Thursday, September 24, 2015

EMPOWERING THE SMALLER PLAYERS



An incident related by Lt Gen Baljit Singh, a veteran gunner officer that took place as far back as 1974 comes to mind when analysing the role that the MSMEs (Micro, Small and Medium Enterprises) can play in realising the national goal of ‘Make in India’. He was then commanding a SP Artillery Regiment equipped with the ABBOT Field Gun. At that time, recalls the General, 11 of the 18 Guns in his Regiment were declared "out of action” for want of replacements for the electric diode that activated the firing mechanism. This status prevailed for over a year as their was an embargo in the warranty clause that they could not use any derivatives and the spares had not been bid for in the contract. The regiment took the initiative of stripping the circuit and finding a replacement from the Bangalore electronic market for a mere Rs 20/- per piece. The guns were made functional and they all fired successfully in the Annual Practice Camp which was overseen by a Gunnery Instructor who reported that “All 18 guns fired to perfection on all ten days.”

The above incident simply highlights the fact that great capability exists within the country to manufacture a vast amount of equipment and spares required by the armed forces, which as of now is being imported. Let us now take a look at the more recent experiences of an Indian entrepreneur, Mr Sanjay KA, Director CbS. His firm indigenously developed in a period of two months, a ‘high technology engineering component’, which was being imported by one our defence ordnance factories in the hundreds at a price of Rs 30,000/- per piece. In a chance meeting with one of the defence GMs, the latter waxed eloquently on the ‘Make in India’ focus being given by the government to defence equipment. In the course of the discussion, the GM apprised Sanjay of a particular equipment being imported and casually enquired whether such a component could be developed in India, on a ‘No Cost, No Commitment’ (NCNC) basis. Sanjay took a sample and gave him the product within two months, of course on a NCNC basis. This was tested by the ordnance factory and found to be totally suitable. The cost of the equipment was a mere 7000/- which was less than 25 percent of the imported cost and the head of the ordnance factory gave a letter of appreciation to the firm for indigenously developing a high technology product in two months, which was being imported in large numbers. The firm has not taken any money for its prototype nor has it been given any order, but that is not the purpose of relating this incident. It is simply to highlight the fact that a great deal of talent is still lying untapped within the country, which if exploited could give great impetus to the ‘Make in India’ thrust, reduce foreign exchange outgo, increase employment and as importantly, strengthen the defence industrial base of the country.

As of now, India is mindlessly importing hundreds of defence related components which can easily be developed and manufactured by the MSMEs. A question that can legitimately be asked is ‘what prevents Indian industry from manufacturing such equipment on its own’? Apparently, the answer is rather mundane. Indian industry does not know what is required by the user. There is thus a need to make the information available through web sites, display rooms, regular exhibitions, interactions with industry, etc. The government must publicly disclose the information related to parts and components being imported (obviously, without intimating the end use), to enable Indian industry to become a player in India’s defence growth. In all probability, for many of the components, core capability already exists to manufacture such products of similar if not enhanced and superior quality. Only if private industry knows what is needed, will it be in a position to produce the same. As of now, in the name of secrecy and national security, Indian industry is not aware of what is required. The only people to benefit from such a situation is obviously the import agents, most of whom know how to tweak the system to their advantage. Thereafter, if the equipment is suitable and cost effective, there must be a commitment to buy the same. This would require a change from NCNC to NCFC - No Cost Full Commitment.

As of now, the Directorate of Indigenisation in the Army Headquarters compiles information pertaining to imports. However, this pertains only to direct imports. The Directorate has no mechanism to capture the imports by ordnance factories (OFs) and defence public sector undertakings (DPSU). Obviously, something needs to be done to provide all information in a format conducive for taking business decisions i.e. grouped for electronics, rubber parts, machined components etc. with approximate annual requirement and target price. This falls within the purview of the MGO’s Branch, which should take corrective action.

A suggestion given by Mr Nalin Kohli, President, Association of Small & Medium Knowledge Industries and Member, National MSME Board, is that the principles that apply to ‘Make Procedure’, should apply to indigenisation contracts also. In the former, (where only large companies can participate), two important principles are incorporated. First, 80 percent of the development cost is borne by the Government and second, there is an assured initial order/s. As of now, revenue purchases are governed by Defence Purchase Manual, which has a provision for paying 80 percent of development cost but there is no provision for an assured order. However, even the provision for a 80 percent development cost has not been used even once. Mr Kohli suggests that if make principles are incorporated in indigenisation orders and made applicable to MSMEs doing development work for armed forces, ordnance factories and PSUs, it could lead to a sharp increase in the indigenous content of defence procurement.

