The author of the following text, A.K Chanda’s “Public Enterprises in India,” begins by drawing parallels between nationalisation of public utilities and participation in basic and key sectors in several countries across the world. It is now widely acknowledged that the rules, regulations, and controls that apply to departmental activities cannot be employed properly in state-owned firms. They must be given the necessary shape and authority in order for them to fulfil the exact reasons for which they were founded. The author makes it clear that the autonomy inherent in any form of public enterprise does not imply that the government’s responsibility and authority are abdicated, rather, the problem is to find systematised and streamlined controls,both executive and parliamentary, in which the essentials are preserved while the irritants are removed, and the undertakings are free to operate without undue delay or hindrance. The author also makes a parallel, claiming that although individuals in control of a private firm have a direct and continuous interest in its efficient and cost=effective administration in order to earn a return on their investment, there is no such incentive in a public enterprise. The author concludes by recommending that, when foreign help is required, the organisation be structured with a mixed ownership structure. Foreign associates should be allowed to invest in stocks up to a quarter of a percent of the company’s stock and be granted a stake in management. Another 25% of the equity capital should be made accessible to the general public for subscription. This policy reorientation should result in greater realism in planning, competence, and a broader interest in management, as well as public confidence in the ability of state enterprises to contribute significantly to the construction of a new India that is both industrially strong and economically viable.