Showing posts with label Professor Arindam Chaudhuri. Show all posts
Showing posts with label Professor Arindam Chaudhuri. Show all posts

Friday, September 20, 2013

Fight for rights still a core agenda

The First World War witnessed the rise of a mass labour movement and spread of trade unionism, majorly in the unorganised sector. Its initial militancy rocked the complacency of the old leadership. The most salient constraints facing the Industrial Relations in Asia shifted from maintaining labour peace and stability to increasing both numerical and functional flexibility during the 1980s and 1990s. The trend is evident in seven ‘representative’ Asian IR systems – Japan, South Korea, Singapore, Malaysia, the Philippines, India and China.

Main Influences on Asian IR Structure

The IR systems in Asian countries have emerged from circumstances similar to those that have influenced countries in other developing regions. Western models of IR do not adequately explain and help us understand the shape of Asian IR. The distinguishing features of a developing country’s IR systems have been explained as: “...a dualistic economic structure, where a pre-capitalist economic system mainly dominates the scene; a small industrial sector and the related small numerical size of the working class; a segmented labour market, where a sharp dualism both, between modern and traditional manufacturing sectors and between small and large firms exists; the dominance of the state in the industrial sector; weak trade unions, and, thus the absence of collective bargaining between employers and employees.”

On the whole, western industrialisation did not take place under State direction or patronage, but in a laissez-faire setting in which an entrepreneurial middle class moved the industrialisation process forward, which in turn created a distinctive working class. Due to its relative homogeneity, this working class found it possible to organise itself collectively into trade unions to protect and further its interests. Western governments did not ‘create’ unions. Click here to read more...

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Friday, July 26, 2013

An Interview with Prof. Pranabesh Ray (Dean, XLRI, Jamshedpur) suggests the management-union dialogue is the best way to deal with workplace issues

Q. In case of a labour union-management clash, what should be the best way for the management to respond?
A. If you look at our legal structure, we will see that our labour laws have evolved in a peculiar manner. Today, the government’s role is much more than what is required between the management and labour relationship. For example, our constitution gives us the fundamental right to form a union and association under Article 19 (1) C, but unfortunately in that legal structure there is no law for their compulsory recognition. Except for some small pockets in Mumbai, nowhere in the country the management requires to recognise any union.
Recognition allows communication with the management, which does not happen. So, even if I have the right to form a union, nobody will listen to me. Communication will happen only when they are forced through some industrial action, like strike. And, therefore, need for a third party or a tripartite mechanism has been emphasised. Labour and management should be allowed to sit and settle their matter amicably. They must understand they are vital for each other’s existence and thus need to listen to each other.
Q. With HR becoming proactive in organisations, where does that leave trade unions in today’s scenario?
A. HR is becoming proactive, but unfortunately its proactiveness is not percolating to the grass-roots level. The movements of HRD are still restricted to executive or officer level. If you look at people specialising in HR from various institutes, you will find they are actually not going through hardcore IR issues and are more into strategy, T&D and performance management.
Q. The 1980s saw a number of strikes and lockout, which declined with the turn of the decade (in the early ’90s). To what can we attribute this decline?
A. There could be various factors such as opening up of economy, better evolved employers who were sympathetic to employee needs, and better salary structures. When labour and management interact the outcome is often positive, but when the third party intervenes the real problem starts. Click here to read full interview...

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Thursday, April 18, 2013

The curriculum of Higher education in India needs a major transformation so as to connect the teachings imparted in class with the lives of students and to prepare them for future

According to a case study of the Indian National Curriculum Framework (NCF) by Professor Rohit Dhankar of Azim Premji University, Bangalore, “It does not seem to be possible to challenge the entrenched rote-learning pedagogy in Indian classroom and constantly increasing curricular load without taking a more clear, robust and coherent epistemological position.” Sadly, the frameworks does not say that a better expressed and a more effectual epistemological standing can work out these problems, rather they argue that if we want success, repetitive memorisation becomes a crucial weapon in the arsenal of educational reforms. But in order to face the challenges thrown across by the changing dynamics of various industries, the focus should be on helping students develop skills such as critical thinking, collaboration in the team, contemplation from a historical perspective, interpersonal communication, innovative presentation and exhaustive research competence.