Evidently then, if MSMEs have to come into their own, they need conducive policies which will enable growth. There is an information vacuum which must be filled, to at least let industry know what is required. That is the first step. Once Indian industry is aware of what the defence sector needs and is provided information of the components that are being imported, it would be in a position to step in to fulfil the requirements. But that is only the first step. There must be firm commitments to buy the products, once they are found to be of the requisite quality and of reasonable cost, otherwise there is no incentive for the manufacturer to invest his time and resources. The government could also step in with financial assistance for the development of components for which policies must be framed.

From the user point of view, quality control is of prime importance. Replacing imported items with indigenous manufacture is only worthwhile if the items perform to the desired standards. The Army has had bad experience of indigenised components manufactured by ordnance factories and that acts as a dampener, besides losing confidence in own products. A recent report in the Financial Express states that US defence major Boeing has terminated a contract with state-run Hindustan Aeronautics (HAL) for component supplies to the former’s war and commercial planes being inducted into the Indian Navy. This decision of Boeing came after repeated reminders to HAL about its “poor quality” of production. Evidently, better strategies are required by India’s policymakers in order to bolster the order books of defence PSUs.


Finally, MSMEs do not have the clout of large companies. It is important that they collectively address the issues that concern them, and also use the MSME Ministry in the Government of India to act as an evangelist. We are at a defining point in our history where the nation has a political leadership that is focused on taking the nation forward. It is now for the other players to also do their bit in this effort.

Published in SALUTE Magazine - JUL-Aug 2015

Sunday, September 6, 2015

Looking Back at the 1965 War

In the early hours of 6 September, 1965, exactly half a century ago, three divisions of India’s XI Corps, crossed the International Border in Punjab and in pitch darkness, moved towards the Ichhogil canal. The news was flashed across the world, with newspaper headlines of 6 September announcing, “Indian Army Crosses into Pakistan–Indian Forces in Vicinity of Lahore.” The second Indo-Pak war had begun.

Why did India and Pakistan go to war in the Autumn of 1965? A conflict was not in the interest of either country and no major world power wanted an escalation of tensions in this part of the world. Yet, for the perceptive observer, the signs of conflict were all to visible and apparent.

This was the time when the cold war was at its zenith. Pakistan had astutely sided with the West and in return had received economic and military assistance, ostensibly to fight communism, but covertly to be used in its struggle against India. Pakistan played its cards with panache and finesse, and in the process, bolstered its economic and military capability with aid from the western powers. This gave Pakistan the wherewithal to wage war. At the same time, India was hampered by a slow growth rate and internal turmoil. The debacle suffered at the hands of the Chinese in 1962 had left deep scars in the national psyche and consequently, India in the early sixties, was at a low ebb, economically and militarily. India’s perceived weakness was seen by Pakistan as an opportunity to wrest Kashmir from India by force. However, as India was in the process of augmenting her military capability, policy makers within Pakistan veered to the view that this window of opportunity was limited in time.

In early 1964, President Ayub Khan of Pakistan constituted the ‘Kashmir Publicity Committee’, to keep the Kashmir issue alive. From this committee emerged a plan in February 1965 to engineer a revolt in J&K, by sending armed infiltrators to foment violence. This was to be followed with a quick military thrust to capture the strategic Indian township of Akhnur. The underlying hope was that this would lead to the state of J&K, falling like a ripe plum into Pakistani hands. The plan was however shelved as both President Khan and his army chief, General Musa were apprehensive of such action leading to a full scale war with India. Two months later, Ayub had a change of heart and gave his assent to the plan, though his army chief still demurred.

The Pakistani plan consisted of two components. The first, code named ‘Operation Gibraltar’, envisaged the infiltration of thousands of regular and irregular troops dressed as Kashmiri guerrillas into Jammu and Kashmir, to create an uprising in the state. The Pakistan army would then move in to capture Akhnur. While President Ayub Khan was not unaware of the possibility of his actions leading to an all out war with India, he veered around to the view that India was unlikely to expand the area of conflict. The weapons received by Pakistan from the West gave Pakistan’s military both a quantitative and qualitative superiority over the Indians. If India did expand the conflict, international opinion would bring the war to a swift closure. By then Kashmir, would be in Pakistani hands. The events however, did not unfold in the manner envisaged by Pakistan’s top brass.

