Ahmedabad:  Shri Alok Kumar, Joint General Secretary of the Rashtriya Swayamsevak Sangh (RSS), detailed the current leadership’s aggressive strategy to engage all segments of Indian society, including ideological opponents and leaders of rival political parties.

In his comprehensive address during a four-day lecture series organized by Bharatiya Vichar Manch to mark 100 years of RSS, Shri Alok Kumar revealed that the current Sarsanghchalak, Dr. Mohan Bhagwat, dedicates a significant portion of his schedule specifically to bridge ideological divides as the organization approaches its centenary.

Alok Kumar emphasized that the Sarsanghchalak’s engagement strategy is rooted in the goal of achieving “100% saturation” across the entire nation. To achieve this unprecedented reach, the leadership has determined that “no class or group should be left out”.

Kumar affirmed that the Sarsanghchalak himself “continuously meets those people in the country who we generally assume are not supporters of the Sangh”. Furthermore, this outreach extends directly into the political sphere, as the Sarsanghchalak “also meets people from many other political parties”. It is “not appropriate to name many” of these individuals, he added.

This commitment to wide-ranging dialogue reflects a deliberate move to integrate the RSS into the fabric of the entire Bharat.

To underscore the seriousness of this strategy, Alok Kumar provided a quantitative measure of the Sarsanghchalak’s commitment to external engagement.

He revealed that approximately “100 days (100 days) of the Sarsanghchalak’s time during the year are dedicated solely to meeting people separate from the Sangh or attending their programs”. This intense focus demonstrates the “great spread of vast contact” that the organization is achieving.

The speech also highlighted organizational mechanisms for working alongside individuals and groups despite ideological differences, particularly through issue-specific activities.

For instance, the Sangh’s Environment activity (Paryavaran activity) provides a common platform. The leadership encourages collaboration by making a clear distinction: “Our differences regarding the Sangh’s ideology may exist… but on the environment, you are working and we are working, so come together on this issue. Leave the rest,” the speaker recounted. This approach aims to unite various forces on uncontroversial subjects of national importance.

More from address

Alok Kumar  delivered a deeply detailed account of the organization’s trajectory during and after the tenure of the fifth Sarsanghchalak, K. S. Sudarshan ji (2000–2009). The address, part of a lecture series on Sangh leadership, highlighted Sudarshan ji’s profound intellectual capacity, his unique management of organizational duality, and the subsequent drive under Dr. Mohan Bhagwat to achieve total societal saturation.

A Leader of Rare Intellect and Simplicity

Kumar described Sudarshan ji as a highly talented individual (pratibha ke dhani) who held a B.Tech degree and was born in Raipur, Madhya Pradesh. His intellect was remarkable, having “memorized countless books“ and possessing familiarity with nearly all Indian languages.

Despite his deep knowledge, Sudarshan ji maintained profound simplicity. An anecdote from his funeral in 2012 cited a retired CISF security guard who declared, “I am retired from service, but I can never be retired from Sudarshan ji”. Another security colleague commented that the “joy of working is finished“ after his passing.

This simplicity was balanced by a stringent adherence to principles. Shri Kumar recounted being reprimanded by Sudarshan ji for filling a water glass completely. The Sarsanghchalak would deliver a “three or four minute lecture“ on the importance of only taking what is needed, arguing that anything more would be an “unnecessary wastage of water“.

Sudarshan ji was known for continuously using quotes (ukttiyon ki ukttiyan), including English, Sanskrit, and Hindi sayings. He introduced the Amrut Vachan booklet to encourage every swayamsevak to use the sayings of great men.

Organizational Duality and Perfection

Sudarshan ji, who became a pracharak in 1954, held the extremely rare distinction of serving concurrently as both the All India Intellectual Chief (Akhil Bharatiya Bauddhik Pramukh) and the All India Physical Chief (Akhil Bharatiya Sharirik Pramukh). Kumar asserted that those who spent time with him felt he was born specifically for whichever role he was holding, due to his level of “perfection” and “proficiency (nipunata)”.

His physical leadership led to the introduction of the wider aspects of Yoga (Pranayama, Dhyana) to the Sangh. When the subject of Judo Karate arose in the 1970s, he ensured that Indian martial arts traditions, such as Kalari in Kerala, were studied and subsequently taught by seven or eight trained workers. He was also an expert in Ghosh (the band).

Historic Dialogue with All Communities

During his tenure (2000–2009), Sudarshan ji initiated dialogues with all communities—Sikh, Jain, Muslim, Christian, and Buddhist—based on the foundational belief that they are all “people of the Indian tradition” who have simply forgotten their shared ancestry and should be reminded.

