Infosys co-founder NR Narayana Murthy, speaking at the CNBC-TV18 Global Leadership Summit, advocated for recruiting Indian Administrative Service (IAS) and Indian Police Service (IPS) officers from business schools, in addition to the traditional Union Public Service Commission (UPSC) examinations. This proposal, he argued, could inject a “dynamic and management-oriented” approach into governance, contrasting with what he described as the current status-quo-focused administrative mindset.
Shifting From Administration to Management
Murthy highlighted the limitations of the traditional administrative mindset, noting that while it often centers on preserving established norms, a management mindset aims to achieve ambitious goals. Speaking at the summit in Mumbai on November 14, he underscored that a management-oriented governance structure could help India achieve a $50 trillion economy by 2047. “It is time for India to move from an administrative mindset to a management mindset,” Murthy stated, emphasizing that management emphasizes vision, innovation, and rapid execution.
His remarks align with ongoing efforts by the Narendra Modi-led government to modernize public administration and enhance efficiency. While praising the government’s economic initiatives, Murthy stressed that civil services must adapt further to meet contemporary demands, especially in leadership and strategic decision-making.
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Rethinking the Civil Services System
Murthy noted that the traditional UPSC examination process selects candidates with broad administrative skills. However, he argued that the evolving needs of governance require a different skill set. He proposed that future civil servants undergo management training at leading business schools before taking on roles in sectors like agriculture, manufacturing, and defense. According to Murthy, such training would foster a results-driven approach rooted in high aspirations, cost management, and innovation.
Murthy emphasized that management-oriented governance would prioritize efficiency, accountability, and rapid task completion, as opposed to maintaining existing processes. He called for a specialized recruitment model to develop domain-specific expertise among civil servants, enhancing their long-term impact on governance.
Expanding the Talent Pool in Governance
Murthy also suggested expanding the talent pool in governance by involving private-sector professionals and business experts in key roles. He proposed appointing these individuals to lead committees and advise cabinet ministers, shaping critical policy decisions. This recommendation reflects a broader discourse on integrating business acumen into public administration.
Reducing Bureaucracy for a Streamlined Future
In addition to advocating for management-trained civil servants, Murthy called for reducing bureaucratic hurdles in governance. He emphasized the importance of expediting decision-making, reducing red tape, and creating a more agile public sector that responds effectively to citizens’ needs. Drawing from examples of other rapidly progressing nations, Murthy argued that a strong management culture within government could propel India’s economic growth.
Work Ethic and Leadership
Murthy also touched on his well-publicized stance on work-life balance. He reiterated the need for a strong work ethic, defending his previous suggestion that employees work 70 hours a week. Pointing to Prime Minister Modi’s reported 100-hour workweek, Murthy underscored the dedication required to meet the demands of high office, despite criticism of his views.
Murthy’s remarks at the summit have sparked discussions about the potential of a management-driven civil service system, and their implications for India’s growth trajectory. As India continues to evolve, his proposal offers a thought-provoking vision of how governance can adapt to new challenges.
