Lal Bahadur Airi, General Manager, Gorkhapatra Corporation
When we began our careers, journalism could hardly be considered a job. At that time, Nepali journalism had not yet taken a professional shape, and journalism in mofussil (outside capital city) was viewed more as a hobby than a profession, essentially a form of social service. My first news story was published in Doteli Aawaz, a weekly newspaper based in Doti. After practicing journalism for three years with Doteli Aawaz and other publications, I was appointed as the Dadeldhura correspondent for the National News Agency on Shrawan 26, 2063 B.S. In terms of an official appointment, this marked the start of my professional career.
The first few years were extremely challenging due to the armed conflict and political transition. We faced strict media controls during the King’s direct rule, while the Maoist insurgency made reporting from the districts particularly dangerous. However, following the 2006 People’s Movement and the restoration of democracy, the environment gradually improved, and journalism began to professionaliae. As the field expanded in influence, access, and importance, it created significantly more opportunities for those within the industry.
Driven by the passion
There were very few media outlets where one could work, even without pay. There were hardly any organisations willing to receive news even if the journalist personally covered the fax and phone expenses. Due to the dismal state of press freedom, the field was highly risky; reports of journalists being abducted, killed, beaten, or displaced were almost daily occurrences.
In such circumstances, it is difficult to fully express the challenge of entering journalism immediately after passing the SLC, relying only on basic training. Nevertheless, that environment and those limited opportunities provided a chance to learn journalism firsthand and to better understand society. Through continuous practice, I gradually acquired the necessary knowledge and skills, coming to realise the true significance and purpose of the craft. Those early days instilled a strong motivation to work toward social transformation.
There were times when I considered alternatives outside the field due to professional uncertainties. However, once you enter journalism, it becomes an addiction that very few can truly leave. For more than two decades, I have remained actively involved in journalism across various fields and roles. Simultaneously, I have continued to be active in other forms of social work.
Academic journey
While sustaining my career in journalism, I pursued my education in parallel, progressing from SLC through to an MPhil. Currently, I am undertaking a PhD alongside my professional work, while also remaining actively involved in teaching and research.
Additionally, I served as a coordinator for the Peace Committee, contributing to conflict management and reconciliation efforts. By chairing a School Management Committee and holding leadership roles in various organisations, I have remained consistently engaged in social work throughout my journalistic career.
Transformation in media landscape
I have had the opportunity to work across all three media platforms, print, radio, and television, engaging in every aspect from reporting and editing to managerial leadership. Practicing journalism through diligent effort despite limited resources and manpower, I have experienced both the bitter and sweet realities of the field. The essence of these experiences is that as society has evolved, the dimensions and practices of journalism have shifted fundamentally. Journalism, which once resembled a voluntary service, has transitioned into a professional and commercial industry.
Technological advancements have streamlined journalistic work. From an editorial perspective, content selection and presentation have undergone significant transformations. However, the impact and credibility of published and broadcast materials face increasing threats. From a managerial standpoint, the availability of skilled human resources and infrastructure has improved. In the immediate context, however, economic contraction remains a serious crisis for media management.
Spearheading managerial responsibility
Gorkhapatra Sansthan stands as the nation’s oldest media institution, with the history of Nepali journalism intrinsically linked to its publications. Throughout South Asia, there are very few state-run media houses of such vast scale. Due to its size and nature, its managerial dimensions are as unique as the work it produces.
Managing seven publications and a substantial workforce is undeniably complex. Procedural intricacies and a traditional working style have historically challenged the institution’s ability to remain result-oriented. However, by addressing these issues systematically, we have been striving to enhance the efficiency of the institution’s management.
Through a transformation in both mindset and operational approach, efforts have been made to institutionalise performance. We have primarily focused on the integration of modern resources and technology, the cultivation of collective leadership, fostering a sense of ownership in decision-making, and the implementation of results-oriented management practices.
In Nepal, public institutions are frequently perceived as poorly managed, with some even facing closure for that reason. Gorkhapatra has not been immune to such criticisms. To bolster managerial efficiency, we have embraced technology, specifically implementing the Integrated Office Management System (IOMS) introduced by the Government of Nepal. Initiatives have been launched to make the institution’s operations more technology-friendly. High priority is placed on the timely capacity development of employees, with a rigorous emphasis on elevating work quality. Furthermore, internal good governance has been promoted. Responsibilities are now assigned based on individual capacity, and improvement measures are adopted based on performance and tangible results.
