and prevented further bloodshed.

Courage in the face of adversity, death before dishonour and other lofty ideals of valour and bravery were deeply embedded in Pratap’s psyche. He so impressed and mesmerised his opponents that on his death the poet Dursa Charan lamented “ Now as the Badshah learns of your passing he does not rejoice. All know (the Emperor) has fallen into a deep silence”. The author concludes that this was indeed Pratap’s final victory.

 

Prof.Dr. Rima Hooja, Author-Academic-Archaeologist

Frontiers - A Historical Saga by Medha Deshmukh Bhaskaran (Penguin) Book Review by Ajay Singha, Raconteur Indica

It is 1648 and the young Maratha warrior Shivaji has successfully repulsed an attack by the Adil Shahi forces on Purandar hill, a fort nestled in the Western Ghats of the Indian sub-continent. Further away Mughal forces successfully enter Hyderabad, capital of the Qutub Shahi kingdom. The diamond mines, control of tobacco trade and forests teeming with elephants are finally under imperial control.

17th century Hindustan is in turmoil and the Mughal empire has reached its zenith. Kings and Sultans have accumulated untold wealth as Shivaji enters the scene to fulfil his dream of self rule through “Swaraj”. This book is a well researched historical fiction based on two personalities, Shivaji and Aurangzeb, who for diametrically opposed reasons, find themselves grappling with their personal frontiers. It is an account of the high level of determination and resource fullness the young Maratha leader mustered when faced with impossible odds. Aurangzeb the last of the great Mughals will forcefully take over a throne soaked in the blood of his kin. He is reminded by his uncle Shaista Khan that Aurangzeb’s frontiers are waging war against his father, brothers and perhaps even his sons. Shivaji’s duty was to serve the masters of his father but he has chosen another path. He has drawn new frontiers of “Swaraj” that did not exist before. Conflict between the two is imminent. This book is written in a style which takes the reader up close to the principal characters and shares the action as momentous events in their lives unfold.

Shivaji Maharaj Chatrapati

As a child, Shivaji remembers being woken up one night by his mother with cries of “mughal armies” and is bundled up quickly to escape imminent capture. Later, as he leads Maratha armies into battle, Shivaji infuses valour and determination in the minds of his people by visions of victory, divine blessings and personal valour. With cries of “HarHar Mahadev” the Marathas recapture several forts and generate the much needed revenue for financing their war.

Purandar Hill Fort-Western Ghats

For Aurangzeb the battle of Ujjain is decisive to determine who will succeed to the Mughal throne. Descriptions of the battle and its aftermath are interesting and keep the reader engaged. The author describes the fate of Humayun’s chosen heir Dara Shikoh who is routed and on the run. Aurangzeb lays siege to the Agra fort imprisoning his own father. Murad Baksh, his younger brother who was loyal to Aurangzeb till the end is also treacherously imprisoned. Dara Shikoh is captured by Mirza Raja Jai Singh and put to death after a mock trial, accused amongst other crimes for writing a treatise on the virtues of Hinduism and Sufism “The Mingling of Two Oceans”.

Mughal emperor Aurangzeb

Observing a fatally wounded bird Aurangzeb has penned a verse: “The world changes - In a twinkle, in a breath! A moment ago it was life! Now it is death!” The scene shifts to the Deccan where Afzal Khan, the General of the Adil Shahi kingdom is lured by Shivaji to meet and discuss the terms of Shiva’s surrender. Both are aware that the very nature of this mission calls for treachery, cunning and fraudulence but are left with no options but to meet. Shivaji gets the better of the Khan and slays him, using a “baghnach”, concealed tiger claws. Aurangzeb, furious with this news deploys the imperial forces in full strength against the Marathas. Their lands are systematically laid waste and Shivaji is forced to seek compromise. He is invited to attend Aurangzeb’s coronation and discuss a lasting settlement. Both Shivaji and his son Sambhaji are treacherously trapped by the Mughals in Agra but manage to escape using a most ingenious trick of impersonation.

