Studies have shown deep-rooted corruption in the Indian administrative system, which adversely affects the day-today lives of common citizens. This article examines the role of e-governance in combating corruption in the delivery of public services. After extensive literature review and assessing outcomes of few e-governance initiatives for improving service delivery in different parts of India, author argues that even though technology assists in instituting transparent, accountable, sustainable, reliable and efficient system for delivery services, it cannot overcome corruption by itself; that will require political will, focused administrative strategy, business process reengineering for simplifying and opening up the system and persistent efforts to ensure that corruption entrepreneurs do not subvert the gains of technology.

He partners with clients in consulting assignments in the areas of corporate governance, business strategy formulation, operating model design, process re-engineering, leadership development, coaching, HR technology and change management. He leads the Board Consulting practice for Korn Ferry Hay Group and works with India's leading boards on corporate governance initiatives. He has created and led India's Best Boards Study in partnership with The Economic Times for three successive editions. Nikhil Kolur is the Lead Consultant of Hay Group's annual India's Best Boards study. in based Mumbai. He has experience in providing business focused solutions to clients in the areas of Organisation Design, Strategic Workforce Planning, Job Evaluation and Talent Management. Nikhil has served clients across a wide range of sectors like Automobile, Chemicals, Energy, Financial Services, Media, Pharmaceuticals, Steel and Telecom. Divya is an Associate Consultant with Hay Group Mumbai office. She has experience in providing business focused solutions in the area of Organisation Design, Strategic Workforce Planning and Rewards and has served clients across a wide range of industries like �Textiles, Real Estate and Financial Services.

India is a multi-religious and multi-cultural society where spiritualism and deep-rooted cultural values are the core strengths of the society. However, with economic transition and growing consumerism such virtues are gradually loosing value and material acquisitions are fast gaining more significance than in he past. This article discusses the process and strategies of governance with special reference to India. It examines cardinal values essential for good governance and within this context the exhortations and directions originating from classical times, a number of impediments responsible for poor governance, widespread corruption including its sympotms and possible remedies. It suggests strategies for good governance for India drawing upon its diversity, local experiences and global best practices as a template suitable to its needs, heritage, tried practices, dominant culture and values.

Translating policy statement ~nto implementation on ground /(/ 1leh~~;:• t~e"intend'ed" h'en~fits 'iS"a major governa~c~ challenge before the public administration. Designing a corruption-free delivery system is an even bigger test. This entails not only making the system efficient, transparent, accountable, consistent and responsive but also requires to plug all possible opportunities to negotiate and engage in corrupt practices. £-governance offers tools to achieve this objective, which would require clear understanding of the delivery system and making that simple, focussed, interactive and beneficiary-centric. In this article the author discusses his first-hand experience in designing and operationalising such a system.

There is an increased awareness and activity about the need for ongoing capacity building and investing in the competencies of the bureaucracy at all levels. But no such need is being felt about the last mile deliverer (LMD) of the services in various schemes who shoulders a major responsibility in the successful implementation of such schemes. Responsible for collection of the ground level data, s/he is also entrusted with the tasks of identifying beneficiaries, administering the scheme against odds like weather conditions, local politics, local culture and mindsets, past experience of beneficiaries, beneficiary apathy, over-emphasis on targets, availability of appropriate materials in time, etc. There is a disproportionate emphasis on creating several systems of checks and balances for procurement, quality and standards, yet the same rigour is not maintained in choosing/selecting, nurturing and capacity building of these grassroots level functionaries. To ensure successful delivery of government schemes, a skilled and motivated team is needed and to ensure this, appropriate HRM strategies need to be developed and applied at the cutting edge level.