Pakistani attempts to destabilise India in Operation Gibraltar in August 1965 were foiled. Much to Pakistani’s chagrin, the local people did not rise in revolt against the Indian state, but actively supported the Indian army in neutralising the infiltrators. Pakistan also went on to lose the strategic Hajipir Pass to an Indian offensive, which sealed the routes of ingress of the infiltrators into J&K. Pakistan then launched Grand Slam on 1 September but a plucky Indian defence and incompetent Pakistani leadership prevented Akhnur from falling into enemy hands. However, to relieve pressure from this sector, India was forced to extend the conflict across the IB. All the premises on which Pakistan had based its design to capture J&K were thus reduced to nought.

Today, when we reflect on what happened 50 years ago, the age old lesson repeats itself. Weakness is a sure recipe for war and strong militaries are the best deterrent to conflict. That is the lesson which India would do well to remember.


This article was published in the Pioneer, 7 September 2015.

Wednesday, August 5, 2015

Combatting Cross Border Terrorism: Need for a Doctrinal Approach

The use of force or threat of use of force must flow from national policy goals and objectives. In the Indian context, for a country struggling to find its soul from centuries of foreign domination, the primary strategic objective would of necessity, remain the human development of its people, which in turn would require a durable peace. The national approach to conflict must hence aim, first and foremost, to deterrence and dissuasion to enable peace. In the event of conflict, the aim must be for early conflict resolution, with adequate conflict control mechanisms in place to reduce the risk of escalation. War capability must encompass both the capacity and the will to wage war. It would require a well-trained and equipped force to meet such national policy objectives.

All sovereign states pursue their perceived national interest. At the apex level, a nation’s vital interests would encompass matters pertaining to territorial integrity, state sovereignty, and security of its people. In India, all three of these stand effectively challenged today by non-state actors. While most of these non-state actors have come up on indigenous narratives, some are promoted, propped or supported by nation states inimical to India. This has given rise to internal conflict in Jammu and Kashmir (J&K), parts of Northeast India and in the hinterland where Maoist violence has spread to many districts. In the above internal security paradigm of India, conflict is promoted in the state of J&K, by the active support given by Pakistan to various terrorist organisations such as the Lashkar-e-Taiba, (LeT), Jaish-e-Muhammad (JeM) and others. These organisations have their bases in Pakistan where they are trained, financed and equipped to carry out terror strikes not only in J&K but in other parts of the country as well. The violence which started in J&K in the late eighties and which continues until date, as also terror strikes across various parts of India are a result of such support. 

The Threat to India

Pakistan’s interference in J&K started soon after independence when it sent armed raiders to wrest the state by force. Timely action by the Indian state, through employment of the Army, threw out the raiders beyond the present Line of Control, but that has not prevented Pakistan from continuing with its efforts to seize the state by force. Pakistani politicians have consistently advocated hard line and confrontational policies against India over the Kashmir issue. This led to the second India Pakistan War in September 1965, when Pakistan again sent armed infiltrators into J&K in an operation codenamed “Gibraltar”. The infiltrators hoped to create a local uprising against the Indian state as a prelude to the Pakistan Army moving in and annexing J&K by force. The early detection and neutralisation of these infiltrators however put paid to such Pakistani hopes. India also retaliated by widening the conflict through offensive operations across the International Border into the Pakistani provinces of Punjab and Sindh. Perturbed at this development, Pakistan’s then foreign minister, Zulfikar Ali Bhutto, in a fiery speech delivered at the UN Security Council condemned India for aggression and declared his nation’s intent to "fight for a thousand years".

Gen Zia-ul-Haq, in a sinister well thought out strategy to “bleed India through a thousand cuts” gave form to Bhutto’s promise of a thousand year war. The provocative statements of both Bhutto and Zia are not mere rhetoric; they remain at the core of Pakistani ideology and are the raison d’ĂȘtre for its existence. Zia’s policy took shape after he had deposed Bhutto in a coup in July 1977, assuming the office of President of Pakistan a year later on 16 September 1978. Realising that Pakistan could no longer wrest Kashmir from India by force after the disaster of the 1971 war which led to the breakup of Pakistan and the creation of Bangladesh, he embarked on a new policy to promote terrorism within India through “a thousand cuts” in Kashmir. Cross-border terrorism started in the eighties with Pakistan pushing in armed and well-trained groups of terrorists into India, maintaining at the same time that terrorism was the “freedom struggle” of the people of Kashmir and Pakistan had no hand in it beyond providing moral support. But the truth tumbled out when a director-general of the Inter-Services Intelligence told the Pakistan National Assembly that the ISI had been sponsoring such support in Kashmir.

