Indian Tri-color on the Moon - Article by Prof J Ovasdi, Principal OSB Jaipur

Indian Tri-color on the Moon - Management lessons from the Mission
India is on the moon—literally and figuratively. The successful injection of Chandrayaan -1 into lunar orbit making India the fifth country to operationalise a lunar satellite, and crash landing of MIP (Moon Impact Probe), the fourth country to do so, are achievements worthy of national rejoicing.
1. The scientific and technological facts are of obvious importance. So are the lessons to be learnt by leaders, managers and policy makers.
2. Amongst the most striking features of the space program are its societal impact, efficiency, excellence and cost effectiveness.
3. Most observers are intrigued as to how ISRO, a government organization is able to do this. Is it an exception, an aberration, or is it possible to emulate its success, and can they be replicated?
4. Vision and Mission—A big exciting vision, and a clearly defined mission, has been the hallmark of the space program.
5. Internalizing the Vision – It is not so much the vision itself, but its communication that has been instrumental in creating great motivation. The leaders have made the vision a part of the DNA of the organization by internalizing it.
6. Great Leadership—For over two decades, after Vikram Sarabhai and Satish Dhawan, ISRO has been led by those who grew within the organization, reinforcing its reputation as a “leadership factory”.
7. Long Tenures -- In the last 36 years ISRO has had only four Chairmen. Each had the time to establish himself and leave behind an outstanding record. In Government departments, at higher levels, particularly, the incumbents hold office for short durations; sometimes for a couple of months if not weeks.
8. Leader as a Specialist – Contrary to the Indian bureaucratic tradition, ISRO has never been the domain of the IAS. It has ensured long tenures of the Chairman that has created a special empathy with thousands of professionals in the organization.
9. Reporting System—In ISRO direct reporting to the Prime Minister has eliminated delays and interference from politicians and bureaucratic system in the day to day and long range planning activities.
10. Balance – In government, administration is generally a dominant function and plays a control role. In ISRO the administrators play the role of support & service functions. Control and decision-making is with the techno-managers.
11. Peer-review System –A critical part of the ISRO system is peer-reviews at various stages of design and development. Instead of the prevalent Indian system of respecting the hierarchy, the system of “No Questions”, free and open system of review by peers and juniors has created a culture of collective learning.
12. Parallel growth ladders – There is a growth ladder for those who are not interested in taking-management options. It encourages technically-inclined persons to specialize in their own field without sacrificing career growth.