The word “community” may be short, but it holds within the weight of our values, heritage, history, arts and traditions. But how does a community actually form? At its core, it is simply a group of people connected by a shared identity or common purpose. In the earliest times, as humans lived in caves and shelters and their families grew, the drive to survive and thrive became stronger. People with similar mindsets began forming small groups. Over time, these groups grew, evolved and gradually spread, laying foundation of community as we know it.
The human thirst for progress has carried us from our earliest beginnings to the moon and across the seven seas. Let’s rewind to the 1950s. In Aden, Yemen, a Kathiawadi man working at a petrol station would spend his days staring across the road at a vast, bustling oil refinery. Perhaps a thought flickered through his mind: “If only I could own a refinery like that”. What a striking contrast, serving petrol on one side while dreaming of owning an entire refinery on the other! It almost seems like a daydream.
Yet, his fierce ambition for progress kept that vision alive. Over time, that Kathiawadi man, Dhirubhai Ambani, rose to become the face of modern India’s business and industry. Dhirubhai’s guiding principle was simple: Growth is life. And in truth, knowingly or unknowingly, humanity has always followed this very principle at some stage in life.
Whether it was a gathering of five, fifty or even five hundred people, it was only natural for conversations about joys, sorrows and daily happenings to take place.
Some of you surely remember the village square, the heart of the community. What went on there? It was a meeting place for everyone: children, adults and elders alike. Children would play and run about, while the elders sat together, sharing stories and experiences. A wide range of issues would be discussed whether undertaking village development initiatives, resolving disputes over field boundaries, or addressing other community concerns. Every matter was carefully considered, and with the guiding principle of “for the welfare of all, for the happiness of all,” people would work together to find fair and agreeable solutions. The village squares brought everyone together. Today, in cities, organisations play this role. Whether for social, religious, or service purposes, these groups connect people with similar values and interests. The farther we live from our homeland, more important these organisations become to our sustenance.
Take Britain as an example. Around 60–70 years ago, as more Indians migrated, caste-based, social, religious, and service-oriented organisations started to emerge. By 1980, over 500 organisations were listed by the Commission for Racial Equality, and even today, hundreds still exist. But how many truly serve the public? Some exist only on paper, some have good intentions but fail in practice, some have big names but little impact and some have no real leadership. Only a few are genuinely active and vibrant, and among these rare, dynamic organisations, our Bharatiya Vidya Bhavan stands out.
This organisation, which preserves and promotes Indian culture, art, values, traditions and heritage, truly represents Indianness. Among the organisations for Indians in Britain, it may be the only one that puts aside all differences of religion and ideology. At its heart, Bharatiya Vidya Bhavan is all about Indianness, nothing else.
Kulapati Kanhaiyalal Maneklal Munshi,a distinguished jurist and statesman, founded this institution. A prominent Congress leader, he played a key role in India’s freedom struggle and took great risks to help integrate Hyderabad into India. Munshiji was also a celebrated Gujarati writer. At the mention of his name, historical novels like ‘Jay Somnath’, ‘Patan ni Prabhuta’, ‘Gujarat no Nath’ and ‘Rajadhiraj’ immediately come to mind. Through these works, Munshiji guided and inspired society in the early twentieth century, offering ideas and values that encouraged progress. This very statesman, K M Munshi, founded the Bharatiya Vidya Bhavan in Mumbai on 9 November 1938, with the support of Gandhiji.
Munshiji’s main objective
According to Munshiji, the main goal of establishing The Bhavan is to preserve and promote Indian values. He hoped that everyone, from members to students, would understand and embrace these values. At a time when technology is taking over the world, he stressed the importance of safeguarding values rooted in our Vedic culture: faith in the Supreme, truth, dedication and self-discipline that purify the body, mind and actions.
He writes that the foundation of our religion is Satyam–Shivam–Sundaram (truth, love and beauty). From our ancestors to great figures like Shri Ramakrishna Paramahamsa, Swami Dayanand Saraswati, Swami Vivekanand, Gandhiji and Sri Aurobindo, all have followed these values throughout their lives. Because these values are part of our nature, we are respected worldwide. Every member of The Bhavan family, big or small, should work to preserve and promote these values in both personal and collective life.
The seed Munshiji planted in Mumbai with such a noble purpose has grown into a banyan tree, now with 119 centres across 20 Indian states. Not just in India, The Bhavan is spreading Indian art and culture overseas as well. The first international centre was opened in London, and The Bhavan also promotes Indian culture in the USA, Kuwait, Doha and Qatar.
