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:


https://theprint.in/india/railway-board-proposes-major-tweak-in-eligibility-criteria-for-zonal-gms-a-minimum-tenure-rule/2764323/


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, sautĆ©ed, 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.



Comments

  1. 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

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    1. This comment has been removed by a blog administrator.

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    2. šŸ™šŸ™ 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.

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  2. Superb sir

    In 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

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  3. The story of IRMS, its rise and fall couldn’t have been written better than this. CongratsšŸ‘

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  4. Sir,
    The 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.

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    1. Very nicely summarised, fully agree. šŸ™šŸ™

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  5. So true. Really sad at dismantling of our Pride of Indian Railways...our Railway Staff College.

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  6. Brilliant, matchless.. deserves to be published for wider readership. !

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  7. Thanks & Good Morning sir

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  8. Yes, 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.

    But 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.

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    1. 5. Impact on frontline workforce, morale and productivity
      Because 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

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    2. 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 😊

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  9. Very interesting article with terrific perspectives on railway cadres

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  10. IRMS, 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.

    360-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.

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  11. 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.

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    1. A Man with a "Dil mange more" attitude and approach and let's try moto. šŸ‘šŸ‘šŸ‘

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