Though some initiatives are being prepared by some education bodies, critics have their doubts. Not very long ago the Central Board of Secondary Education (CBSE) announced that it will try out an international curriculum (CBSE-i) from the next academic year. It planned to introduce this curriculum in 100 schools across the country that aimed to promote community service by students from standard I in alliance with an NGO and to focus on research from standard IV.

The board believed that this curriculum would assist students in pursuing higher studies abroad and collaborate with global markets. But educationists are skeptical about this. Many of them believe that the board is not doing anything novel. It is trying to introduce something that is already present in the NCF. They also feel that developing a child’s social consciousness is as important as enhancing its knowledge. Click here to read more...

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Thursday, February 07, 2013

Dr. Upinder Dhar (Vice Chancellor – JK Lakshmipat University) says the missing state support is imperative for the academia growth

Q. How far is the fee structure a determining factor while joining a private institute?
A. High fee structure is not a deterrent for quality institutions. Even IIM Ahmedabad charges INR 15.5 lakh. Students are sceptical of paying large amounts where credentials of an institution are not well-established.

Even in the case of IIMs, the fellowships during research programmes are nowhere near the salaries.

Q. Today when universities are mushrooming, attracting and retaining competent faculty members has become a major challenge. How do you deal with it?
A. We provide total academic and professional freedom. The faculty is free to undertake research and conduct training programmes.

The faculty is encouraged to network with peers nationally and internationally. The university has tie-ups with five leading institutes globally for joint research and academic collaboration. The faculty is also encouraged to attend conferences and is nominated to present papers in India and abroad.

Q. Many students are increasingly heading offshore for higher education. Does this reflect the poor state of our higher education system? What can be done to alter the scenario?
A. The need is to encourage and appreciate good institutions in the country. There needs to be a proper mechanism to support quality upcoming institutions. Another need is to encourage Indian institutions collaborate and to tie up with well-acclaimed foreign institutions.

Q. What are your thoughts on providing global exposure to students?
A. The interaction of students with global academia is already happening. India is fast emerging as a global player on the educational landscape, attracting the attention of best academia across the world. Global academia is visiting India and local students are able to interact with international faculty directly or through video conferencing now. Click here to read full interview...

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Friday, January 11, 2013

Managerial attitudes and it's implications

The situation:
One night, Rajul was not feeling well and so he took some medicine to get sound sleep. At the middle of night, his cell phone started to ring continuously but each time it went unanswered. This prompted one of the security staff member to come to his house and wake him up.

The security guard woke up his wife Tosty and informed her that the back door of Rajul’s office has been found open. When she told this to Rajul, he immediately called the senior security guard to get complete information about his office and later decided to visit the spot. Meanwhile, he kept on wondering if anything had been stolen from his office that had so many important documents, including those on the work of one of major tenders that were in process. Before he left the house, his wife asked him to lock the door from outside. Click here to read more..

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Monday, December 10, 2012

Leadership is a skill, and any skill must be learned and developed.

Q. In today’s scenario it has become essential to keep reinventing oneself. How can an organisation help its employees in this endeavour?
A. Make it a part of the review process. Get employees to think bigger in terms of their work; challenge them. People and organisations that are too comfortable rarely reinvent themselves.

Too often we ask employees to do things without teaching them how. Do you have an organisational process for reinvention? Develop tools that managers can use with those, then lead to help them reinvent themselves.

Q. Today, succession planning has become critical to leaders and organisations. What measures would you suggest to deal with this complex issue?
A. The first step is awareness. That sounds obvious, but I find many firms are in a kind of denial: they know they need a succession plan, but “not yet”. We should always be thinking at least two steps ahead, especially in terms of future leadership.

