Interview with Alok Ranjan, IAS (Retd), Former Chief Secretary of Uttar Pradesh
- Civil Services Forum
- 4 hours ago
- 10 min read
The Civil Services Forum had the privilege of hosting Alok Ranjan, IAS (Retd), for an interview as part of its Executive Dialogues series. A distinguished civil servant, Shri Alok Ranjan served as the Chief Secretary of Uttar Pradesh and held several key administrative positions during a long and impactful career in public service. His work spans core areas of governance, including administration, development, and institutional leadership. As an alumnus of St. Stephen’s College, he represents the college’s strong tradition of public service and public leadership. Known for his humility and clarity, he spoke candidly about his administrative journey, leadership, and the values that guided his service. The interaction offered students valuable insights into governance while also highlighting the discipline, integrity, and sense of responsibility that define a life in the civil services.
Q1. You graduated from St. Stephen’s and later earned an MBA from IIM Ahmedabad. How did this academic foundation shape your leadership outlook and your decision to join the civil services?
St. Stephen’s shaped me through its vibrant intellectual culture, marked by constant discussions, a diversity of viewpoints, debates, and peer learning. It helped me look at life, careers, and people in a more holistic manner. At IIM Ahmedabad, the pace of learning, quantitative rigour, case-based problem solving, and exposure to very bright peers taught me quick comprehension, problem identification, strategic thinking, and leadership. Together, these experiences strengthened my confidence, resilience, and ability to analyse and address real-world problems.
Although I had initially planned to pursue an MA in Economics and then attempt the IAS, peer influence led me to IIM. However, after working in a corporate role for a few months, I realised that public service excited me far more than revenue or profit. That inner realisation prompted me to resign and pursue the civil services, a decision shaped by both my academic grounding and my personal sense of purpose.
Q2. What shaped your early approach to governance when you first joined the field as an SDM?
My first posting was in a remote subdivision without electricity or running water. The contrast with my urban upbringing helped me understand rural hardship in a very direct way, including poverty, lack of healthcare, and the absence of basic services. From the beginning, I made a conscious effort to remove barriers between myself and the people. Anyone could walk in to meet me, and I would always insist that villagers sit on chairs, be treated with dignity, and be heard patiently. I focused on listening to their problems and taking immediate action wherever possible. It was during this period that I realised governance is not about authority or position. It is about humility, accessibility, and responding to the everyday problems of people. This understanding became the foundation of my administrative philosophy.
Q3. What was the most challenging project you implemented, and how did you ensure lasting impact?
Two major projects stand out as particularly challenging and impactful. The first is the Lucknow–Agra Expressway, a 328-kilometre project completed in just 23 months, which was a national record. Land was acquired from nearly 30,000 farmers without any protests or litigation. The expressway has significantly improved rural incomes, market access, tourism, logistics, and overall connectivity. Its construction quality is such that even the Air Force uses stretches of it for aircraft landings.
The second was the Lucknow Metro, which was completed and made operational within two years, whereas similar projects elsewhere have taken seven to ten years. The success of both initiatives was driven by strong teamwork, clear timelines, and a sense of ownership at every level. Projects succeed when people feel responsible for outcomes, systems remain transparent, and leadership is based on motivation rather than control.
Q4. How would you define ‘Good Governance’ in simple terms?
Good governance, in simple terms, means delivering public services efficiently and honestly, in a manner that satisfies citizens, who are the ultimate consumers of governance. At its core lies total integrity, including administrative integrity, which involves standing up for what is right even in the face of pressure. Transparency and accountability are equally essential, along with responsiveness to the needs of people. When these elements are present, efficiency in service delivery naturally improves. If a citizen feels respected, heard, and well served, that is what truly defines good governance.
Q5. Civil servants face ethical and political pressure. How can one maintain integrity while ensuring effective governance?
