An Interview with DR. Baby Rao Kuchipudi

Former Additional Director General of Police (ADGP), Government of Madhya Pradesh

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Dr. Babu Rao Kuchipudi is a former Additional Director General of Police (ADGP), Madhya Pradesh. Dr. Rao held key positions over his over three-decade long career, including the Inspector General of Police-Criminal Investigation Department (IGP-CID) and the Chief Vigilance Officer of the Bilaspur-based South Eastern Coalfields Limited (SECL).

Following his retirement, Dr. Rao has remained deeply engaged in civil rights advocacy. He currently serves as the National President of the Civil Rights Initiative Internationale (CRII), a non-governmental organisation dedicated to upholding civil liberties and social justice. In this role, he has been a leading voice on the issue of constitutional rights for all citizens

In this conversation with The Policy Edge, Dr. Kuchipudi reflects on the realities of learning in civil service, the challenges of adapting to diverse regional contexts, and the areas for police reforms in India.

Given your background and training at institutions such as the National Police Academy, how do you see the relevance of that preparation once an officer enters field service?

My studies in political science and training at the National Police Academy gave me a solid grounding in the principles of administration, governance, and law.But once you step into field service, classroom lessons quickly give way to real-life complexities. The service shows you that genuine learning happens outside training halls, in unpredictable and diverse situations.

Each state – and every district within it – throws up distinct challenges. Officers often make decisions under pressure, and with incomplete information. In those moments, adaptability and judgment matter as much as rules. That does not mean academic preparation is wasted; it provides the ethical compass and procedural framework that must never be compromised.

The real bridge between policy and people is built in villages, police stations, and district offices. Managing law and order during a festival or coordinating relief during floods teaches lessons no academy can fully anticipate.

Ultimately, academies prepare you only partially. What makes an officer effective is the ability to adapt, observe, and keep learning continuously in the field

Madhya Pradesh is known for its diversity in terrain, society, and governance challenges. How have you seen law enforcement strategies vary across the state during your service? 

Madhya Pradesh is a state where geography and history demand different models of policing. It has modern urban centres like Bhopal and Indore, tribal regions in the east, dense forests in the south, and historically challenging areas such as Chambal. Each setting demands its own approach to policing.

Take Chambal, with its long history of banditry and violence. Here, a firm and credible posture is essential to establish the authority of law enforcement. By contrast, in cities like Bhopal or across the Malwa region, citizens expect transparent policing, quick and fair investigations, and services that protect their daily lives without unnecessary coercion. In tribal areas, the priority is different: earning trust and working alongside communities is often more effective than strict enforcement.

The lesson is clear: there is no one-size-fits-all strategy. An officer who simply replicates what worked in one district may fail in another. Success comes from studying local dynamics, listening to community voices, and understanding history and social context – all while upholding the core principle of rule of law. This is not only true for policing but for governance more broadly. Whether in administration, law enforcement, or development, effectiveness comes from adapting institutions to local realities

Transfers are a regular feature of civil service careers. How do officers manage the transition when they are posted to entirely new locations? 

For officers at the level of Deputy Superintendent of Police (DSP) and above, frequent transfers are common, and these bring both opportunities and difficulties. For inspectors and constables, continuity in the same region is usually preferred, as their familiarity with local people and conditions makes them indispensable.

Each transfer resets the clock. An officer arriving in a new area must quickly learn the geography, understand social networks, identify stakeholders, and earn community trust. This is never straightforward. It calls for humility to listen, patience to build credibility, and resilience to persevere.

The division of Madhya Pradesh and Chhattisgarh in 2000 is a good example. The separation was peaceful and driven by administrative necessity, but many officers were reluctant to move to Chhattisgarh at first. The new state presented difficult terrain, inadequate infrastructure, and law-and-order challenges. Yet those who adapted went on to shape new institutions and pioneered approaches to policing in a demanding environment.

Adaptation, therefore, is not just a skill but a lifelong requirement in public service. Officers must remain flexible in method, but firm in principle – always aligning their choices with justice and fairness.

Based on your long experience, how would you describe the unique challenges that Madhya Pradesh faces compared to other Indian states?

Serving in Madhya Pradesh teaches an officer how deeply geography, demography, and social legacies shape governance.

First, with one of the largest tribal populations in India, issues of land, forest rights, and livelihoods are central. Officers often have to balance the push for development – roads, industries, resource use – with the responsibility of protecting tribal communities. This requires negotiation, empathy, and sensitivity.

Second, the state’s vast forest cover creates unique administrative challenges. Policing here often intersects with forest management, wildlife conservation, and resource-based conflicts, requiring close coordination with other departments. These are issues that officers in more urbanized states may seldom encounter.

Third, Madhya Pradesh’s political culture has historically been more respectful of administrative autonomy. While political interference exists everywhere, officers here often find relatively greater professional space to act than in some other states where pressures are sharper.

The larger lesson is clear: each state has its own distinct context. Policies and strategies that succeed in one cannot simply be transplanted into another. Effective governance demands contextual intelligence and adaptability, always anchored in the rule of law.

You have worked extensively on juvenile justice and police reforms. What, in your view, are the most urgent priorities in this domain today?

Juvenile justice is an area that demands constant attention. During my service, I handled cases of children forced into trafficking, begging, or hazardous labour. Protecting children from such exploitation is among the state’s most urgent responsibilities. While the law provides for it, the machinery leaves much to be desired.. Police officers need specialised training to handle such cases sensitively, and coordination with child-welfare agencies must be stronger.

A second priority is improving inter-state police cooperation. Modern crimes such as trafficking and cybercrime do not respect state boundaries, and criminals often exploit delays in coordination. Robust systems of collaboration, real-time information sharing, and joint investigation are critical.

Cybercrime is an especially serious concern. The pace of technological change outstrips the training and equipment available to most police forces. In many districts, police still operate without dedicated cyber cells or forensic capacity. This leaves citizens highly vulnerable and requires urgent investment.

We must also acknowledge what I call the “patronage divide” in the criminal justice system. For the poor, access to justice remains extremely limited. Influential people are often able to secure relief quickly, while the poor may struggle even to get a hearing. Many undertrials end up spending more time in prison than they would have served if convicted, simply because they cannot afford competent legal representation. In some instances, families are not even informed when their relatives are incarcerated. This stark imbalance runs contrary to the spirit of Article 14, which promises equality before the law. Bridging this divide will require systemic reforms that make justice more accessible, transparent, and humane for the most vulnerable citizens.

Finally, police reform remains unfinished business. The 2006 Prakash Singh case, a landmark Supreme Court judgment, laid the foundation for police reform in India by directing states to insulate the police from political interference, ensure independent investigation, strengthen accountability, and enhance professional training. Yet, implementation has been uneven across states. At the same time, growing public pressure for “instant justice” in sensitive cases poses its own risks - it may offer short-term satisfaction but ultimately erodes public trust and undermines the rule of law.

Reforms, modernisation, and professional training are not just about improving policing; they are about strengthening democracy itself. When the police act with fairness and integrity, they reinforce citizens’ trust in the state.

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Views are personal.