But then Vittal would probably never have his portrait done. He is far too understated for such grandiloquent gestures. He prefers to be the backroom boy providing ideas and ideas about how these ideas can be put into action.

Most of his ideas revolve around efforts to make life easier for people. As the development commissioner of Kandla Free Trade Zone, he ensured that exporters were not harassed by cumbersome procedures. As the secretary of Department of Electronics and Secretary of Telecommunications, he made extra efforts to make Government and Industry work closer together. As head of Public Enterprises Selection Board, he initiated policy changes which made the selection process transparent and time-bound.

Even thoughthe 1960-batch IAS officer likes to be known by his work and not his words, he does not hesitate to voice his opinion on some of his pet subjects. He is one of the few bureaucrats whose views have been independent of the files in front of him or the ministers above him. In fact, there were times when he fell foul with his bosses. Former telecom minister Sukh Ram did not like him because he was not a convenient secretary.

But all this didn't faze Vittal unduly. Ever since his retirement, he has continued to pursue his fascination for telecom and information technology. His frank views on the subject made known by the newspaper articles he wrote caused policy makers to think twice about the decisions they took.

A reformer at heart, Vittal is also pragmatic executor. So while management principles guide his thoughts, the Gita guides his actions. In an article written for The Indian Express last year, the straight-talking Vittal accepted that resistance from bureaucrats was hurting the reforms. Butinstead of being a defeatist about it, he said that the challenge was to make the system work for the new policies. ``We have to use only these (bureaucrats) who are already part of the system to manage the transition,'' he wrote.

As the new Chief Vigilance Commissioner (CVC), this belief of his will be severely tested. He will have to use the bureaucratic system to work against its vested interests. With the links between bureaucracy and vested interests growing at a fast clip it will take all his skills to make a difference.

He could also be handicapped by the manner in which the government rushed through an ordinance to grant the CVC statutory status. That there is still some ambiguity on the exact size of the CVC will also be a drag. But these disadvantages will be more than made up by the independence granted to him by the law.

For Vittal, his new responsibilities don't require him to tread on new ground. In his two years as the chairman of the Public Enterprises Selection Board, there were manyoccasions when he would be upset with the functioning of CVC, in its old avatar. He could not understand why vigilance clearance took so much time. The careers of many public sector professionals were hurt because of such delays. He was also acutely aware that the CVC was being used to settle scores and restrict performers. Complaints against officers would peak at the time of their promotions or interviews. He then made a suggestion to the Government not to entertain complaints if they were made up to six months prior to the circulation of a vacancy. It was accepted and it became a policy.

The CMD of a large PSU reveals that Vittal did not like candidates to be harassed on grounds of allegations. When a fellow panelist in an interview grilled the candidate about an investigation of a commercial decision taken earlier, Vittal stopped him. ``Our job is to evaluate his performance and not investigate sundry charges,'' he is believed to have said. Now given his enhanced powers as CVC, Vittal is likely to bringhis methodical approach to investigations.

To the extent that he has little experience in such matters, his choice as the CVC did raise eyebrows. But then the CVC is expected to oversee the working of the CBI and the ED, and appointments to the the top positions in these bodies. This is something that he should relish doing.

His faith in mankind is touching. And would appear impractical, impossible and even naive to the cynic. Vittal believes that every person's natural tendency is to be honest and efficient. It is the environment which corrupts him. Scarcity of services and goods, lack of transparency and delay in procedures were some of the factors that breed corruption, he feels.

Though some of his former colleagues say that Vittal stands tall when there is no breeze. But if he faces strong opposition from the top, he records his protest, backs off and lets his superiors have their way. ``He does not pick unnecessary fights with the bosses,'' says a former colleague. But in his new position, he willhave no boss -- only the Parliament to answer to.

Governments in the past have thoroughly misused the CBI and the ED. These organisations have been glorified or pilloried by politicians as the case may be. When a political enemy is charged, the agencies are considered to have done a good job. But when friends are caught, they are swiftly termed as pro-active and vindictive.

Vittal will have to bring some credibility to these institutions. Such a task would required more than a mere talent in public relations, it will require strength of character and will. He will have to act as a buffer between the government and the investigators. He will have to face flak from the Government if he does not toe its line. What's more, officers in both the agencies will try to undermine him, if he upsets applecarts. Vittal will have to choose how he conducts himself. He could choose to be nice to both sides, or tough with both.

Fighting corruption is not an easy task. Especially if it is an anti-corruption agency thatproves corrupt. Vittal will have to read and re-read his Gita and Alvin Toffler to light some fires under some seats.