The next step — and I have referred to it already — is having an effective process. Succession planning should never be haphazard but rather a carefully considered process.

Q. So, what is the most interesting project you are working on, and what are your future plans?
A. I am spending more time these days thinking about who gets followed and why. I am interested in understanding how leadership may have changed due to technology, generational differences and other factors. And, as always, I have got at least two new book ideas I am working on.

Q. You have authored some bestsellers on leadership and management. What inspires your writing?
A. My goal is simple: to help readers. I try to provide insights that will make the reader’s personal and/or professional life better.

Q. What is your advice to young professionals set to enter the corporate world?
A. Expand your horizons and think beyond the familiar. I believe experience is the best teacher, and therefore, advocate trying lots of things to get lots of experience. But it is also important to contemplate what you have learned from your experiences. A variety of experiences without any reflection is of limited value. Read more...

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Monday, December 03, 2012

Challenging the public’s mind

Masters in science and management, Mr. Himanshu Sinha is an alumnus of the Indian Institute of Management, Ahmedabad (IIM-A). He has nearly 19 years of experience of leading the HR, Personnel and Administration departments. Mr. Sinha has also worked with organisations such as, Asahi India Glass Ltd., Cummins India Ltd., and Gordon Herbert India Ltd.

Q. Please share your thoughts on the turnaround in a public sector organisation? How different are the HR challenges here in comparison to the private sector?
A.
Turnaround in a public sector organisation is mostly undertaken to revive it financially, by taking it on the new or different trajectory, change of products or services, due to loss of competitiveness, failure to achieve the desired results, modernisation and other such factors. Any such turnaround exercise is supposed to be undertaken in a well planned and systematic manner in order to achieve the desired goal.

The basic challenges, as far as HR is concerned, remain similar in both the sectors. In a public sector organisation, the challenges lie more in motivating and changing the mindset of people. It is the same set of people who have been working with the organisation for a long time and that too in a value-based culture. As far as HR is concerned, several tools in the form of various OD interventions are available today to support a turnaround and to attain the desired objectives or results. Although even today there is little agreement on what HR strategies lead to a successful turnaround, either in public or private sector organisation. Read more...

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Monday, November 26, 2012

Ready to nurse an ailing business?

With 30 years of experience in the corporate sector, Dr. Michael Teng has been a torchbearer for many companies facing corporate distress. He has spent 20 years working as a CEO for multinational, local, and public listed companies, and has authored 27 books which can help sail companies through turbulent times.
His bestseller, ‘Corporate Turnaround: Nursing a sick company back to health’, talks about how to diagnose a company when it is sick and prescribes effective management principles and theories for a holistic corporate turnaround.


Q. Define the HR’s role in turning around a healthy business in to a world-class organisation?
A. It is important for a business to develop a strong corporate immune system, i.e., corporate culture which is flexible, innovative, and swift in handling the marketplace changes. The human resource management has an important role to foster this culture by making sure that the message is properly communicated, and policies are put in place and executed well.

Q. Please give us some effective and easy-to-administer techniques which can help HR restructure a company during turnaround.
A. The concept of 4Cs: Communication, Concentration, Cost Control, and Cash Flow Improvement, applies here so as to get control over the sinking ship.

Communicate with your key stakeholders to explain and get their support to your turnaround plan. Concentrate by focusing on core competency, which is necessary to avoid dissipate the limited resources. Cost control is the best antidote in bad times, but one has to be careful in cutting costs as it might hamper the business in a long run. Cash flow improvement is the lifeblood of the company and one has to look into the receivables and payables, inventory, credit terms, etc.

Human Resource department also needs to monitor and follow up to ensure employee morale does not take a beating, messages and policies are properly communicated and implemented. Read more...

Thursday, November 22, 2012

Partners for a sustainable solution

Q. How can a CEO help transform traditional HR to strategic HR?
A. If a CEO believes that “people are the most important assets an organisation has”, he or she would be personally involved in building talent pipeline, developing talent and strengthening organisation culture.

