One of the critical dimensions of the developmental process today is the interface between high technology concerns and behavioural patterns which are rooted in a conventional ethos. The interfacing is made complex in the absence of an operational framework. Indeed, never before in history have decision-makers had to factor in ‘implicit’ resources. These are, therefore, seminal times.
In the early 1990s, Bill Gates, through his sojourns in information technology, altered the nature of ‘assets’ of the corporate world. With the emergence of information technology, assets ceased to be just plant and machinery but also covered knowledge power. This line of thought was bound to be extended into resources and the result was the emergence of ‘virtual resources’. Spectrum would be a good example.
But the complexity does not end here. Spectrum, for instance, is not a monolithic resource. It can operate on several layers. There is one layer which provides for mobile trunking services which radio taxis use. When it comes to public transportation, a different slice of spectrum is used for communication. Here metro rail is a good example. Then there is the traffic which passes through optical fibres. There are many such examples
In effect, the situation becomes progressively complex. Decision-making patterns do not exist because there is no antecedence for these practices. Add to this the fact that public understanding of these issues is low and the numbers of players are few, and it becomes even more difficult to comprehend the boundaries of equity and fair play.
In an atmosphere where bonafides run low, mutual suspicion is high and the propensity to make quick money is widely believed to be a social failing, developmental processes are bound to be observed by default. Much of this is being explained away as natural and normal. However, it is still difficult to comprehend why governance processes are not addressing this issue.
This is not a matter of an individual department or one Minister. This is a matter of general concern and needs to be addressed on the floor of Parliament. The Union Cabinet also needs to take the initiative to tackle these issues by encouraging new options and enabling the exercise of wise choices. Periodic talk of ‘auction’ or ‘first-come-first-served’ only highlights inadequate analysis.
It does not take a genius to recognise that information technology has become a part of social and work life. Digital society has opened up huge business opportunities and IT is no longer a subsidiary discipline. Corporates like American Airlines, Cisco, Dell, GE highlight how the upper crust of e-business technology has made it possible to ensure the maintenance of customer relations, affordability and efficiency of supply chain. In fact, any addition on the IT front can greatly impact the bottom line today.
Embedding this in an environment of economic down-turn, one has to focus on how to retain customer and keep the business going. Here again modern management principles would need to go together with traditional wisdom. Typically, prudent and carefully implemented terms and conditions with IT vendors will go a long way in software licensing. It will also support arrangements that make sure that services are maintained and the systems are up and running. With the all pervasive character of IT, it is difficult to reverse the process of computerisation and what goes with it. The story does not end there. The back-up and recovery mechanism must also be in place to ensure that operations are not affected under any circumstances.
The energy domain also comes to mind as an easy reference. As the search for cheaper, cleaner and capable technology continues, it is obvious that the nature of life-support systems is undergoing yet another seminal change.
In short, any solution is possible only if we recognise the basic building blocks of the new paradigms, which have over taken developmental theory and management practices.