Zia’s tenure as head of state from 1977 to 1988 was a period of Islamic ferment in Pakistan brought on by the unequivocal emphasis given by him to Islamising the state. In 1987, during the latter half of the Zia years, the Dawat-ul-Irshad Markaz was established by Hafiz Saeed and Zafar Iqbal, both professors from the Engineering University at Lahore, spurred no doubt by the impact of the Zia years. The third founding father was Abdullah Azam, an Arab from the International Islamic University, Islamabad. Azam died two years later, killed in a bomb blast in Peshawar. The Dawat-ul-Irshad Markaz (since renamed Jamaat-ud-Dawa (JuD) is an adherent to the principles of Sunni Wahhabism and seeks primarily to establish a universal Islamic caliphate with a special emphasis on recovering all lands that were once under Muslim rule. This explains its focus on India as the country’s achievement in becoming an economically dynamic, multi-ethnic, and secular democracy remains an affront to its vision of a universal Islamic caliphate. There was no dearth of volunteers, funding and state support for the Dawat-ul-Irshad and the organisation’s desire to engage simultaneously in tableegh (preaching) and jihad (armed struggle) found manifestation in different ways from the moment of its founding. The LeT was formed as the armed wing of Dawat-ul-Irshad. The latter continues to receive considerable support from its state patron Pakistan and its principal intelligence agency, the Inter-Services Intelligence Directorate (ISI). Moreover, India’s growing counterterrorism collaboration with the United States and the West in general deepened the incentives for LeT-ISI collaboration.
Besides the Lashkar-e-Taiba, other formidable jihadi organisations, which receive support from Pakistan’s ISI, are Jaish-e-Muhammad (JeM) and the Sipah-e-Sahaba Pakistan (SSP), which also functions as Lashkar-e-Jhangvi (LeJ) and Ahle Sunnat Wal Jamaat (ASWJ). The focus of the LeT and JeMis on India, especially on annexing Kashmir, while the SSP/LeJ/ASWJ conglomerate aims to eliminate Shiism by systematically killing the Shiites. The leadership of all these organisations is based in Pakistan’s Punjab province, but they have an all Pakistan presence.

It is thus self-evident that a variety of jihadi organisations based in Pakistan and supported by the state have a specific anti-India agenda. The purpose of the Lashkar-e-Taiba (LeT) was to inspire jihadism among the world’s Muslims. When conflict was imposed on Kashmir, Saeed focused his nascent organisation on promoting terror in the state of J&K, and in the process, earned the support of the ISI, as also the continued support of the Saudi backers who had helped him establish the group in the first place. The fact that the state continues to support anti India elements is evident by the fact that the chief minister of Pakistan’s Punjab province, soon after coming to power, in his budget for 2010-11, allotted Rs 86 million to the JuD, defying the ban on the organisation by the federal government. The JuD, it must be remembered is the very organisation that was involved in the horrific Mumbai attacks and Ajmal Kasab, the only terrorist who was caught alive was trained at Muridke. The JuD sees India’s rapid growth as an impediment to its core objective of recovering the “lost Muslim lands” en route to their creation of its Islamic caliphate. It remains a core belief among Pakistani jihadis that India must be destroyed, this view also receiving state patronage. It was Hafiz Saeed who declared in a 1999 interview “jihad is not about Kashmir only… Today, I announce the break-up of India, Insha-Allah. We will not rest until the whole [of] India is dissolved into Pakistan.” This thought process remains ingrained in the jihadi psyche, as evidenced by recent utterances of Saeed. While the purpose of this article is not to trace the role of Pakistan based jihadi organisations in cross border terrorism, it is important to understand that the Pakistani state treats such organisations as their strategic assets and will continue to support them. Speaking at a seminar in New Delhi in October 2011, UK Bansal, Secretary (Internal Security) in the Union Home Ministry stated "This (Jihadi) brand of terrorism is primarily sponsored by our neighbouring country in the west whose... policy is to conduct war against India by all other means and bleed us through a thousand cuts. This naturally includes the targeting of anything...with a view to damaging, degrading or destroying the engines of economic growth and critical centres of power and strength of our country."India needs to find suitable response mechanisms to prevent and motivate the state of Pakistan to desist from providing such support.

The Need for a Doctrine

The threat to India is self-evident, despite Pakistani protestations to the country. India’s response to Pakistani support to jihadi groups led its military to formulate its Proactive Doctrine, the genesis of which lay in events that occurred post the attack by Pakistan sponsored terrorists on India’s Parliament on 13 December 2001. India’s response to such a blatant attack on the very temple of democracy was to mobilise its forces along the Western border as a precursor to taking punitive action against Pakistan. The code name given to this mobilisation was “Operation Parakaram”, but the long lead-time taken to mobilise forces for conventional conflict eventually denied India the opportunity of using them. This brought home the need to reduce the lead time required to initiate hostilities, giving rise in due course to the “Proactive Doctrine” of the Indian Army, also referred to by many, though incorrectly, as the “Cold Start Doctrine”. 