Q. What are the CEO’s expectations from HR?
A. Primary goal of strategic HR function is to increase organisation effectiveness by focusing on real business challenges. The expectation is to identify HR focus areas which help the organisation achieve its objectives. Overall, employee motivation and productivity have to be at the centre stage.

Q. And what does HR expect?
A. The core of the expectation is for the CEO or the functional leader to believe in the criticality of people and the focus needed on building talent. The core expectation of motivating employees, developing them and enhancing their effectiveness remains the same.


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Monday, August 03, 2009

Un-surprising move by a ‘Surprising Bank’


IIPM Best B-school

Brand: SBI Life Insurance
Agency: O&M

When most insurance companies were targeting youngsters inducing them to invest in order to have a secure future, SBI went the other way! The company picked up an old couple as their protagonist and shared the joys of old love with Tyaki pyaar ke beech paison ki kami na aaye. N. Wadhwa, MD, SKI Capital asserts, “SBI touched the right chord with consumers using an emotional and intelligent connect, which was paradoxical to other insurance players.” Did you expect any less from the ‘Surprisingly SBI’ people?!

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Wednesday, January 14, 2009

Even our youngest parliamentarians are old enough to be youthful ''uncles''.

So well! While nearly 40 per cent of voters in India are in the 18-year-old age group, many Indian politicians are doddering old men. Many of the country's topmost positions are held by people aged 60-plus. Of the 31 Cabinet ministers, nine are in their seventies, 15 in their late sixties and three in their eighties. Only four ministers are in their forties and fifties. They do have wide experience. But what good is that when it cannot be made use of?


This is not to say that politicians need to have a retirement age; just that they should be able to function while they are in saddle. According to one survey, the average age of Lok Sabha is 53.

Barack Obama is America's President elect, and he is just 47. He is right now busy picking his team. And the man he has chosen to run the US treasury, Timothy Geithner, is his own age and heads the Federal Reserve Bank of New York. But to tackle the worst economic crisis in 80 years, Obama has recalled Paul Volcker (81), who, a full generation ago, had tackled the mid-80s' economic crisis in the US.

And the media has welcomed the choice, with SunTribune.com commenting: "Nobody knew whether his strategy would work. It certainly caused widespread pain. But by 1986, double-digit inflation was gone… Now Volcker is back… and if the president-elect follows his advice, there could be pain again and no doubt many protests but also the possibility of long-term benefits."

Indians have voted for the same thing: young dynamic leaders at the forefront, mature advisers to back them with wise counsel and the patience that comes only with age. As the TSI-ICMR survey shows, while 87 per cent believe experience plays a vital role in making a successful politician, 82 per cent still think that younger leaders would run the country a whole lot more efficiently. (See box). ....Continue

Friday, January 09, 2009

“BJP played politics with martyrs’ blood and lost”

Perhaps the most stunning verdict in the five-state polls – described as the ‘semis’ to the General Elections – was Sheila Dikshit’s Congress return to power a third time. She explained the whys and hows to TSI's Anil Pandey

Congress has created history by coming to power thrice in succession. Who do you credit this with?
The love and affection of the people and the skilful leadership of Sonia Gandhi is what has together made this possible.

Given the problems you had is this Sheila Dikshit’s victory or Congress'?
This is Congress’ victory. I am grateful to the people of Delhi and the party workers for this. I thank them for this win.

Did you ever sense you'd win?
I had full confidence over the achievements of my government. The massive scale of development spread over the past 10 years are evident to people. Which is why I knew always that we would win.

What are the major factors behind this win?
Citizens of Delhi want development. They are happy with our work. We have pushed developmental projects even in areas under opposition MLAs. We are moving heaven and earth to make Delhi into an international city. And the people have voted us to power a third time primarily to keep up the pace of development.

So would you say that people ignored BJP’s campaign against terror and price rise just because of development?
The BJP is playing politics with terrorism, and the people of Delhi know this. But Congress had gone to the people with development as the agenda, and they voted us back to power. The results are clear.