Munshiji’s vision was brought to life by The Bhavan’s leading figures, Jaysukhlal Hathi, Ramakrishnan, Leelavati Kanhaiyalal Munshi and their colleagues. They recognised that as the Indian population abroad grew and settlements became permanent, there was a special need for the Bhavan’s work there.
Cultural Ambassadors of India
Around 1968, Leelavatiji, Hathiji and Ramakrishnanji came to London with some initial plans. They already had a few contacts here, and I was fortunate to meet them. They outlined the framework for Bharatiya Vidya Bhavan in London. In 1972, The Bhavan was officially established near Tottenham Court Road, Central London and the bond formed with it back then remains strong even after several decades.
A leading Indian cultural organisation in the UK
In London, the initial responsibility for The Bhavan was entrusted to Mathur Krishnamurthyji. A new country, a new organisation, yet this small seed gradually grew into a huge tree. As The Bhavan’s activities expanded, the need for a larger space became clear. Eventually, a new Bharatiya Vidya Bhavan was established in a church next to West Kensington Station. This church holds historical significance for Indians: Gandhiji lived in this area while studying as a barrister in London and would occasionally join the prayers held there.
From the time the seed of Bharatiya Vidya Bhavan was planted in London until today, I have witnessed its evolution. From my personal experience, I can say that among Indian organisations active in Britain, Bharatiya Vidya Bhavan stands out. It has a unique identity, is truly vibrant, and is the one that could be called a top cultural organisation in the UK.
While other notable organisations have done commendable work over the past 50–60 years, The Bhavan’s contributions to Indians, especially the diaspora, in literature, arts and particularly music, are unmatched. Its Diwali celebration on 22 November was widely appreciated, and you may have read the detailed report in the 29 November edition of Asian Voice.
The secret of The Bhavan’s undisputed success
We know Bharatiya Vidya Bhavan is doing outstanding work, but what is the key to its success? Its strong structure. An organisation’s success depends on how it is organised, its framework, principles, how officials and office-bearers are chosen, and how they work together as a team.
Simply having wealthy people involved cannot make an organisation successful. Munshiji understood this, which is why he designed The Bhavan’s structure with such foresight. After all, he was a jurist.
Any organisation’s written constitution clearly defines the responsibilities of trustees and committees, how they are appointed and how they work. The Bhavan International in Mumbai and its administrators handle all appointments, and every carefully chosen member carries out their duties responsibly.
Monthly meetings review completed work and plan, while ongoing monitoring ensures tasks run smoothly. The accounts are fully transparent, with no financial irregularities. An institution that manages these basic but crucial matters is sure to progress steadily.
Today, at the London centre of The Bhavan, 800 to 900 children and adults are learning music, dance and arts. Bharatiya Vidya Bhavan has earned the trust and support of the local government, the Arts Council, the Indian High Commission, the Government of India and our community in the UK, a remarkable achievement.
The most important point is that the London centre was the first overseas centre of Bharatiya Vidya Bhavan. Even today, it remains the most active and vibrant. I have been closely associated with the London centre from the start. Through Asian Voice, Gujarat Samachar, and personally, we have consistently supported and assisted The Bhavan to the best of our ability. It is our duty.
Dear readers, I am writing in detail about Bharatiya Vidya Bhavan’s purposeful work and smooth management because other organisations could learn from it. Simply starting an organisation or putting up a nameplate does not help the community; you must work, day and night with the organisation’s objectives in mind. There are hundreds of organisations in Britain for the Indian community, but how many are as vibrant as Bharatiya Vidya Bhavan? Think about it, you will see the difference. Whether social, religious or service-oriented, if an organisation does not work for its members, address their problems, or fulfil its founding purpose, it is ineffective and idle. My words may seem harsh, but this is the reality.
Respected humanitarian and educationist, Lord Navnit Dholakia, once wrote in New Life (now Asian Voice) and Gujarat Samachar that, some organisation leaders are content just having their photos taken to show they are working. They form the "photo brigade". Many boast, “I am the president of this, the chairman of that…” and feel self-satisfied. They hold meetings and pass resolutions, thinking work is done. But what truly matters is what you do for the members of your organisation. I would say the same: an organisation should have a single purpose, to serve the welfare and happiness of the community and humanity.