The story concludes leaving the Mughal emperor deeply frustrated and Shivaji and his son parted. The war is on. Aurangzeb has decided that that this will be his final frontier and he will bathe the Deccan with Bhosale blood. The “Frontiers” is not just a story of who Shivaji was but who he was up against. Exchange of witty dialogues between the principal protagonists makes it an interesting read. The ending of this book promises scope for a sequel by a writer who successfully infuses life into historical characters and shares their personal fears and trepidations with the reader.

The author - Medha Deshmukh Bhaskaran

October 2018

Putting Consumers First: Essays in honour of Pradeep Mehta. (CUTS 2018) Book Review by Ajay Singha former Head of AmCham India and former Deputy DG Indo-German Chamber.

Celebrating the 70^th birthday of Mr. Pradeep Mehta, Founder of CUTS International.

  Written by prominent personalities who have shaped economic policies in the global trading regime, the authors represent a lot for those engaged in international business and multilateral institutions. Prof. Jagdish Bhagwati outlines the range of activities undertaken by CUTS and concludes his foreword by regarding Pradeep Mehta as a “Living Treasure”. Views expressed appear personal but in fact reflect a lifetime of experiences in each writers’ career and their own interaction with the CUTS movement. Noted political economist Dr Sanjay Baru has edited the book along with Abhishek Kumar and refers to Pradeep as a great advocate for competition reforms in the developing world. He goes on to add that he was best Chairman that the Competition Commission of India never had.

Consumer interest is central to the book and essays reflect the critical nature of this subject in the well being of functioning democracies globally. There is common understanding that better governance, effective regulations and rules based trade nurtures and protects consumer interest across continents.  The essays collectively reflect the core ethos of CUTS, namely: Creating value for the People.

The book confirms that across nations there is a basic convergence on issues which promote the concept of: “Putting Consumers First”.

The power pendulum has now shifted from the West to the East. Distrust caused by the North South divide has perhaps led to the present state of affairs in the global trading order. Multilateral trading systems are stressed like never before and likely to give way if further deterioration goes unchecked. The WTO and other global organisations have come into existence after tremendous deliberations between nations over a sustained period of time. Nations realize that at the core of each country’s democratic values lies consumer interest of their ordinary citizens. The Nation State has come a long way from the policy of “Caveat Emptor” to multiple regulations protecting not only individual consumer interest but collective national issues relating to competition and freedom of choice.

Global trading and regulatory organisations reflect the realities of the time when they were created and may no longer be relevant to the present world order. An important reality pointed out by C Raja Mohan is that today no region in the world can be an exclusive area of influence. Greater collaboration is the need of the hour, when in fact the world is moving away from multilateralism. Suresh Prabhu’s efforts at converting railway passengers to active consumers and co-creators is a welcome initiative. It should be replicated in other spheres where consumers interact with government.

Ashok Ganguly rightly states that every aspect of Globalisation was not necessarily positive. The liberalisation of banking regulations generated a sense of unnatural exuberance which led to the banking crisis of 2008. Unprecedented growth of wealth in advanced countries rewarded a small fraction of the already well to do. The bulk of the population received only the dregs and there was no significant impact on the health, nutrition and poverty levels of the people. Globalisation also witnessed the Arab Spring which soon became a nightmare, terrorist attacks in New York and war with Iraq were other notable setbacks.

Some of the authors have suggested specific solutions emanating from their individual area of expertise in order to address larger socio-economic challenges. Isher Judge Ahluwalia projects Cities as engines of growth, Shakti Sinha emphasises Green power and Pawan Munjal suggests housing as a great multiplier. What all should be included in the ambit of consumer welfare remains debatable and offers a wide scope for discussion. Signals suggest that the world might be slipping from the lofty goals of globalisation into a period of disorder and uncertainty. UK’s Brexit, political developments in Europe and the American position on WTO are key pointers in this direction.

Pradeep Mehta’s favourite line: “There are no failures only deferred success” gives hope for succour to the multilateralists.  Pradeep’s life story of showing the way when odds confront progress could do its bit in motivating many of us. His advice of “Converting every setback into an opportunity” is most relevant for addressing the unfolding global economic challenges today. The book is recommended for scholars of economics, development studies and international relations as well as officials engaged in trade and economic diplomacy.