What are your new ministry's priorities after this victory?
To pace up the developmental works, and get ready for the Commonwealth Games. The prestige of the nation depends on how well we pull of the Games. Besides, we are still on the move to make Delhi the international city it deserves to be. And there are miles to go yet.

People talked about infighting in the Congress, about how your chances were going to get stymied.
That is what the BJP said, but we never had the kind of dissidence they did. Infighting in BJP almost led to sabotage during the BJP campaign. That never happened to the Congress. I had the support of my entire team and workers.....Continue

Wednesday, January 07, 2009

PRP-trs or tdp-trs-left?

A grand anti-Congress alliance is taking shape in Andhra Pradesh, with both Communist Party of India and Communist Party (Marxist) joining hands with the Telugu Desam Party (TDP) and the combine has now invited Telangana Rashtra Samithi (TRS) to join them to dethrone the Congress. The communists have been spearheading the Telangana struggle even in British times and have a major base there. TDP has proved its prowess in Telangana by winning one-third of the seats during the by-elections, conducted due to mass-resignations of TRS legislators. The TDP-Left combine is surely going to influence the Telangana voters. Film star Chiranjeevi-led Praja Rajyam Party (PRP) has announced its willingness to have a pre-poll alliance with any opposition party.....Continue

Friday, January 02, 2009

Reluctant negotiator

Days after the stunning cycle of events, it became clear that India’s response to the deadliest ever strike on its soil by suspected Pakistan-backed terrorists in Mumbai, has been caught in a time warp. Apart from summoning the Pakistani High Commissioner, Shahid Malik, and putting up an old list of its most wanted, including the likes of Dawood Ibrahim and Azhar Mahmood, India’s reaction has been weak kneed. A mild-mannered Manmohan Singh has refrained from directly naming Pakistan but investigators probing the multi-layered case say they have come up with concrete connections with the neighbouring country, including phone numbers, addresses, telephonic intercepts, products with labels, all pointing to a 'Made in Pakistan' tag.

The prevailing view in New Delhi is that the attack could not have emanated on President Asif Zardari's orders but the ISI and the Army which are out of his control.

Most important for India is the account of captured terrorist Mohammed Amir Qasab, who after indulging in an orgy of killing, was arrested on the night of November 26. The demarche served to the Pakistani envoy was not different from what Pakistani diplomats in Delhi are used to receiving: the charge of their country’s complicity in the numerous bomb blasts, which have claimed thousands of lives in India, demand that top terrorists and criminals stationed on Pakistani soil be returned, and terror camps like that of the Lashkar-e-Taiyaba (LeT) be closed forthwith....Continue

Tuesday, December 23, 2008

Shankaracharyas for Sale

What does one have to be -- and do -- to become a shankaracharya? One must be a Hindu of course -- but what else? Well nothing. One does not need to attend a seminary, or start out early in the pursuit of godhood. One can train to become a doctor, an engineer -- anything… And then, provided there is the money to buy the passage to sainthood – anyone can take the route that Gauri Shankar Shukla of Allahabad took in 1990. That was the year when Shukla quit his job as an army wireless operator -- the transforming year for this family man who had sired five children. But the saffron gods had bigger plans for him, and within five years he was made head of the Ani Akhada and given the title of Mahamandleshwar Madhavanand. Another five years, and he was a “shankaracharya”!

“I have been declared shankaracharya of Prayag Peeth by the great Kashi Shankaracharya himself, and duly approved by the Prayag Vidvat Parishad (committee of Prayag intellectuals),” he told TSI.

Shukla is not alone in this. This was the very route that Sudhakar Dwivedi, a non-commissioned officer of the Indian Air Force, took to become “shankaracharya” of the Sharada Sarvadnya Peeth in Pakistan Occupied Kashmir. In his case the “approval” came from the Varanaseya Vidvat Parishad (committee of Varanasi intellectuals). Dwivedi was nabbed on the basis of his mobile phone records. He had borrowed the phone from Pandey, his neighbour in Kanpur. That was also how the surname came to be attached to his own.....Continue

Saturday, December 20, 2008

The idea seems to be to cut out cost accountants totally

The provision of statutory cost audit by Cost & Management Accountants (CMAs) in the present Companies Act, now covering 44 industries, provides an independent review of costs and cost management efficacies of corporates.