Governance and management framework for Public Corporations
Public institutions have struggled to function in alignment with the evolving needs and demands of society. Their performance remains largely tethered to traditional methods, while irrelevant policies, outdated laws, and procedural complexities have directly hindered operational effectiveness. Because the approach remains process-driven rather than results-oriented, public service delivery has become significantly weakened.
With the development of contemporary policies, modernised laws, and an enabling environment, public institutions can achieve greater efficiency. In many instances, obsolete and irrelevant legal frameworks have become obstacles themselves, making it difficult for public bodies to operate effectively. Consequently, it is necessary to eliminate legal overlaps and ambiguities while transitioning toward a results-oriented management approach.
Key milestones
Our most fundamental priority is the quality of our publications. As a state-owned media organisation, we are often criticised as being merely a government mouthpiece. However, recent market feedback suggests we have successfully shifted that perception. Since assuming leadership, we have adopted a ‘public voice first’ policy for our content, while modernising design and presentation to meet contemporary standards.
To strengthen the institution financially, we have implemented market-oriented strategies. Despite a challenging national economy, the institution has remained profitable. A Ministry of Finance review report shows that over the past three fiscal years, our business volume and profits have increased annually. By transitioning from a passive model to a professional, proactive business strategy involving direct agreements, Gorkhapatra Sansthan has doubled its publication business. Furthermore, a new set of regulations has been formulated and implemented to drive policy reform.
For the first time in the history of Gorkhapatra Sansthan, an organisation and management survey has been formally approved and executed, allowing employee recruitment and promotion to resume after a nine-year hiatus. Additionally, I conceptualised and proposed the Gorkhapatra Academy to enhance quality across the entire journalism sector. We also became the first state-owned communication entity to affiliate with the Social Security Fund, enrolling 180 employees into the SSF.
Meanwhile, arrangements have been finalised to operate the employee welfare fund, which had remained in limbo for nearly eight years. Very recently, we organised the Gorkhapatra Discourse to address uncertainties following the Gen-Z movement and to stimulate investment. Held for the first time in the institution’s history, this event convened government representatives, the private sector, policymakers, and other stakeholders for a comprehensive dialogue. It proved instrumental in rebuilding confidence within a private sector shaken by the Gen-Z movement and has revitalised hope among investors. Furthermore, the programme has directly reconnected our publications with society through both language and engagement.
We have established a modern laboratory at the Sansthan to digitise our archival publications. Most editions of Gorkhapatra and The Rising Nepal have already been digitised, and we are in the final stages of developing a server system for public access. Additionally, we are establishing the Gorkhapatra Museum to preserve and showcase historic artefacts from our past. To summarise, my tenure has seen the accomplishment of historic and vital tasks, including the enhancement of publication content, the introduction of constructive journalism, administrative reforms, infrastructure development, employee skill building, and policy improvements. Many of these initiatives represent first-of-their-kind milestones in the corporation’s history.
Narratives and the reality
Public institutions in Nepal are not entirely immune to political influence, and at times, this reality applies to us as well. However, such challenges can typically be addressed and resolved through rational communication. Gorkhapatra Sansthan is a public institution established by an Act that explicitly defines it as a fully autonomous organisation. While there is a history of traditional perceptions viewing the institution as an extension of the state apparatus, there is currently no obstruction or hostile pressure hindering our commitment to professional excellence. Even if such pressure were to arise, it remains in the best interest of the institution to politely yet firmly decline it.
We often invest too little in management while expecting high returns. Similarly, we have yet to fully embrace the potential of modern resources, tools, and technology. Our managerial perspectives and practices remain largely traditional and ritualistic. Only when these foundational aspects are transformed will it be possible to fully adopt and implement modern modes of management.
Future endeavours
Due to these inherent challenges, achieving tangible results within Nepal’s public institutions can be difficult. However, my experience leading Gorkhapatra Sansthan and various other organisations suggests that transformation is possible through honesty and dedication. Only the right synergy of integrity and capability can yield excellent results, requiring both self-confidence and a positive mindset.
In Nepal, the position of General Manager is typically associated with a specific age and level of experience, yet I had the opportunity to assume this responsibility at a younger age than expected. I am likely the first person in the institution’s history to serve as General Manager so early in my career. Nevertheless, I brought with me the experience of successfully leading a dozen social organisations. The knowledge and insights gained here are significant, and I intend to leverage this experience effectively in any future role I undertake.