September 2018, Jaipur-India.

Pakistan At the Helm by Tilak Devasher (Harper Collins) Book review by Ajay Singha, Raconteur Indica

Peppered with anecdotes and incidents from the lives of those who ruled Pakistan, the book shares some deep insights into human nature. Personalities matter more than policies in this part of the world, becomes evident from this study in emotions, complexes, strengths and weaknesses of individual characters. As political leaders move from high prominence into most certain ruin, history seems to repeat itself over and over again.

Tilak, an alumnus of the Mayo College and St. Stephen’s is indeed a great story teller and has infused good interest into a subject of concern to those watching the constantly evolving politics of the Indian subcontinent.  As former Special Secretary Cabinet (Government of India), Tilak had a ringside view of foreign and political affairs unfolding in the region.  Based on evidence supporting his research, the author takes us on a chronological course through uncertain and perilous times which Pakistan seems to perpetually find itself in. Through snapshots of individual lives we move from one momentous event in the country’s history to the other. He weaves a story which is well grounded in facts and skillfully interwoven with interesting vignettes.

Iskander Mirza, 1st President of Pakistan-descendant of Mir Jafer

Tilak argues that right from the beginning the Pakistani leadership had a “tactical” mindset, seeking short term solutions rather than looking at the long term picture. With the demise of Jinnah in 1948, the Muslim League was driven into low level intrigues and factions emerged with the sole aim of capturing personal power and wealth.  The constitution of Pakistan was unceremoniously abrogated in 1958. The one who ordered this act, the first President of Pakistan, Iskander Mirza found himself ousted from the country and later died a pauper in England.  As it turns out President Mirza was a descendant of Mir Jafer of Plassey notoriety.

Mohammad Ali Jinnah

“One suffering from megalomania in it’s worst form” is how Lord Mountbatten describes MA Jinnah, the central figure in Pakistan’s hall of fame.  The author points out that while the country had seven PMs during 1951 to 1958 the army chief remained the same. The army had undoubtedly got well entrenched, much before any democratic institutions took root in the country. The two Indo-Pak wars and the Kargil intrusions reflect the troubling mindsets of Pakistani Generals. An astonishing act of betrayal and deceit with India was that PM Nawaz Sharif knew about Pakistan’s planned intrusion into Kargil well before the friendly Lahore bus yatra with Indian PM Vajyapayee.

Vajpayee's friendly bus trip to Lahore

A strange paradox becomes evident to the reader when Pakistani dictators seem to move from a one man show towards a faux democracy whereas elected civilians tend to shift in the reverse direction ending up as autocrats. Another reality which gets highlighted is the continuous close meddling by the Americans in Pakistan’s internal affairs. The US Secretary of State Condoleezza Rice is reported to have spoken six times in one day to sort out certain differences between Parvez Musharraf and Benazir Bhutto shortly before she was assassinated.

Pakistan continues to be a deeply feudalistic State and there are mentions of several degenerate celebrations which took place to further social relations between members of the ruling class. Shikar parties and bacchanalia dating to colonial times stick like dead weight and continue to dominate the life styles of the power elite in the country.

A feudal, debauch and corrupted society

The deadly ingredients of corruption, crime, embezzlement and political machinations create a heady mix and emerge as the preferred choice of the country’s political leadership. This cruel and uncertain reality is yet to be effaced from their history and exemplifies the old adage that power corrupts and absolute power corrupts absolutely. 

Scholars of history will appreciate that human nature has indeed remained unchanged over the centuries. Political personalities appearing in this book bear uncanny similarities with historical characters from the past. Greed, avarice, ruthlessness and a single minded devotion to personal wealth seem to dominate the minds of the so called great leaders from our neighboring nation.

“The entire empire was the personal estate of the ruler, instead of the rule of law there was the law of the ruler” this sums up the state of affairs in present day Pakistan. This continuing tale is therefore of grave relevance for India in the present geopolitical context and the undulating power play in our neighborhood. The book is recommended for everyone interested in a deeper understanding of Pakistani politics and their relations with India. 

The author-Tilak Devasher

September 2018