Defence Industry

Steering India's Military Capabilities
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Issue Vol 23.3 Jul-Sep2008 | Date : 12 Feb , 2012

Intelligence

In warfare it is said that a ‘pair of good eyes can often be better than thousands of soldiers’. Despite having suffered on account of poor intelligence in all the wars that we have fought, little has been done to address the weaknesses of our intelligence agencies. All intelligence organisations-civil and military should be subjected to total overhaul. The incremental changes that we have been implementing have done little to improve matters. Reliance on the intelligence fraternity serving or retired to come up with proposals for reforms is unlikely to help.

Structures for National Security Management

The formulation of our defence strategy and the oversight of our defence preparedness has never been given sufficient importance. Precedents were set in the first decade of our independence, and ever since, no prime minister or defence minister has had the confidence or the inclination to bring about meaningful changes in the management of national security.

Military_Capability_VIZAGAfter many years of debate, we did set up the National Security Council, and also appointed a National Security Adviser. This organisation has now functioned for about eight years and would have seen two governments. Some observers believe that the functioning of this institution requires review. They believe that in practice the concept has lost direction and some serious distortions have crept in.

After the Kargil war, based on the Group of Minister’s recommendations the Government accepted the concept of the ‘Chief of Defence Staff’. It then proceeded to set up the Integrated Defence Staff, but, when the time came it did not appoint a Chief of Defence Staff for all the wrong reasons. Ostensibly, the appointment was not done because of the Air Force’s opposition to the concept. But in reality many believe the main reason was the bogey of military takeover. Whatever are the reasons it is time to revisit this subject. Right now the headless Headquarters of the Integrated Defence Staff is a monumental waste. If the CDS is not to be appointed we might as well wind up this organisation.

Defence Industry

The vital importance of a vibrant, modern and thriving defence industry to a country’s defence preparedness requires no emphasis. For the last seven to eight years the government has demonstrated its awareness of this requirement but has been somewhat hesitant in taking the steps it knows necessary, to catalyse our domestic defence industry. Precious time is needlessly being lost. Some hard decisions are necessary but they must be taken-and soon.

Conclusion

The umbilical link between national security and defence preparedness has never been fully absorbed by our political leaders and those on whom they have depended for advice. Over the years they may have learnt to somewhat understand diplomacy-but not defence. So how can we correct this infirmity?

The only way ahead is to reduce, if not eliminate intermediaries between the political leaders and their military advisers. On all security and defence-related matters the Prime Minister and the Cabinet Committee on Security must directly consult the defence forces. The National Security Council and the MOD have important roles to play but what must be practiced is that all security and defence-related decisions are taken in the presence of service representatives.

Despite a hostile security environment we have neglected defence preparedness. Consequently we have paid a heavy price.

So far the people have not seriously held our leaders accountable. But with growing awareness and the emergence of a very dynamic media the future will not be as forgiving. Our leadership must awaken to this reality.

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The views expressed are of the author and do not necessarily represent the opinions or policies of the Indian Defence Review.

About the Author

Lt Gen Vinay Shankar

Lt Gen Vinay Shankar, former Director General Artillery.

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