N Murali: I Have Not Known Life Except In The Hindu
How will you continue the fight now?
What’s called for is fundamental reforms in the newspaper. We should have governance norms, we should have professional outsiders who are qualified, family members who are not qualified, should have no role in running papers. Merit alone should be the criterion. We need independent directors.
History and evidence shows the family businesses don’t last beyond the third generation. Here, because of inherent strength, it lasted through the fourth generation. If urgent reforms are not implemented, it will disintegrate.
What has been the impact on business?
Naturally, it has been negative. Now, Times of India is on the prowl, apart from Chennai, they have launched an edition in Coimbatore, they have launched in Madurai and reached Trichy from Madurai. They will be launching in Kerala. This has affected business, not only readership, but also advertising. This fight was the last thing that was necessary when competition was right at our doorstep. The family members should have had the institution in heart instead of engaging in the slugfest over the last 18 months.
At the end of the day, you are still brothers…
Beyond a point, sentiment, to me, has no value. We are wearing different hats. We are brothers, shareholders, professionals. So many roles get mixed up. When egos and greed take over, I think, finally, whether someone is a brother or not doesn’t make a difference.
I am not fighting with Ram alone. He has ganged up with many others. Similarly, I have joined Ravi and others. These numbers fluctuate. When it started, last year, it was nine-is-to-three, now it has become seven-is-to-five. Like political alliances based on numbers. This is what should be avoided. It should not be political alliances based on numbers.
What is your best-case scenario and the worst case scenario for The Hindu ten years from now?
Ten years ahead, I would say the scenario for the print media itself is uncertain because of online media. In our country, print media has seen good growth because of growing literacy, even though, in the rest of the world, it’s facing a terminal decline. However, what the developed markets are seeing now, you can see here in 10 years’ time. So, the current model will have to undergo a change, as we go through problems that the Western media now has.
If The Hindu doesn’t go through any fundamental reform, saddled with its baggage of family members, most of whom are amateurs and not experienced, then it will face decline and lose its primacy. On the other hand, if sensible decisions are taken, if there are good governance norms, if other core editorial values are reinstated, code of governance is incorporated, there is a future. Such an institution with a history of 130 years cannot just go down. The biggest strength of The Hindu is the trust and credibility that readers still have in the paper. But, it’s now going downhill. If corrective steps are not taken it will meet the fate of various newspapers which had a glorious past, but which could not cope with the current time and come to terms with the new reality.
What are your immediate plans?
I strongly felt there should be entry norms and retirement norms. I set an example by stepping down. Because of the structure of company, I will continue to be a director representing the family. My role will only be in board meetings.
I have other things to do, for example, in the Music Academy, of which I am president for last six years. I will try to rebuild it along with my good team. I will travel. I am interested in cricket and tennis. Hindu has been a passion for so me far. I have not known life except in Hindu.
Is it not ironic that all this has happened in a media company?
True. As media company, as a newspaper Hindu comments on so many things that happen outside, even lectures or pontificates to them. When it comes to our own affairs, we are afraid to open ourselves for scrutiny. Therefore, all these things have been in public domain, is all for the good. There is need for transparency everywhere.
I must also tell you that even in the company law hearing last year, we suggested that good offices of well-meaning individuals be brought in for mediation. The other side wanted one of their own players, the former editor of Hindu, G. Kasturi. Normally, in families there is a patriarch who would mediate, but in this case, we said no, because he is a player himself because of his son’s interest. I don’t see any resolution unless you have a third person for mediation. Between family members, we have proved ourselves incapable of sorting out our problems or finding a long-term solution.
In the last 20 years, there have been three upheavals. The one starting in 1989-90 during the Bofors investigation which Ram headed. He was in the forefront. For doing that, former editor Kasturi, our uncle, penalised him and also suspended him. I had to go to court along with my mother in support of Ram. Ironically, Ram has joined hands with same Kasturi, and what happened in last 18 months is for all to see.
What are your feelings as you step down?
My feelings are of anger, of sadness, of deep hurt and also of anguish for the institution. When everyone says that the institution is so great, why can’t people sort it out? I feel we are helpless to do that. The family has no will to do it because of ego, because of positions taken by them. I feel very sad and poignant that the institution which has been looked upon by all readers as voice of reason and objectivity, even as mentor and a guide and a sage advisor, is itself is in a helpless position to solve its own problem. Happenings here are similar to happenings in any political party; politics of the worst kind has taken place inside.
In my case, I have a sense of fulfilment that over these 40 years, I have been a part of this great institution. I have contributed to the best of my ability. At least I have taken a principled stand. I am proud to have stuck to my word that I will retire at 65.
Single Page View