This issue was discussed during a meeting of the general members of Eastern India Regional Council (EIRC) on November 1 at Kolkata where a strongly worded resolution was adopted in support of retaining the exclusive right of CMAs to do cost audit. Interestingly, soon after this resolution was highlighted by the media, Kunal Banerjee, ICWAI president who is also an ICAI member (a former practicing CA), slapped show case notices on EIRC vice president and treasurer asking why disciplinary action should not be taken against them for airing their views – which he found to be in “bad taste” and which had “damaged the cause of the Institute to a great extent” – to the media. This show cause notice has come as a surprise to many members who wonder if the ‘cause of the institution’ could be helped by abolishing CMAs’ right to do cost audit, and if the ICWAI president was more inclined to serve the interests of chartered accountants, even if it is at the cost of CMAs. In the ICWAI Council, four out of five government nominees are chartered accountants.....Continue

Wednesday, December 17, 2008

Independence and development are integral to prosperity

To overcome all these, Kosovo needs to focus equally on both internal favorable policy initiatives as well as good relations with other European and non-European countries. Yet, Kosovo seems to have lost its way down the road. One wonders for how long Kosovo can depend on external aid for its survival. One is then forced to wonder if Kosovo was better under Serbian rule. Likewise there are provinces in China, India, France and Spain, which have been waging armed struggle for 'independence'. Today, Chinese provinces like Zingjiang, Mongolia and Tibet are witnessing robust economic development and prosperity. Would they have witnessed the same as independent states? In India too, while states like J&K and some in northeast have been clamoring for politicla freedom, will they survive at all as independents? Likewise South Asia would have been a far more prosperous entity had India, Pakistan and Bangladesh been part of a unified nation. Today, inspite of shortage of skilled labour in Indian IT indiustry, Bangladeshis and Pakistanis are denied visa to work here. It would have been a different situation in case of a South Asian Union like EU. Though development cannot be an alternative to freedom but a little tactical and cooperative move for common development can be fruitful instead of resentment and anger.....Continue

Saturday, December 13, 2008

Bittu Sahgal recounts some of his most memorable moments in the Indian wilderness.

I marvelled at the method in nature's apparent madness where predator ate predator in the process of playing out a deadly game of hide and seek. Dimbhum is not a sanctuary or national park, yet it throbbed with life. At night, the watchman confirmed, a sloth bear had visited the forest department campus. And sambar deer tracks confirmed they had walked through the flower beds. I saw no elephants, but knew they were around from their droppings in the nearby bamboo forest. There is more wildlife and more nature to be experienced in the raw in India than almost any other country in the world.

I have been lucky to see the tiger in many parts of India but one of my most memorable sightings have been in Tadoba and the Sundarbans. It was night time in Tadoba. I love Tadoba. It has a raw beauty all its own and there is something electric about a dark forest. It’s not just the sounds or the smells that seem purer somehow, but rather the anticipation. “What lurks beyond? Which incredible animals have come out to do the night shift?....Continue

Friday, December 05, 2008

It seems fairly certain that jihadi elements, rather than internal ultras are behind blasts

The name of the United Liberation Front of Asom (ULFA) too has risen in various quarters in connection with the recent blasts in Assam. While ULFA has mastered the science of serial bombings, along with that of handling RDX, ammonium nitrate and programmable timed devices, all of which were used in the Assam blasts, one must take into account the fact that the ULFA has never detonated bombs beyond 10 kgs; according to forensic experts, the bombs used in the latest blasts used anything between 30 kg and 40 kg of explosives. Also to be mentioned is the fact that even if the ULFA were to be responsible for the recent blasts, there would be reason to ask if their actions had the sanction of the outfit’s high command, especially when its commander in chief, Paresh Barua, has denied involvement in the blasts. In the years before the Bhutan operations in 2003 the ULFA, in its secessionist form, is known to have largely targeted government installations, political workers and security personnel. That, however, changed after the Bhutan operations, following which the ULFA did take to bombings. Even then, though, the outfit chose as its targets Hindi-speaking people and commercial areas. There isn’t as yet enough evidence to blame the blasts conclusively on the ULFA, till further and more concrete evidence is unearthed in this direction.