• Christian Community: In Kerala, he met with 25 heads of the Christian community, resulting in an “eye-opening conversation”. He insisted that there should be an “Indian Church,“ arguing that while practicing Christianity is fine, the community must prioritize the nation first.
• Sikh Community: In Chandigarh, Sudarshan ji presented a scholarly analysis of Sikh traditions (including Nirmale, Guru Nanak Dev Ji’s legacy, and the Khalsa Panth) that led a Sikh scholar to doubt if “even our Granthis (priests) could explain this much“.
• Buddhist Community: His detailed analysis of Hinayana, Mahayana, Tibetan, North-Eastern, and Neo-Buddhist traditions “astounded“ the community’s top scholars.
• Jain Community: He engaged with saints from all Jain traditions, including Digambar, Shwetambar, and Anuvrat.

Combating Separatism in the North-East

Drawing on his past role as a Kshetra Pracharak in the North-East, Sudarshan ji recognized the region’s complexity and its deep connection to India’s “ancient tradition“. His strategy to combat prevalent separatist movements was two-fold:

1. Cultural Grounding: He promoted local languages (which, though using the Roman script, gained linguistic identity) and encouraged the establishment of culturally rooted schools by organizations like the Ramakrishna Mission.
2. Mass Student Exchange: He implemented a massive program that brought 60 to 70 thousand students from the North-East to live and study across mainland India (Gujarat, Kerala, Karnataka, etc.). This was designed to eliminate the misconception among North-Eastern residents that they were “going to Hindustan” when traveling to the rest of the country, thereby affirming “this is also Hindustan, and that is also Hindustan“. This initiative is credited with having “almost completely eradicated“ separatist movements.

Major Campaigns and Organizational Evolution

Sudarshan ji oversaw two major nationwide campaigns:

1. Rashtra Jagran Abhiyan (National Awakening Campaign): In 2001–2002, small booklets of former Sarsanghchalaks’ speeches were distributed, reaching over 3 lakh villages.
2. Guruji Birth Centenary (2006): This campaign featured the Social Harmony Meeting (Samajik Sadbhav Baithak), defined as a comprehensive effort to awaken the “Seven Righteous Forces” (Sapt Sajjan Shakti) of society. These forces included various caste heads, Sadhus (estimated 35 lakh in India), heads of NGOs (over 6 lakh registered), religious organizations (representing approximately 70% of the adult population), and heads of festival committees (e.g., 5,000 Durga Puja committees in Kolkata). These meetings successfully brought in approximately 90% of people who were outside the RSS’s direct contact, representing 70–80% of Indian society.

Under the current leadership, the debate, initiated by Sudarshan ji, regarding the change of the uniform from shorts (nikkar) to full trousers (pant) was finalized. This decision was explained not as a change in principle, but as a move towards the goal that “the Sangh and society should become one“. The identity of the swayamsevak must be demonstrated by their “social conduct“ and not the uniform itself.

New gatividhiyan (activities) were initiated or amplified, including Paryavaran (Environment), Kutumb Prabodhan (Family Awakening), Samrasata (Harmony), and Gram Vikas (Village Development). The Vishva Mangal Gau Gram Yatra resulted in the establishment of over 5,000 gaushalas (cowsheds) and the recognition of cow’s milk as a branded, valuable product.

Organizational departments expanded significantly: the Seva Vibhag (Service Department) now protects 2,000 affiliated organizations; the Prachar Vibhag (Publicity Department) now tracks global and national events across all media and ensures Jagran Patrika reaches over 5 lakh villages; and the highly systematic Sampark Vibhag (Contact Department) now reaches top dignitaries across all fields nationally and down to the village level.

The Ram Mandir Fundraising: Half of India Contacted

Alok Kumar detailed the massive fund collection drive for the Ram Mandir construction during the COVID-19 period. Despite immense economic difficulties and worker skepticism, the drive was highly successful. The campaign strictly adhered to transparency, only accepting funds via check or coupon.

The organization refused large offers (including several from groups willing to build the entire temple, exceeding the original ₹1,500 crore budget). The total collection reached nearly ₹3,000 crore (three arabs).

The drive contacted 12 crore 60 lakh families—approximately half the population of India—making them participants in the construction effort. The subsequent Prana Pratishtha viewing reached 30 to 50 crore people concurrently, marking it as the world’s largest concurrent program on a single subject.

Goal for the Centenary: 100% Saturation

Alok Kumar concluded by outlining the current leadership’s ambitious organizational goal for the upcoming centenary year: reaching 100% of the population.

This involves ensuring contact in all 6.5 lakh villages in India (up from the current 5 lakh) and increasing household outreach beyond the 20 crore homes previously contacted. The five planned societal transformations are not momentary movements but are intended to run continuously for the next 20 years, establishing the RSS as the organization of “the entire Bharat”.