Political pressure is a reality in any democracy. Elected representatives carry the mandate of the people, and therefore political intervention in administration is legitimate. What must be firmly resisted, however, is political interference that violates the law or ethical principles. Politicians usually assess very quickly whether an officer is principled or flexible on core values. If they recognise integrity, they tend to respect boundaries. While one may occasionally face transfers, there is rarely pressure to do something unethical. Consistency, clarity, and fairness in decision-making earn the respect of political leadership. Ultimately, integrity remains the strongest shield against political pressure.
Q6. How does one remain grounded while working within a highly hierarchical administrative system?
If a system allows no freedom and everything is imposed from the top, hierarchy can become restrictive. However, when officers are given space to take decisions and act independently, it is possible to work effectively within a hierarchical structure. One of the most rewarding aspects of a career in the IAS is that while there are many situations where one must listen to senior authorities, there are also several areas where autonomy is available. This freedom enables officers to take initiative, be creative and innovative, and focus on delivering results. My own experience taught me that whenever I was given such freedom, I used it to act meaningfully rather than merely functioning as a passive part of the hierarchy.
Q7. What inspired you to write your book Making a Difference and how did your administrative experience shape its theme?
I wrote Making a Difference after my retirement, but the idea behind it goes back to the very beginning of my career. When I joined the IAS, I was driven by a sense of idealism and a desire to improve the quality of life of people and make society a better place to live in. I was fortunate to retain this enthusiasm till the end of my career. Every assignment felt meaningful because I believed I was doing something that mattered. I never evaluated my work only through targets, performance parameters, or official assessments. What mattered more to me was how people felt about my work, and the respect and affection I received from them after retirement gave me the greatest sense of satisfaction.
I wrote this book especially for young civil service aspirants. Many are often drawn to the power, authority, and status associated with the IAS. I always tell them that while these are part of the service, the real value lies in how that power is used. The IAS gives you the authority to touch many lives and bring about real change. When that power is used for the benefit of people, it leads to the deepest sense of fulfilment and happiness, and that, for me, is what truly means making a difference.
Q8. Your website highlights technology and communication in governance. How are digital tools making administration more citizen-centric?
Digitisation and technology have significantly improved governance and made administration more citizen-centric. One of the most important contributions has been the reduction of corruption. With the use of technology, intermediaries have largely been eliminated, especially in the delivery of public funds. A major innovation in this regard is Direct Benefit Transfer. Whether it is a pension or any beneficiary-orientated government scheme, funds are now transferred directly into the bank account of the beneficiary with the click of a button. Earlier, money would pass through departments and be distributed physically, which allowed leakages. Today, those leakages are largely prevented because the money reaches people directly.
During my tenure as Chief Secretary, we also used technology extensively in areas like law and order and policing. We implemented the Dial 100 system in Uttar Pradesh, now known as 112. This was a fully technology-driven initiative, inspired by systems like the 911 service in New York. Given the size of Uttar Pradesh, with a population of around 240 million, it became one of the largest police response systems in the world. From any village, a citizen could dial 100 and expect police assistance within about ten minutes. Calls were monitored at a central command centre that tracked thousands of vehicles in real time. Similarly, the 108 ambulance service was implemented to ensure quick medical assistance. None of this would have been possible without technology enabling faster and more responsive governance.
Q9. How can governments ensure transparency and keep citizens’ interests at the core?
Technology is essential for transparency and better governance, but it must be properly regulated. Whether it is artificial intelligence or any other emerging technology, it cannot be stopped and should not be stopped, because it makes administration faster and more efficient and improves the quality of governance. At the same time, technology brings challenges such as privacy concerns, data protection, fake news, and the misuse of information. This is why governments must remain in control of how technology is used, where it is applied, and to what extent. Laws such as data protection legislation are important to ensure that individual privacy is not compromised. Technology, however, is not a replacement for human skills. Administration ultimately depends on empathy, understanding people’s problems, creativity, and human judgement. For governance to remain transparent and citizen-centric, the human element and the technological element must work together, going hand in hand.
Q10. What habits or mindsets should aspiring civil servants begin cultivating?
