IRMS: A Comedy of Errors, Revisions, and Re-Revisions
Disclaimer:
What I write today is
a modified version of this blog:
https://anindecisiveindian.blogspot.com/2024/11/the-great-irms-hoopla-from-backbones-to.html
Four years ago, the
Indian Railways Management Service (IRMS) was launched with great fanfare, its
ambition pitched as high as a mountain peak: to fuse eight quarrelsome railway
services into one harmonious brotherhood and finally banish the ancient ghost
of departmentalism. But the lofty vision soon sprouted cracks wide enough to
run a Bullet train through without slowing down. After a circus of
somersaults that would make seasoned acrobats weep with professional envy, the
government hit the reset button and returned to the familiar embrace of separate Civil and Engineering Services Examinations (CSE and
ESE) for induction of officers—an old habit burnished as a breathtaking innovation. And to crown the
absurdity, the buzzword IRMS—a
term that somehow meant everything and nothing—was not retired but triumphantly
retained, as though mere nomenclature could mask the retreat. Officers will now
brandish their departments, coyly tucked into parentheses—IRMS (Traffic), IRMS
(Mechanical), IRMS (Accounts), IRMS (Civil)—as if those brackets were magical
cloaks capable of concealing the well-known rivalries simmering underneath. Although the Bard
suggested through the king in Henry VIII that, “Things
done well, And with a care, exempt themselves from fear; Things done without
example, in their issue Are to be fear'd...”, but IRMS has become
such a thoughtless bingo that we are now far beyond fear; we are in the realm
of farce.
I’ve
written enough on this subject to qualify for a frequent-flyer card—across newspapers, portals and my blog—so the curious may browse those chronicles for
every riveting twist, turn, and barrel roll. My interest was rekindled when, as
part of the continuing circus, new rules for promotion to Levels 16 and 17 were
unveiled in November 2025. This news item connects:
These
rules, with impeccable comic timing, managed to resurrect the pre-IRMS regime, albeit
with a few moronish flourishes added for seasoning. In this latest masterpiece
of bureaucratic whimsy, eligibility for the post of General Manager—the most
muscular managerial post on IR—did not require having served as
a Divisional Railway Manager. But eligibility for Additional Member, a
Board-level post so non-executive it could practically be done from a hammock, did.
IRMS, of course, is now well and truly deceased after being chopped, changed,
spun, sautƩed, and generally overcooked while the ocean was pompously boiled.
What remains are a few such quirky amusements to keep us all entertained, like
toys bobbing cheerfully in the wreckage.
But for now, let us
abandon the beaten track and tiptoe into a terrain where reason waltzes with
absurdity. For despite my best efforts to stay soberly analytical, a jungle
story, utterly unrelated yet strangely apt, keeps clawing its way back into my
thoughts. So indulge me while I share it.
In a jungle not unlike
our bustling human societies, there thrived a lively parliament of eight
arboreal species—monkeys with their incessant chatter, officious parrots fond
of reciting decrees, chameleons who mastered the subtle art of blending in, and
snails who measured progress in millimetres. Lizards basked lazily, claiming
credit for catching flies they had never pursued; sheep huddled nervously,
following the loudest bleat; squirrels scampered about hoarding nuts of dubious
worth; and cats lounged in smug splendour, convinced they were the true
sovereigns despite never lifting a paw. Each creature boasted a nominal
backbone—a unique strength, or so they claimed. Yet as they aspired to higher
branches, those backbones mysteriously shrivelled, replaced by a fashionable
flexibility that served their ambitions rather nicely. One could almost imagine
the nubile Anne from the Bard’s The
Merry Wives of Windsor looking upon them and sighing, “…O,
what a world of vile, ill-favour’d faults looks handsome as a railway babu, er,
officer.”
The jungle’s overseer,
desperate to impose order upon this tree-top tamasha, decided that unity lay
not in embracing differences but in erasing them altogether. And so, with a
flourish worthy of a ruler addicted to whimsy—and invoking the Bard’s notion that
“all the world’s a stage”—he proclaimed that a jungle must be all
things to all beasts, and therefore no beast at all. Thus the animals were
rechristened crabs
and divested of their backbones entirely, to excise the malaise at the root and
usher in a new era of camaraderie. A camaraderie defined by the renowned crab
principle of collective descent. From now on, no animal would beget its own
kind; everyone would simply produce more crabs.
