I Too Had a Dream
Verghese Kurien
Top 10 Best Quotes
“a person who does not have respect for time, and does not have a sense of timing, can achieve little.”
“I have always believed that once you identify the best person for a particular project and tell him or her exactly what you expect, you must put your complete trust in that person, allowing him or her to work independently without interference. If you do, the project is bound to succeed.”
“This is the reason I have always had little patience with bureaucrats. Time and again they have revealed to me that they exist for their own power and pelf; they do not exist for the good of the country. In my rare moments of extreme despair I actually wonder why Kosygin’s advice to me should not be heeded – that some changes can be brought about only by revolution and by beheading some people! This”
“If the situation demanded autocracy, I gave it autocracy.”
“I am one of those who firmly believe that our cities thrive at the expense of our villages; that our industries exploit agriculture.”
“As I have often said later, I was thrown into this little dusty town in Gujarat and into the lives of the dairy farmers of Kaira district by what I consider to be a sheer accident of fate – what turned out to be a strange pre-planned act of destiny. I had always imagined that I was cut out for ‘bigger and better things’ – for a glamorous, fast-paced life in a big city, a job with a prestigious firm and the pleasures of the luxurious lifestyle that go with it. Anand did not figure anywhere in my scheme of things. But I had to honour the contract with the Government of India which had enabled my higher studies in the US and therefore, here I was in Anand, a fish out of water.”
“You must always remember that you are Kurien’s second wife. His first wife is the dairy. Don’t ever forget that and don’t make yourself miserable by being jealous. And never, never try to snatch your husband away from his first wife.”
“Working with Tribhuvandas and Kaira’s dairy farmers, I saw that when you work merely for your own profit, the pleasure is transitory; but if you work for others, there is a deeper sense of fulfilment and if things are handled well, the money, too, is more than adequate.”
“When Pestonjee died in November 1962 his son Minoo took over the management. And the business gradually wound up for good. Unlike Pestonjee, who had started his life with nothing, Minoo was born in the lap of luxury – the type who can turn into a spoiled brat. Pestonjee knew his son well and left the management of only the Patna dairy to him. The management of Anand dairy went to Pestonjee’s son-in-law, Lt Col. Kothawala. One day Minoo came to me and said: ‘If you want to ruin anything, ruin the Anand dairy. Don’t touch the Patna dairy because that one is mine.’ The statement revealed the kind of man he was. Periodically, Minoo would discuss the sale of the Anand dairy with me. One day he told me that he had spoken to the board and this time he was absolutely serious about selling the dairy. I spoke to our board members, who agreed that we should buy it, and a price was decided. Then Minoo backed out. He came a second time, again offering to sell. Once more I got the board’s approval to buy the dairy and again he backed out. When Minoo came to me for the third time wanting to sell the dairy, I ordered him to get out of my room. I told him that if he was serious he should bring his entire board to Anand to meet and talk with our board. He brought his entire board – a very distinguished board – and we discussed the sale and the deal was clinched at Rs 17 lakh. The next day, Minoo sold the same dairy to a Marwari gentleman for Rs 17 lakh and, some said, took another Rs 17 lakh under the table for himself. The board of directors of Polson were aghast and exceedingly embarrassed. They came to see me and apologised profusely, saying that they never expected he would do something like this. The legitimate amount of Rs 17 lakh went to Polson Ltd, while it is said that the under-the-table amount went into the Devakaran Nangi Trust which later went broke. By some mysterious divine justice, Minoo lost his entire Rs 17 lakh. This was the end of Pestonjee’s legendary Polson dairy. When Minoo sold the dairy to the Marwari gentleman (who bought it only for its real estate value), the first thing the Marwari did was to order the bust of Pestonjee, which graced the entrance, to be removed and thrown out. Variava called up Kothawala to inform him of this and he immediately telephoned me to say: ‘Dr Kurien, can you please save my father-in-law’s bust from being disgraced?’ I promised him that I would and it has since then been given pride of place in NDDB’s library, a reminder to all of the role that Pestonjee Edulji played in the history of Indian dairying.”
“When Operation Flood was sanctioned I knew that it was a massive and extremely complex operation and we would need all the help we could possibly get from all quarters. It was in this connection that, one day, I called on J.R.D. Tata, Chairman of one of India’s largest industrial houses, one known for its commitment to quality and for its patriotism. I met him and explained to him the entire concept behind Operation Flood. I told him that such an enormous task would be extremely difficult to pull off alone and I requested him to spare six managers from the house of Tatas for one year, to help us improve the nation’s dairy industry. I could pay them only public-sector salaries, but within that, I assured him, I would pay them the best that I could. At the end of that year, his managers would return to his company, far richer for their thorough understanding of cooperatives and of agriculture. I was confident that it would be an extremely valuable experience for his managers. J.R.D Tata listened to me very patiently and then told me that since this was not a decision he alone could take I would have to present it to the board. I agreed to do so and met the board and once again explained the intricacies of the entire project to the members. They, too, listened very politely, smiled and nodded. But that is as far as they were prepared to go. To this day, I do not know whose decision it was, but we were loaned not even a single manager from the Tata Group. After all, would it have so adversely impacted the Tatas if they had deputed six managers to the NDDB and that, too, for a brief period of one year? The incident left me with a bitter taste and justified my belief that, in the ultimate analysis, the corporate world and the cooperative world are distinctly different. I”
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Book Keywords:
autocracy, cities, time, timing, villages, agriculture, achievement
