In a candid conversation, Subhash Chandra Garg, a retired Indian Administrative Service (IAS) officer of the 1983 Rajasthan cadre, reflects on his illustrious career spanning over three decades, as detailed in his new memoir, No, Minister: Navigating Power, Politics and Bureaucracy with a Steely Resolve.
As former Economic Affairs Secretary, Finance Secretary, and Power Secretary of India, Garg played a pivotal role in shaping India’s economic policies, confronting corruption, and steering high-stakes negotiations. His book offers raw realities of Indian bureaucracy, blending personal anecdotes with insights into the nexus of power, politics, and policy.
Early Influences and the Call to Civil Service
Garg’s journey into the IAS was shaped by a mix of personal circumstances and ambition. Growing up in a modest Post and Telegraph colony in Rajasthan, where his father worked until health issues forced him to retire, Garg took on responsibilities early. “I started taking coaching classes to support the family,” he recalls.
His academic prowess shone through when he secured third position in the Rajasthan state board exams in Class 10, igniting a spark of confidence. “I was always good at general studies, with a voracious appetite for newspapers, history, and books beyond the curriculum,” he says.
The idea of joining the IAS crystallized in Class 11, influenced by the proximity of his colony to the Ajmer Collector’s residence—a symbol of prestige in public perception. “The aura, the accessibility, the bungalow—it had an impact,” Garg mentions.
Reading magazines like Competition Success Review and stories of toppers from the 1979 batch further fueled his ambition. “By 1977-78, the seed was sown. The private sector wasn’t developed, and civil services held immense appeal in our socialist mindset,” he explains.
A Career Defined by Conviction
Garg’s 36-year career, which began after a brief seven-month stint at All India Limited in 1983, was marked by a steadfast commitment to public interest. His memoir recounts a defining moment early in his career during a tribal attachment in Bharatpur.
Tasked with understanding tribal life and administrative challenges, Garg was struck by the disconnect he observed. “The collector was indulging in parties, dismissive of the exercise, saying it was useless and should just be ‘taken as done,’” he recalls.
This experience led him to write a case study critiquing the approach, which inadvertently stirred controversy when a director used it to demand an explanation from the collector. “I had no intent to cause trouble, but I’d write it again. Something wasn’t right, and it needed to be called out,” Garg asserts.
This incident underscores a recurring theme in Garg’s career: his willingness to challenge the status quo. Whether confronting entrenched interests or navigating political pressures, he remained guided by a clear moral compass. “I always ensured what I did was in the public interest and defensible. I was ready to argue my case with anyone—be it a minister, a collector, or a local leader,” he says.
The UPSC Journey and Evolving Exam Patterns
Reflecting on his UPSC experience, Garg recalls scoring 120 marks in the personality test—below his expectations. “I was intellectually alert, answered freely, but they gave me less than 50%. Maybe my overall personality didn’t fit their yardstick,” he muses, accepting the judgment with equanimity.
Comparing the UPSC exam of his era to today, he notes significant changes. “In 1979, the system shifted to emphasize general studies and optional subjects. Now, it’s even more focused on general studies, with four papers and a single optional subject,” he explains.
The age limit has also relaxed, with candidates now joining as compared to the early 20s in his batch. “Our batch had many first-attempt candidates aged 22-23. Now, the average age is closer to 27,” he observes.
Tackling Encroachments and Systemic Challenges
Garg’s first posting in 1987 thrust him into the thick of administrative challenges, including an encroachment removal drive. “The problem persists because we don’t plan cities or suburbs systematically,” he says, pointing to India’s unplanned urban growth. “Places like Munirka, once agricultural fields, are now seven-story buildings in narrow lanes.
Encroachments are inevitable when growth is haphazard.” He advocates for leveraging digital connectivity to decentralize development, reducing migration to cities. “If work-from-anywhere is possible, why not incentivize living in tier-2 cities or villages?” he asks.
Garg also highlights the role of political dynamics in perpetuating issues like encroachments. Recalling an incident where an MLA was arrested during an encroachment drive, he notes, “He was thanking us for taking him to the police station—it served his political narrative as a ‘savior.’ Politicians often champion encroachers for votes, irrespective of party.”
Turning Around a White Elephant
One of Garg’s proudest achievements was transforming a struggling soybean project in Rajasthan. Posted as its chief executive, he applied a commercial approach to a government-run enterprise.
“My predecessor, a technocrat, felt an IAS officer shouldn’t handle technical roles. But I saw it as a challenge,” he says. By fixing accountability and streamlining operations, Garg turned the project around, achieving 125% capacity utilization. His formula was simple but effective: “If you ever feel uncomfortable about a decision, put that file to me. I’ll sign off on it so you’re protected.”
“A private entrepreneur told me our ‘sarkari’ plant outperformed his, despite tax concessions. That was the best compliment,” he beams.
World Bank and Global Exposure
Garg’s tenure at the World Bank from 2014 offered a global perspective. “Sitting on a board with representatives from across the world, discussing development strategies—it was unparalleled exposure,” he says.
He draws lessons from Singapore’s urban planning, particularly its policy of ensuring housing complexes reflect the nation’s racial composition. “India could learn from this to prevent ghettoization, like what we see in parts of Mumbai or UP,” he suggests, contrasting it with India’s increasing communal segregation.
Finance Ministry Misconceptions
As Finance Secretary, Garg faced the stereotype that finance officials are inherently negative, always saying “no.” He disputes this. “Resources are limited, and allocation is competitive. People don’t see the bigger picture—they think we’re just naysayers. But we try to do a fair job,” he insists.
His memoir’s title, No, Minister, reflects his readiness to push back when political demands clashed with public interest. “If a minister’s desire wasn’t aligned with constitutional values or national policy, I’d say no. That’s not negativity; it’s responsibility,” he says.
Reflections on Leadership and Legacy
Garg’s interactions with leaders like Atal Bihari Vajpayee, Narendra Modi, and Vasundhara Raje reveal his knack for navigating complex political landscapes. He recalls Modi’s quip about “Harvard vs. hard work,” reflecting the Prime Minister’s view of World Bank roles as cushy compared to grassroots challenges.
“Modi’s strength is his ability to communicate clearly and bring people together, often with humor and poetry,” Garg notes.
On his brief advisory role to the Andhra Pradesh CM post-retirement, Garg clarifies it was short-lived due to misaligned expectations. “They wanted financing doors opened, but my job was to advise on financial management. When I realized they weren’t acting on my advice, I stepped back,” he says.
The Rupee’s Decline and Economic Insights
Addressing the rupee’s recent depreciation, Garg attributes it to demand-supply dynamics. “The dollar’s demand is high due to oil imports and payments, while supply from exports and FDI is declining. Meanwhile, other currencies are appreciating against the dollar, but the rupee isn’t,” he explains, urging a deeper look at India’s trade and investment patterns.
A Call for Systemic Reform
Garg remains optimistic about India’s administrative system but cautions against blaming civil servants for systemic issues. “The IAS was retained post-Independence to serve the Constitution, not colonial masters. If political objectives deviate from national interest, don’t fault the instrument,” he argues.
In summary, Subhash Chandra Garg’s journey offers a rare front-row seat into the workings of India’s bureaucracy. Garg’s book, No, Minister is not just a memoir, it’s a clarion call for principled governance. Garg’s journey, marked by courage and conviction, offers timeless lessons for navigating the complex interplay of power, politics, and bureaucracy in India.
