Subir Raha

Raha was compulsive smoker, loved single malt and he indeed used to break accepted norms for that and for pushing his agenda and his opinion. Some times he did conduct little harsh or acted bit too quickly publicly ruffling egos of colleagues and subordinates, albeit avoidable indeed when we recapitulate that conduct. However such strong headed persons are known to always keep some little aberration that makes their stories romantic and readworthy when we look back !!! We should focus on what defined such a person in overall perspective of achievements he delivered as Chairman of ONGC. 

Read about Steve Jobs another maverick who too was hated by many of his colleagues and subordinates because of the display of similar aberrations in personal communication. However Raha was man with kind heart which many of those who worked with him can vouch for. He had multifaceted talent. Correcting grammar and spelling on note-sheets to making business decisions efficiently and quickly to being senior uniformed Territorial Army officer were hallmark of his personality we rarely see commonly.

Turning around an almost sick PSU into a most valuable organisation of the country in just first two years of his tenure as C&MD and providing it with an acceleration that makes ONGC hold position of supremacy even today, are corporate miracles. Lessons of leadership he left, torch light ONGCians’ path to excellence even to this day. A lot positive for ONGC happened in past two decades due to that very push it acquired those days under Raha. ‬

Subir Raha was credited for transforming India’s vital most oil and gas exploration company from near deathbed to emerge most valued Indian conglomerate at the bourses those times. 

Allaying purported legacy of dithering to change for being a PSU, ONGC’s early rollout of SAP based applications to digitise inwards and outward finance and HR processes under Raha’s chairmanship in 2001-05 is unmatched initiatives needing praiseworthy mention.‬ Open house 'on the go kind platform' ONGCReports provided revolutionary two way communication opportunity to both employees and management unheard during early 2000 even in private sector. Taking over sick MRPL and turning it around within two years was a PSU's triumph over failing private sector. We should celebrate that leadership.

Subir Raha has been one of the tallest of industry leaders of those times. More so, for he led an unexpected candidate ONGC, which was a potential BIFR case and a failing public sector giant, to achieve unheard of value creation and a turnaround case story. Besides Sheshan, perhaps he remains one of rare few who stood firmly and performed excellently for independence of the public institution ONGC is and delivered outstandingly. As CEO of this global oil major he behaved befittingly to that stature and used to accept advice not orders from political and bureaucratic superiors. 

Raha was not a corporate Czar having the mantle bestowed on him. He earned it by being talented, upright, firm, determined, hard working and being always committed to what he considered right.

Had he been alive today, Subir would have been a valued national figure contributing immensely for development of the country, for his real time was now. He did not live short life. He lived it fullest. Being some what maniacal perfectionist himself, he expected that. It's we who might have failed him. He attempted and succeed in transforming a whole generation of leadership in govt. owned companies.

It’s sad, whosoever followed at the helms he handed over, hardly could match the spark he had ignited.