It was
proclaimed that all crabs were equal, though in classic crab logic, some
instantly became more equal than others. These privileged crustaceans, gleaming
with an extra coat of favouritism, were duly handpicked—never mind that the
selection ritual was buried under the smoke and mirrors of a 360-degree survey
conducted among the newly crabified masses of ex-nominal-vertebrates. The exercise was
about as meaningful as a crab attempting synchronised swimming. Bystanders were
left scratching their heads, wondering whether the real criteria were the
sharpness of one’s pinch or the flair displayed at the annual crab dance-off.
Nevertheless,
the crabs adjusted with suspicious ease—proof, perhaps, that adaptability
increases when one loses a spine. The chameleons immediately became star
performers, blending into any crab they were standing next to, sometimes
confusing even themselves. The parrots, delighted with the new arrangement,
launched into daily press briefings that were, Ć la Macbeth, “…full of sound and fury,
signifying nothing”—and yet somehow lasted many hours.
The
monkeys retained their trademark mischief but cleverly rebranded it as
"crab-like strategic innovation," crafting elaborate heists to
liberate snacks from the unsuspecting. The lizards, of course, continued
basking in the sun, convinced they had invented the entire exercise and were
merely letting everyone else catch up. The sheep huddled in anxious clusters,
bleating motivational slogans like “Teamwork makes the dream work!”, though
none dared step outside their emotional cul-de-sac. The squirrels, eternal
hoarders, held emergency meetings to debate which tree holes met the new crab
compliance guidelines. And the cats? They lounged with majestic indifference,
pausing only to issue the occasional withering glance at the surrounding
pandemonium, fully confident that leadership would eventually come to them by
default.
Yet despite their shiny
shells, these make-believe crabs longed for distinction, and true unification
into the ‘perfect crab’ never materialised. The overseer soon discovered that a
crab’s shell was more ornamental than protective: it gleamed impressively from
afar but cracked under the slightest pressure. Meanwhile, recruitment of fresh
crabs faltered, and wise, cynical owls, observing from their impartial perch
while leafing through the Bard’s A
Midsummer Night’s Dream, smiled and muttered in nocturnal disapproval,
“…Lord, what fools these crabs (and crab drivers) be!”
With crabs floundering
and new crab talent scarce, the overseer hatched a fresh plan. Playing a
theatrically overwrought Juliet, the jungle management declared that all
animals, despite their crabby coatings, would revert to their original identity
in parenthesis: monkey-crabs became crab (monkey), parrot-crabs changed to crab
(parrot), chameleon-crabs turned up as crab (chameleon), and so on. After all, “What’s
in a name? That which we call a crab by any other name would scuttle as sly…”
Now the
owls wait with bated breath, for uneasy lies the owl that merely observes. Will
these imitation crabs—haunted by the shadows of the vertebrates they once were,
though equipped with only flexible spines that have since graduated to the
fully collapsible variety—claw their way toward meaningful ascent, or simply
drag one another back into the leafy depths from which they originally
wriggled?
As the
crabs gaze nervously at the jungle canopy, wondering whether the next storm
will break them or forge them, the old owls watch with knowing eyes and,
recalling the Fool from the Bard’s King Learl, murmur softly, “And
their wheel is come full circle; they are back”. And the jungle
itself pauses, realising that whatever the title, whatever the spin, a crab
will always find a way to march sideways with great confidence and even greater
uncertainty about where they're headed.
My
Shakespearean guardian has abandoned me at this critical juncture, so I invoke
a craftsman of the absurd, P. G. Wodehouse, half-expecting him to have one of
his amiably woolly-headed characters peer
at this crab circus and exclaim something like, “Good lord, old bean! If they scuttle
any more sideways, they’ll end up back where they started, shaking hands with
themselves in duplicate and filing a memo congratulating everyone on the
forward progress.” Which
could well be the most coherent thing in this saga.
…

This is the biggest single issue plaguing the IR from the time we were in service. And the current solution has gone against none other than the Elec and Mech department's interests. A poetic justice!. I have been suggesting, since the time I was GM, that the solution lies in making the GM's grade as 17 , so that there's no incentive to fight for the post in the RLY BD. I have suggested to this to the current dispensation also during my informal chats. The proposal had been all but accepted, except for some studip CRBs desire for status equivalent to CS , or something like that. So kaput. Please write something more about solving this issue by comparing with other services etc. Defining the problem is one part, but finding a solution is something else
ReplyDeleteThis comment has been removed by a blog administrator.
