Will INDU Windfall the Simulation Culture in Indian Defence Forces

On 23 May 2013, Prime Minister Dr Manmohan Singh laid the foundation stone of Indian National Defence University (INDU) at Binola near Gurgaon. The establishment of the university was recommended by the Kargil Review Committee constituted on 29 July 1999 to “Review the events leading up to the Pakistani aggression in the Kargil District of Ladakh in Jammu & Kashmir and to recommend such measures as are considered necessary to safeguard national security against such armed intrusions." It took over a decade for the cabinet to accord ‘in principle’ approval in 2010 and then a few more years for laying the foundation stone. Notwithstanding the delay, the University when completed will mark an important step in spread of strategic culture in India undertaking long-term defence and strategic studies and creating synergy between the academic community and Government functionaries. It will promote policy-oriented research on all aspect relating to national security as an input to strategic national policy making and encourage awareness of national security issues by reaching out to scholars and an audience beyond the official machinery. Presently, Headquarters Integrated Defence Staff (HQ IDS), in consultation with the defence ministry is refining the detailed modalities of INDU to include its organisation, hierarchy, staffing norms and curriculum. Expected to be completed by 2018-19, the President of India would be the Visitor, the Defence Minister would be the Chancellor and an officer of the rank of Army Commander from Army (or his equivalent from Air Force or Navy), selected on merit, would be the Vice Chancellor or the President. The faculty shall comprise defence officers and a civil faculty comprising civil services, foreign countries, diplomats, academics and strategic planners.

The University will conduct courses of varying durations on numerous subjects including Wargaming and Simulation. It is proposed to have four colleges, one of them being Indian Institute of Defence Technology (IIDT). A Department of Wargaming and Simulations is slated to be established under the IIDT. Thus, article aims to analyse whether, given the current institutional thought process, INDU can jump-start the proliferation of ‘Simulations Culture’ in Indian Defence Forces. This may be difficult to achieve if the process of establishing INDU continues in the way it is planned now, and would require major implementation changes. There is a strong requirement to address certain major issues about the planned structures and ethos being given to this proposed neonate. Firstly we will review the organisational structure and staffing norms as planned, and then, the establishment of Department of Wargaming and Simulations as part of INDU will be specifically analysed.

Autonomy of the Proposed Institution.

The Prime Minister’s Bulletin board[i] on the proposed INDU states: -
 “It is meant to ensure that our country, our government and our armed forces benefit from the best military advice that is available. It is meant to provide … for our thinkers and policymakers to understand the complexities of war and conflict....(the nation) would then be able to fulfill the vision of the late Dr. K. Subrahmanyam who, in proposing the establishment of the National Defence University, had highlighted the need to educate and adequately prepare national security leaders to enable them to look at security challenges holistically and frame policies based on informed research”.

However, if the proposed university is to be funded from the defence budget and the Defence Minister is to be the Chancellor, it would definitely render it and its departments vulnerable to official interference and administrative inconvenience. The fate of the judgments and adjudications of Armed Forces Tribunal (AFT), which is straining at its leash under the MoD is a case in point. More so, principled intentions notwithstanding, the official functionaries in our country (both military and civil) are well known to be allergic to ‘external advices’, resenting criticism and seldom honouring difference of opinions. It should not happen that the INDU falls in the trap of ‘toeing the line of the master’. Autonomy, not only in leadership but also in ‘funding pattern’ is a prerequisite that will go a long way in liberating the establishment in rendering credibly feasible advice.

Second major issue is that of the leadership of the institution. Heading the institution by a serving ‘Lt Gen’ or equivalent and reservation in the faculties, will render the institution susceptible to manipulations, short tenures and promotion of ‘mediocrity’, rather than ‘meritocracy’ (to quote from South Asian Idea[ii] ). The objective of INDU will be well served if the right person is ‘selected by due process’ to head it, irrespective of the colour of his or her uniform or brass on his or her shoulders. Merit, continuity and relevance of the appointees, rather than their rank should be the key determinant to select the head of this institution. Else, it could be reduced to irrelevance, more akin to a game of ‘musical chairs’ rather than a vital seat to promote, direct and facilitate research and learning.

Thirdly, the recommended structure presumes that the “National Security Research and Advice” is the exclusive domain of “those in the service of the Constitution” alone. It has completely negated the thriving Indian defence industry from policy research and recommendations. Today, it is a known fact that the bandwagon of present day national security runs, amongst others, on the wheels of national economy and industry.Not taking their opinion and advice into account would be self-defeating.