Aspiring civil servants should first cultivate an open and balanced mind. One should avoid narrow thinking and extremes and always try to understand both sides of any issue before forming a judgement. This balanced approach is essential in public service. Along with this, integrity must be an integral part of one’s character. Integrity is not only about financial honesty but also about having the courage to stand up for what is right in the interest of the people, because a civil servant ultimately exists to serve them. Equally important are empathy and compassion. Without empathy, it is impossible to understand the problems of the common citizen. One must be able to place oneself in another person’s position and appreciate what they are going through. Only then can policies be designed and implemented effectively. While hard work and study are important, young aspirants must also develop a positive, people-orientated, and problem-solving attitude and be willing to take solutions from paper to the ground level.
Q11. From your 38 years in the service, what message would you like to give young policymakers about contributing to nation-building?
The first thing young policymakers must understand is that there should be no delusion that a nation is built only by those in high office. A nation is built by every citizen, and it is important to respect that contribution. One of the common criticisms of senior officers is arrogance, and such an attitude distances them from people. A civil servant must remember that they are there to work with people, solve their problems, and contribute to their development. Along with empathy and compassion, humility is essential. Without humility, one cannot truly listen. Listening is not merely hearing words but understanding emotions, unspoken concerns, body language, and the lived realities of people. Real listening leads to real learning. One must also be willing to learn from everyone, regardless of position, because no one is a repository of all knowledge. Even at the end of my career, I continued to learn from others. If one cultivates humility, empathy, compassion, integrity, and the habits of listening and learning, that is the right way to contribute meaningfully to nation-building.
Q12. Even after retirement, we see you write, teach, and mentor the youth. What motivates your continued public engagement?
Even after retirement, I have felt a strong desire to give back to society whatever I have gained from life and from my years in public service. My thirty-eight years of experience taught me a great deal, and I felt it was important to share those learnings. Writing became a natural way of doing that. I was always fond of reading and writing, but during service there was hardly any time to pursue these interests seriously. After retirement, I finally had the opportunity to write books, which allowed me to reflect, share experiences, and contribute in a different way. At the same time, it helped me remain meaningfully engaged and continue doing something that I felt was valuable. My belief has always been that one should keep contributing to society for as long as one can. If you continue to give back till the very end, you can truly say that you have lived a satisfying and worthwhile life.
Q13. You mentioned that administrators should be problem-solvers, not file-pushers. In a system where red-tapism is common, how can civil servants practically follow this approach and overcome such hurdles?
In the civil services, there are broadly two ways of working. One is to be process-orientated, which many officers become over time, and the other is to be result- or outcome-orientated. What truly matters is not how many files you clear, how much budget you sanction, or how well things look on paper, but whether your work has actually made a difference on the ground. A good administrator must step out of the files. Rules and processes are necessary, but if they are followed too rigidly, red-tapism sets in. With the right intention and an open mind, the purpose should always be to help people and provide maximum support. It is true that many officers begin their careers with idealism but gradually become cautious because the environment has grown tougher, with frequent enquiries and fear of procedural lapses. This leads to a safety-first approach. One has to consciously move beyond this mindset, seek support from seniors, take decisions with confidence, and remember that unless decisions are implemented on the ground, governance cannot truly deliver results.
Q14. You come across as very charismatic and optimistic. In a service where many officers are seen as unapproachable, how did you remain so approachable, and what kept you optimistic throughout your career?
The key is to get rid of one’s ego. Power can very easily go to a person’s head, and history reminds us that power often reveals true character. When I joined the service as a young SDM at the age of twenty-four, people began addressing me as Hakim, Huzoor, or Sarkar. In such an environment, it is very easy to develop a sense of self-importance and start believing that the respect shown is meant for you personally. That is precisely when one must remain grounded and remember that the respect is for the position, not the individual occupying it. You are there only because you cleared an examination and were given an opportunity. Once you remove ego, you can relate to people at an equal level. You can speak to them comfortably, listen to them properly, and make them feel at ease. Simple gestures—a smile, inviting someone to sit, asking patiently about their problem—completely change the atmosphere. When people feel respected, they respond positively. If ego comes in the way, you can neither remain approachable nor truly serve people.
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