Deletešš I did write sir, separate cadres merged into one at SA level with a progression to SA grade based on departmental vacancies to avoid heartburn.
DeleteSuperb sir
ReplyDeleteIn Tamilnadu also, whenever govts change happen, new ruler suddenly remembering their policies boasted to public to eradicate caste and creed during their regime, by Simply wiping off the surnames of familar renowned leaders of the region / nation whoever on the name boards of the streets.
For example, over night, all of a sudden angappa naicken street , errabalu chetty Street, pulla Reddy Avenue, turned their names as angappa street, errabalu street, pulla avenue which lead mere confusion to the public leading life generation together and ofcourse postal dept
Funny decisions
šš
DeleteThe story of IRMS, its rise and fall couldn’t have been written better than this. Congratsš
ReplyDeletešš
DeleteSir,
ReplyDeleteThe Indian Railways saga, as captured in the blog's brilliant satire, underscores how bureaucratic rigidity and departmentalism remain at its core dysfunction. IR is the world’s most labor-intensive enterprise, with over 1.2 million employees, yet it has lagged modernization and automation. The failed IRMS experiment, which aimed to unify multiple services, was reversed due to shortages of technical officers and deep-rooted inefficiencies, resurrecting old rivalries and fragmentation. This fragmented bureaucracy slows coordination and accountability, especially evident at accident sites and enquiry processes. Despite huge modernization budgets, the extensive manual workforce combined with entrenched departmental silos continues to compromise operational effectiveness and safety. This reality aligns with the blog’s metaphor of 'crabification' where forced uniformity removed distinct departmental identities but failed to solve the underlying conflicts or improve performance. The blame for this lies collectively with the government, political system, and the institutional culture within Indian Railways, without coordinated efforts among all these actors, true reform remains elusive.Thus, just as the blog laments the circus of reforms and reversals, Indian Railways today remains a colossal, labour-heavy bureaucracy shackled by its own departmentalism and resistance to seamless modernization and synergy.
Having served in Indian Railways for nearly 37 years and now experiencing European and Chinese railways as a user, there is little to boast about Indian Railways except the Train 18 innovation. This suggests Indian Railways is indeed at a critical transition point. The dismantling of training institutes and lack of focused skill development have significantly eroded the traditional railway work culture. Over time, a sense of ownership, especially within middle management, has largely vanished, impacting motivation, accountability, and service quality. Without rebuilding strong training infrastructure and restoring pride and responsibility among railway personnel, sustained modernization and operational excellence remain distant goals. This cultural and institutional decline adds to bureaucratic and structural challenges, underscoring the urgent need for comprehensive reform beyond just technology or infrastructure upgrades.
Very nicely summarised, fully agree. šš
DeleteSo true. Really sad at dismantling of our Pride of Indian Railways...our Railway Staff College.
ReplyDeletešš ma’am
DeleteBrilliant, matchless.. deserves to be published for wider readership. !
ReplyDeletešš
DeleteThanks & Good Morning sir
ReplyDeletešš
ReplyDeleteYes, the IRMS reform attempt — meant to break silos between technical and administrative cadres — has not delivered the smooth transition hoped for. The implementation got tangled in bureaucracy, legal complications, cadre anxiety, and unclear execution strategy. Instead of unifying, it sparked stronger turf protection, confusion in career progression, and hesitation in leadership. So in effect, things drifted back to “as-is”, at least for now.
ReplyDeleteBut calling it a total failure is premature. Big structural reforms in institutions older than the country don’t succeed in one shot — they evolve through friction. Sometimes you must shake the system, fail, learn, and retry with a sharper scalpel instead of a hammer.
The working culture of the Indian Railways has deep roots in colonial-era systems—systems built when British officers ran everything, with little input from the frontline workforce. Even today these hang-overs are blocking progress.
1. Legacy of British officers
When the railways were set up under British rule, senior positions were dominated by British personnel (for example one long study notes “an exclusive institute” running many of the railways’ senior posts).
The mindset of “we give orders, you follow” was built into the system. As one historian puts it: “A shame that even after 75 years of Independence Indian railway management is still suffering from a colonial hang-over.”
Those structures shaped the hierarchy, privileges, and culture of “senior officers” vs “labour and artisans”.
