Deccan Despatch (January - April 2010) - CII

Whither good governance, effective policing?elements that triggered disruption.In an age when information relatingto an internal explosive device (IED)could be downloaded and raw materialfor assembling it was available overthe counter, Mr Nagarajan said it wasa “connected era” and the culture ofpolicing had to change accordingly.Modernisation of the police force is yet to take off in India, saysMr R. Srikumar, Chairman of the CII (Southern Region) Task Force onInternal Security, and wonders whether the country will ever see goodgovernance. Motivation and opportunity, two elements that triggerdisruption, are available in plenty in current times, says Mr RajanNagarajan, Head-Solutions, Corporate Group, Mahindra Satyam. SudhiRanjan Sinha, Director-Business Development, Building Efficiency,Johnson Controls; Mr Dato’ Tunku Izham Yusoff, Chairman, RoninSecurity Services, Malaysia; and Mr Dhruv C. Katoch, AdditionalDirector, Centre for Land Warfare Studies, dwell on various securitychallenges.Dwelling on non-traditionaldimensions of security, Mr R.Srikumar, Chairman of the CII(Southern Region) Task Force onInternal Security and former DirectorGeneral of Police, Karnataka, said policemodernisation was yet to take off inthe country. Recalling how as an IITstudent he had come up with a softwareapplication for modernisation of thepolice force, which never saw the lightof day, and how even in 2000 an ITinitiative in Karnataka had got stuck inred tape, with its user-level acceptanceyet to be tested, Mr Srikumar blamedit on lack of good governance andwondered whether India would ever getto see good governance. Money spent forall-round reform must be spent properly,he cautioned.Mr Rajan Nagarajan, Head-Solutions,Corporate Group, and Chief InformationOfficer and Business ContinuityOfficer, Mahindra Satyam, pointedto motivation and opportunity as twoSudhi Ranjan Sinha, Director-BusinessDevelopment, Building Efficiency, JohnsonControls, said a breach of securitywas very expensive and damaging forbusiness. Often corers of rupees werelost, as was reputation, business continuityand tourism. He called for a holisticand comprehensive approach, and toanalyse different threat levels.Providing a Southeast Asian perspectivewas retired Brigadier General Dato’Tunku Izham Yusoff, Chairman, RoninSecurity Services, Malaysia. “Breachof security can happen despite the bestprecaution; the world’s greatest powercan be a victim,” he said, adding thatthe security business was a business ofopportunity, mostly in private hands.His country, where Gurkhas were stillpopular as a security force and betterpaid than the locals, suffered from braindrain and antiquated thinking, he said.He suggested India explore business(security) opportunities in Malaysia.Retired Major General DhruvC. Katoch, now Additional Director,Centre for Land Warfare Studies, dwelton national security challenges andtheir impact on corporate India, theboundary dispute with China, Chinesehelp to Pakistan and China’s concernabout the presence of the Dalai Lamain India. He was convinced that, ifthere was Chinese aggression, it wouldbe preceded by a cyber attack and theattempt would be to destroy corporateIndia. Islamic terrorism also constituteda major threat, he said, and pointed toPakistan launching attacks in cities suchas Bangalore. “Internal stability is keyfor progress. There is a need for defencereforms and the private sector can playa role in defence production. We mustput pressure on government to changepolicies,” he said.31