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A well researched account of the details of organisational structure, organizational processes and key people
involved in one aspect of the space programme is available (Reference10) This was based on extensive research
and interviews of all key personnel involved in ISRO'S remote sensing programme. The authors had also

interviewed Prof. Dhawan in the year 2000. The report addresses in some detail the key elements of the "Strategic
Planning Phase or the Dhawan era": These included formal and informal mechanisms for fostering innovation and
resolving conflicts. It also consisted of managing external interfaces such as networking government and working
with and cooperating with international partners. The report also talks about the aspirations, motivations and

careers of key people who made important contributions to the space effort. These building blocks of capabilities
transformed ISRO into an organization that was special. "One of the key characteristics of the organisation (ISRO) in
the mid-seventies and early eighties was that ISRO was simultaneously able to run operational projects and also
plan ahead and build the technology base for the future. Some further quotes to look at these capabilities are in

order (Reference 10).

"Prof. Dhawan mentions that the thing that struck him most about ISRO at that time (when he took over) was the

belief shared by most people, that they could do anything however difficult it might appear to be. This belief of the
people in ISRO according to him was directly related to the influence of Vikram Sarabhai. This idea that space could
make a difference to nation building tasks was something that people seem to have shared. Dr.Hariharan.
Dr.George Joseph mention similar motivations and aspirations. As Prof.Dhawan states " there was a suspension of

disbelief." However he also mentions that he was significantly influenced by this "can do" attitude.

There is no doubt that "culture", "vision" and "belief" are important ingredients for success. Prof.Dhawan mentions

that while he did not have any doubts about the capabilities of ISRO, he felt that the vision needed to be translated
into concrete products and services that space could provide to the country. Without building such capabilities
visions and beliefs tend to be just visions and beliefs. To lend substance and shape to the Sarabhai vision he saw
two necessary things that had to emerge form the system - programmes and projects. If such programmes and
projects had to add value, they also had to involve the potential users of space services. According to him there

were clearly established users in communications, TV broadcasting and weather. No such entities existed in using
remote sensing and therefore there was an even greater need to provide a focus for ISRO activities in this area.

A programme according to Prof.Dhawan was long term and emphasized broad goals that the organization needed
to set itself. It is like a statement of intent or a perspective plan. It was more specific than a vision and identified
key areas and in certain situations specific projects also to realize the goals outlined. The first occasion in preparing
such a perspective plan took place in Ahmedabad in 1972."

Prof. Dhawan was also an able administrator. He understood the need for various procedures required for systems
funded by the Government. He therefore created mechanisms for such an administration taking into account the

"peculiar" or "unique" nature of S&T processes. His administrative capabilities were not merely limited to the units
under the aegis of the specially empowered Space Commission (the ISRO / Department of Space family) but also
extended into the user administrative systems outside ISRO such as the Planning Commission, the Ministry of
Information and Broadcasting, the Department of Telecommunication, the Department of Agriculture and the

Department of Forestry.

Details of the systems created by Prof. S Dhawan and the processes introduced by him are given in Reference 10.
Reference 10 deals only with the Remote Sensing Part of the Space Programme. Similar elements can be seen in

the ISRO launcher and satellite programmes as well as in the various telecommunications and other initiatives
taken by ISRO.

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