The lack of evidence at this juncture against the ULFA would give credence to the belief that jihadi elements are involved in these blasts. Given the assistance in terms of cars, SIM cards and site selection, it is clear that the blasts this time were carried out with local support. Again, while one does not hear SIMI being mentioned, and while the outfit is not very strong in Assam yet, HUJI and SIMI are now blood brothers. Besides this, the seven armed youths killed on the Indo-Bangladesh border recently by the army which said they were HUJI members who could not be identified on Indian soil, showing that they were not locals. Finally, HUJI or not, there is enough scope to believe that they were part of a terror outfit based in Bangladesh.

The bombing plan that was put in action this time is ominous; it would be wrong to believe that one has seen the end of such blasts. Not apprehending the real culprit based on real evidence would only leave open the door to more such attacks that could perhaps be even deadlier. One must remember that a man called Kari Salim had been apprehended in the year 1999, before his terror group in Assam could be activated.

His interrogation led to the recovery of huge amounts of RDX on the Indo-Bangladesh border in North Bengal by a joint team of the Assam and West Bengal Police. This only indicates that there exists in the northalleast of India a conspiracy by the ISI. ...Continue

Harekrishna Deka
ex-DGP, Assam & Sr Journalist




Monday, December 01, 2008

Strike Force India

IIPM Publication
It is the kind of cricket wisdom that perhaps predates W G Grace. For long ‘Bowlers win test matches and batsmen save Tests’ has been an adage whose truth has been held to be self evident. Every team that has had a great run in the Test arena always threw up images of a fearsome bowling attack than a set of destructive batsmen. Sure, the West Indies had a Viv Richards but it was the pace quartet that was feared more. Australia’s true turnaround in the modern era started with the emergence of Glenn McGrath in the West Indies tour of 1994 and Shane Warne in England. Pakistan’s flashes of brilliance have always radiated from the winding run up of a Waqar Younis or a Wasim Akram. And the way the tide is currently turning (Ishant Sharma just bagged a man of the series award in a home series – a feat achieved last by an Indian fast bowler when Kapil Dev won it against the West Indies way back in 1983), it would not be far fetched to crown India’s bowling line up as best in the world.

Before you restrain me for going over the edge with an over hyped statement, let me present my defence. It would be hard to explain their recent run against the World’s no.1 test team, Australia, otherwise. Over 2008, India has a record of 3-1 against the Aussies over 7 tests, and if you exclude the controversial Sydney test, it is 3-0 over 6. That remarkable streak has been crafted particularly courtesy of some phenomenal bowling, be it Ishant Sharma’s burst against Ponting, Zaheer Khan’s potent mix of aggression, accuracy and reverse swing, Amit Mishra’s good old fashion leg spin or Harbhajan Singh’s uncanny ability to strike when it matters. Javagal Srinath, arguably one of India’s all time great cricketers and one of its best fast bowlers wholeheartedly agrees. “I think the way they (the Indian bowlers) have turned out playing the series against Australia, that itself is evidence enough to say that it is the best bowling attack in the world at the moment,” he told TSI.

So, does this attack have what it takes to be the best in the world? Just look around and you find that post McGrath and Warne, Australia have only one spearhead, Brett Lee, and Johnson and Clark have been stock bowlers at best. Even Krejza’s debut success is a matter of statistics rather than truly great bowling. South Africa doesn’t quite have the replacement for an Allan Donald or even a Shaun Pollock as yet and Sri Lanka seem too reliant on Muralitharan and Mendis....Continue