Page 321 - Leadership in the Indian Army

Infantry Division had little to do and had to content itself with small raids
on border outposts opposite its area. It was unfortunate that higher
commanders found no use for the gallant commander or the troops of 26

Infantry Division, which had been relieved after the operation, for the rest
of the war. Since Bakshi had already won both the MVC and the VrC
earlier, he was awarded the Param Vishisht Seva Medal (PVSM), for this
operation. This made him the most highly decorated soldier in the army,
who had won awards at every level, from company to division.
After completing his tenure in 26 Infantry Division, in October 1973,
Zoru was appointed the Director of Military Operations (DMO), at Army

Headquarters. He remained for a year in this important appointment, which
carries a lot of respect and authority. In September 1974, he was promoted
Lieutenant General and appointed the Military Secretary, at Army
Headquarters. He was now responsible for the promotions and transfers of
all officers of the army. Bakshi performed this job with credit, and was
known for being fair and impartial.

In May 1975, Bakshi was given command of the Strike Corps, which is
perhaps the most coveted assignment for a lieutenant general. He replaced
Lieutenant General T.N. Raina, who moved on promotion as Western Army
Commander, and later became the Army Chief. Bakshi remained in
command of 2 Corps for more than three-and-a-half years, till he retired on
31 January 1979. He thus had the longest tenure as a Corps Commander in
the Indian Army. Though he had all the qualifications to become Army

Commander, the rules stipulated that only Lieutenant Generals who had at
least two years residual service could be given this appointment. Age was
against Bakshi, and he had to retire as a Corps Commander. If he had been
younger, there is little doubt that he would have become not only an Army
Commander, but probably the Army Chief as well.
After retirement, Bakshi did not take up a job in either the private or

public sector. With his drive and determination, he was ideally suited for a
challenging assignment, such as breathing new life into a sick public sector
undertaking. Had he been given such a job, there is no doubt that he would
have done it well, as Prem Bhagat did in the Damodar Valley Corporation.
But because of his modest and unassuming nature, he was not very well
known outside the army, and perhaps this is why his services were not in
demand. However, he continued to take keen interest in the profession of