Simulation and Wargaming

Now, taking up the case of research and study in the field of simulations and the establishment of Department of Wargaming and Simulations, it needs to be well understood that the technology related research cannot thrive in ‘rank oriented structures’; else the entire organisation may become hierarchical and breed ordinariness, severely restricting technological research.  Secondly, the world of research in Modeling, Simulations and Wargaming is highly interdependent and networked. No nation can dream of ‘going solo’ in this field and yet remain at the helm of its leadership in the contemporary world. To promote credible furtherance of research in this highly technical field, great deal of independence is needed for the organisation, wherein it must enjoy total freedom to interact with ‘any agency’, within and outside the national borders both in the real and virtual world, by all means – physical, digital and electronic. Such freedom may not be forthcoming, if the structure is attached by an umbilical cord with the MoD, by function a most ‘secretive’ ministry.

In light of the above, the following recommendations are offered: -

Autonomy and Independence:  

Funding of INDU

• Should be independent of the Union Defence Budget.
• It must be created either with a one-time ‘Foundation Corpus Fund’ or allocated a fixed percentage of GDP every year from the union budget.
• Corporate funded research must also be encouraged.

Governance

• INDU must be governed by a Board of Governors, with members each from Army, Navy, IAF, MoD, Defence Industry, Academia, veterans from strategic community etc. and chaired by an elected member amongst the governors.
• Autonomy and total independence in pursuit of research and rendering of advice on security issues must be maintained.

Head of Institution

• President of INDU must be selected exclusively on merit from amongst the applicants – serving or retired.
• In order to render continuity, the person's term of office should not be related to rank held. Once appointed, the tenure should be minimum five years, irrespective of age or status of superannuation.

Selection of Faculty and Researchers

                  a) Faculty:

-Must not be restricted by percentage only from those from the services or bureaucracy.

-Selection must be exclusively on merit from amongst the applicants – serving or retired.

b) Researchers:          

-Besides Defence officers and civil servant, research must be open to all.

-Admission should be based on an entrance exam with no reservation of seats.

-Selection and appointment of researchers should be based only on merit and capabilities.

      c) Interaction with global academia and security             experts  must be encouraged.

Wargaming and Simulations

• A Technology Research Park must be established through a ‘Technology Research and Development Authority’, which should be enabled by a suitable legislation.
• This Technology Research Park must be co-located with INDU.
• The public and private defence industries involved in technical research must be encouraged to be part of this Technology Research Park. Encouragement could be through business prospective incentives and suitable taxation liberties.
• The funding model must have scope for Industry funded research.

Why Encourage Private Defence Industry in Research in Simulation

Success of the Department of Wargaming and Simulations will depend on long-term partnership amongst faculty members, students, and administrators teamed with leaders from business, professional, and governmental communities to apply knowledge in ways that increases opportunity. INDU and its partners will have to invest time, talent, and treasure in ventures that will grow and simultaneously expand research and academic opportunities for students and faculty members. The Department of Wargaming and Simulations will achieve recognition and success through its work in collaboration with the defence simulation and training establishments co-located along with the software industries located in the proposed Technology Research Park. Private industry funding in the research will lead to business spin offs for them.

This synergy will make INDU the regional centre of simulation and training, providing remarkable opportunities for interdisciplinary research and development for INDU faculty members and their students. The Department of Wargaming and Simulations and other departments will contribute their research capabilities and, through their graduates, a significant portion of the highly educated workforce needed by the simulation and training industry. Combined with facilities funded by the state, these partnerships will serve to bind the industry to INDU. The major gains anticipated are

• The Indian Defence Forces and the government will benefit from the academic research.
• INDU will benefit from the real world industry experience. This will also help INDU get more research money from industry investments.
• Where there is research money, it attracts better researchers; where you get better researchers you get more students and where you get more students you get more companies.
• Ultimately, everyone will be training the future workforce.

Conclusion

Any university’s most strategic resource is its people: visionary and dynamic leader, talented faculty and persevering students. INDU will have to be tailored to attract and retain the brightest and best to India’s defence technology community. To achieve this objective, INDU will have to be shaped to nurture and protect efforts that will enable the university to achieve its core mission. INDU will have to become a story of excellence and opportunity, rather than providing sojourns for post-retirement extravagances.

The author is a Senior Fellow at CLAWS

Views expressed are personal