2. Challenges of “bossism” and hierarchical culture
The hierarchical, authoritarian structure still dominates: decision-making is concentrated at the top, and the voices of artisans, supervisors, junior staff often get squeezed. A recent piece states:
“The work culture in Indian Railways … often emphasises strict hierarchy and authoritarian management. This structure has fostered ‘bossism’, where power is centralized among a few, creating a challenging environment for frontline workers.”
This affects morale, dampens initiative and slows innovation.
3. Technocrats masked as bureaucrats – the problem
Over the decades we’ve seen a layering of management: senior officers and technocrats who often see themselves as administrators first rather than as problem-solvers or facilitators. The result:
Major decisions travel through many layers rather than being driven at cost-efficient, ground level.
Many systems (HR, operations, procurement) remain rigid, inflexible, inherited from decades ago. For example, a human-resource study finds:
“Indian Railways … human resource management system … had been suffering from its legacy systems, primitive processes and lack of integration, impacting operational efficiency and engagement of employees.”
The “technocrat” label is used, but often the mind-set is bureaucratic: risk-aversion, maintaining status-quo, resisting change.
4. Where global peers are moving ahead – and we lag
While railways in countries like China, Japan and many in Europe are rapidly upgrading signalling systems, high-speed corridors, digital asset-management and smart operations, the Indian Railways remains heavily dependent on foreign technology and legacy systems.
For example:
Signalling and high-speed rails often involve Japanese/European partners.
Meanwhile domestic systems struggle to modernise quickly because layers of administration slow down decisions, and legacy culture resists bottom‐up change.
A historian of Indian railways points out that while in Japan the rail industry became vehicle for industrialisation, in India the colonial railways never allowed full manufacturing of locomotives or rolling stock under Indian control.
The consequence: we lose time, lost opportunity cost, higher cost of foreign dependency, slower service upgrades.
5. Impact on frontline workforce, morale and productivity
DeleteBecause of this structure:
Artisans, supervisors and lower‐rank staff often face undue pressure, limited upward communication, discrimination in practice if not in policy.
Work-life balance is hit: In studies of loco-pilots/crew, issues like rigid schedules, inflexible shifts, heavy workload keep cropping up.
Innovation from ground‐level suffers – when people feel their voice doesn’t count, or they fear punishment for stepping out of line, the organisation cannot leverage their experience.
Productivity improvement, cost-efficiency, lean operations all need culture change—but culture remains rooted in hierarchy.
6. What must change
Flatten the hierarchy: Create real channels for feedback from artisans, supervisors, junior staff up to decision makers.
Encourage initiative: Reward problem-solving and suggestions from the ground rather than just top-down orders.
Modernise systems: HR, asset-management, signalling, digital workflows should be agile, user-friendly. Legacy systems must be retired.
Move from “we manage you” to “we enable you”: Senior officers must see themselves as facilitators, not as overlords.
Embrace global best-practices: Indian Railways should stop being a passive buyer of foreign tech and instead build internal capability for signalling, high-speed trains, digital operations with Indian talent.
Address morale and culture: Realising that railways is about people—frontline staff deserve respect, training, a say in how work is done. If morale is low, service suffers.
The Indian Railways is still carrying the baggage of a colonial management-era. That legacy of rigid hierarchy, “bossism”, and over-centralised control is blocking the railways’ ability to adopt world-class technology, upgrade rapidly, and unleash the potential of its workforce. The top brass must see: breaking the colonial shackles isn’t just a historical metaphor—it’s operational necessity.
Brilliant Mani sir.
https://www.scribd.com/document/648826718/British-Officers-in-Indian-Railways
Let us not be apologists of total lack of vision!! How long will we blame the British? If this is the fail, fail and succeed route, God help IR š
DeleteVery interesting article with terrific perspectives on railway cadres
ReplyDeletešš
DeleteIRMS, as a tool for amalgamation, was a noble idea. It was made into a mockery by shortsightedness, mindful of the erstwhile loyalties, and inept leadership. Multiple modifications made it downright foolish, and the latest is what IR always had. The goal has been given a go by.
ReplyDelete360-degrees, on the other hand, is not unique to the IR, but also there for IAS as well. However, it is just an added input, which may or may not affect one’s prospects, because the selection committee does look at the whole gamut of records and inputs from other government agencies.
True. And well, you seem to have some faith in 360 degree process which is fine but I speak from my experience as it was practiced, not the process per se.
ReplyDeleteA Man with a "Dil mange more" attitude and approach and let's try moto. ššš
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