It is a great opportunity for me to share the inspiring life of Vikram Sarabhai who was at the same time a scientist, an innovator, an educator, an institution builder, a contributor to management technology and a patron of the arts. It is really challenging to do justice in summarizing his multi-dimensional personality in one lecture. Although his contribution is significantly recognized as father of Indian Space Programme, he was one of builders of modern India. He created not less than 40 institutions and agencies in the diverse fields as science, industry, management, and education. I have planned to touch some special aspects of multi dimensional personality of Dr. Sarabhai who was instrumental in building modern India. His efforts to take benefits of science & technology to common people was driven by his conviction of life. As a scientist he always emphasized to innovate and create as per need of community. In the later of lecture, I will spend some time talking about mission Chandrayaan-2 emphasizing on complexity of soft landing and later developments after losing contact with Lander Vikram.

1. Speaker
Lalit K Shukla
Assistant Professor,
Faculty of Physical Sciences
Institute of Natural Sciences & Humanities
Shri Ramswaroop Memorial University
celebrating
centennial birth anniversary
Seminar Hall (007) B1 Block, 9th Sep 2019, 15:30 IST

2. Vikram Sarabhai – The Institution Builder

3. "There are some who question the
relevance of space activities in a
developing nation. To us, there is no
ambiguity of purpose. We do not have the
fantasy of competing with the
economically advanced nations in the
exploration of the moon or the planets or
manned space-flight. ”
"But we are convinced that if we are to
play a meaningful role nationally, and in
the community of nations, we must be
second to none in the application of
advanced technologies to the real
problems of man and society."
Vikram Sarabhai The Visionary

4. “I was immediately struck by Dr.
Sarabhai’s warmth. There was none of the
arrogance or the patronising attitudes
which interviewers usually display when
talking to a young and vulnerable
candidate. Dr, Sarabhai’s question did not
probe my existing knowledge or skills,
rather they were on exploration of the
possibilities I was filled with. He was
looking at me as if in reference to a larger
whole. The entire encounter seemed to
me a total moment of truth, in which my
dream was enveloped by a larger dream of
a bigger person…”
Kalam describing his first encounter with Sarabhai
Vikram Sarabhai - The Mentor

5. “Many people suppose that there
is the absence of the imaginative
and intuitive element in the
pursuit of science in contrast to
philosophy, literacy or artistic
endeavor. This surely is fallacy.
What distinguish the scientist is his
compelling urge to test his
concepts in terms of observations.
He is ready to let his castle
crumple to dust in the results of
experiments.”
Vikram Sarabhai - The Scientist

6. “I suggest that we consider leadership in
science to achieve the following: First, to
foster creativity and an interest in getting to
the core of problems, relegating for the
moment an empirical approach. Secondly, to
provide experience on a wide scale, whereby
men can understand the back-drop in front of
which he operates and can evolve values and
ethics consistent with the real constraints
imposed by his environment. Thirdly, to
provide the application of science and
scientists to the diverse practical tasks of
society, that of building the economy, of
creating a desirable social environment and to
problems of fields such as national policy,
security and defense.”

7. “There is no leader and there are no led. A
leader, if one chooses, to identify one, has
to be a cultivator rather than a
manufacturer. He has to provide the soil
and the overall climate and the
environment in which the seed can grow.
One wants permissive individuals who do
not have a compelling need to reassure
themselves that they are leaders through
issuing instructions to others; rather they
set an example through their own
creativity, love of nature and dedication to
what one may call the "Scientific method".
These are. the leaders we heed in the field
of education and research.”

8. “To create conditions under which
science and scientists can be applied
to the real problems of society, we
must encourage scientists to interest
themselves in problems outside their
fields of specialization. To be sure,
the opinion of a scientist should not be
given special weight in fields other
than his own. However, a person who
has imbibed the ways of science
injects a new viewpoint into a situation;
hopefully, he may also offer a degree
of enlightenment on the approach to
problems, and thus provides a
valuable kind of leadership.”

9. “In implementing change,
we must apply ourselves to
people before we
can apply ourselves to
problems. The biggest
obstacle to innovation most
often arises from social
factors within organizations
rather than from the
absence of technological
know-how or equipment..”

10. “A person who has imbibed the ways of science injects into a situation a new
way of looking at it, hopefully perhaps a degree of enlightenment with
regard to the approach to problems and this provide leadership which is
valuable … Through experience we know the conditions of work in India
within our own specialized scientefic fields rarely match the facilities availble
in several other countries ... Some get frustrated striving against heavy odds.
Others leave country. But those that can apply their insights to the problems
of the community and of the nation discover an exciting area of activity
where effort is rewarding even while the result show slowly.”
Vikram Sarabhai, May 1966,
International Symposium of Science & Society in South Asia
at Rockefeller University, New York

11. “There is need to understand that there is a shift from simple to complex
technologies, from stability to Innovation, from experience based knowledge
and skills to highly conceptual knowledge. The understanding of this change
means the recognition of socio-technical systems rather than a mechanistic
organisation structure, the recognition that highly trained and professional
groups have different needs and motivations, the realisation that hierarchical
structures and systems need to be minimised and that the concept of control
is inherent and contained in professional commitments rather than exercised
from outside.”
Vikram Sarabhai, December 1967,
Bhabha Memorial Lecture
at Institution of Telecommunication Engineers, New Delhi

12. Absolute right and wrong do not exist in the values of
those who have understood the Upanishads or those who
have followed the concepts of relativity.