The “Proactive Doctrine” has been remarkably successful and Pakistan is yet to come up with an appropriate response, despite conducting a series of exercises over the last few years. This amply brings out the importance of a doctrinal approach to war fighting. It is perhaps credible to assume that Pakistan’s approach to the use of tactical nuclear weapons in conventional conflict reflects in large measure its inability to counter the Indian doctrine. However, this has not dissuaded Pakistan from continuing to support cross border terrorism from within its territory against India, albeit at a lower scale, to what some in the Pakistan establishment believe to be within India’s ‘threshold limits’. We hence need to enmesh an additional element in the existing “Proactive Doctrine” to make it expensive if not impossible for Pakistan to use terrorism for political and ideological ends. As stated succinctly by the late Air Commodore Jasjit Singh, “We need to ask ourselves whether we have evolved a credible doctrine to successfully counter Pakistan’s strategic doctrine of sub-conventional war (through terrorism) under the nuclear umbrella acquired by 1987.”

As of now, we have partial capability only. Enough to deter attacks of the type on India’s Parliament and the Mumbai attacks in September 2008 but not enough to deter continued support by Pakistan to militant groups based in its territory. India’s strategy to defeat Pakistan’s proxy war remains mired in defensive actions against terrorists after they cross over into India. The construction of a fence against Pakistan was no doubt a commendable achievement that has helped impose a heavy cost on terrorists infiltrating into India. But the flow has by no means stopped, primarily because the Pakistan Army, which actively assists the jihadis, is not penalised for the support it provides. We need a clearly enunciated doctrine, which can inflict the requisite degree of pain to make the Pakistan military desist from providing such support.

American and Soviet Experience

A Doctrine is simply a set of principles or practices applied to a particular situation, region, or government. Clearly enunciated and backed by capacity to execute, doctrines form an effective foreign policy tool. In the US, American presidents tend to set foreign policy doctrine. The Monroe Doctrine enunciated in 1823, was the first major presidential foreign policy doctrine wherein President Monroe made it clear that America would not allow European colonies to further colonise in the Americas or interfere with independent states. Four score years later, in 1904, President Roosevelt issued a corollary to the Monroe Doctrine that significantly altered America's foreign policy by stating that the US would not allow for European colonisation of Latin America and would act to help stabilise economic problems for struggling Latin American nations. "Big stick diplomacy" also came into play, the Doctrine stating… "If a nation shows that it knows how to act with reasonable efficiency and decency in social and political matters, it need fear no interference from the United States. Chronic wrongdoing in the Western Hemisphere may force the United States to the exercise of an international police power."

Post the Second World War, the Truman Doctrine enunciated on March 12, 1947, led to American policy of containment to try to stop the fall of countries to communism and to halt the expansion of Soviet influence. The Carter Doctrine enunciated on January 23, 1980 aimed at countering the Soviet Union’s attempts to consolidate a strategic position that would pose a grave threat to the free movement of Middle East oil. The doctrine stated that…“America would see an attempt by any outside force to gain control of the Persian Gulf region ... as an assault on the vital interests of the United States of America, and such an assault will be repelled by any means necessary, including military force." The Reagan Doctrine moved from simple containment to more direct assistance to those fighting against communist governments and is widely believed to have helped in bringing about the fall of the Soviet Union. In more recent times, the Bush Doctrine was enunciated in response to the tragic events of terrorism that occurred on September 11, 2001.

American Presidents thus set out foreign policy agendas through doctrines. These change as circumstances, which necessitated them end, or change. The Soviet Union too, resorted to enunciating foreign policy through the doctrinal prism. In 1968, the Brezhnev Doctrine called for the use of Warsaw Pact forces to intervene in any Eastern Bloc nation, which was seen to compromise communist rule and Soviet domination, either by trying to leave the Soviet sphere of influence or even moderate its policies. The Soviet crushing of the Prague Spring movement in Czechoslovakia was an application of the Brezhnev Doctrine.

A Doctrine for India

The threat to India from cross border terrorism is real. Regardless of the political dispensation in Pakistan, this threat is unlikely to recede. If anything, given the extent to which Pakistani society has radicalised, the support being extended to terrorist groups inimical to India will only increase. There is thus a need for clear enunciation of foreign policy in dealing with cross border terrorism. Like the presidential doctrines of the US and Soviet era, India needs to express its concern as also its resolve to fight cross border terrorism in doctrinal terms. