1. Creating the
most efficient
Mass Rapid
Transit System
MD @ DMRC
Delhi Metro Rail Corporation
Presented by :-
Soumya Sarkar(11bm60102)
Sagar N Zalavadiya(11bm60036)

2. E. Sreedharan, MD, Delhi Metro
 Railway Minister’s award for repairing Pambam Bridge in record 46 days(1963).
 Dy Chief Engr, Calcutta Metro : Incharge of implementation, planning and design of
India’s first underground railway(1970).
 CMD, Cochin Shipyard and spearheaded the team that built Rani Padmini, its first ship.
(1981)
 CMD, Konkan Railway : Led India’s first major project undertaken on BOT basis. (1990-
1997)
 MD, Delhi Metro : Finished 2.3B US$ Phase I Delhi Metro three years ahead of schedule
in 2005. Tenure extended to oversee completion of Phase II.
 Consulted Punjab Govt on the construction of Lahore Mass Transit System.
AIM: To transform DMRC into a world class organization in
terms of efficiency, safety, reliability, punctuality, comfort and
customer satisfaction.

3.  Communication Strategy:
Middle Ground communication strategy was adopted:
 Avoid Spray and Pray and Withhold and Uphold.
 Move out of traditional bureaucratic management where information flow is unidirectional and
takes place at the whims of policy makers.
 Use Tell & Sell and Identify & Reply sparingly.
 Periodic news-letters sent out to all employees explaining the rational behind decisions taken.
 Employees encouraged to discuss issues with immediate superiors.
 Use Underscore & Explore as much as possible.
 Involve and empower executives in decision making process. "People should be prepared to take
decisions and not pass on the buck."
 Motivate employees about the Mission and the way to achieve it.
 Day-long site visit on Saturdays by CMD. “people should not be afraid of my visits, they should
welcome me”.
 Communication Media:
 Face to Face Communication:
 Sr Management communicated F2FCwith executives regularly.
 Mid Level Executives mandated to have F2FC with subordinates frequently.
 Site visits by leadership team every week.
 Internal newsletters, brochures.

4.  Style of Communication:
- A silent transformation of MD role to a Navigator from a Director.
 Internal Communication:
 Conversation Stage : Conversation for Performance:
Promises >> Obligations >> Accountability >>Deadlines
 Definitive metric defined to measure progress ( Financials, Station Cleanliness etc)
 Story Telling: Motivate employees by highlighting achievements of their peers.
 Himself took up the role of Toxic Handler.
 External Communication:
 Crisis Management:
 Corporate style media handling of accidents, train delays etc.
 Impression Management :
 Highlight all awards to media.
 Showcase as ‘the’ infrastructure project and face of new India.
 Corporate Reputation:
 Showcase as a profit making organization.
 Reduced Financial dependence on Govt.

5. Consolidating Change:
 Redesign Role:
 Senior management meticulously chosen. "We should be able to trust people in power, which
means people in power should have a proven integrity.”
 Roles were changed in Phase II based upon performance of Phase I.
 Redesign Reward System:
 More flexible promotion system than Indian Railways. Better Compensations.
 Encourage voluntary acts of initiative:
 Encourage employees to take initiatives and ensure that they have a chance to work on them
without any interference.
 Division of responsibilities among Project Managers, with complete freedom given to them.
 Walk the Talk:
 “If you set a personal example, others will not only be tempted, they will be encouraged to follow
it.”
 Enters office 15 minutes ahead of his staff.
 Celebration ‘en Route’:
 Completion of Phase I was projected as a grand success.
 Recognition of failure:
 Resigned taking moral responsibility of death of 5 people when a bridge collapsed.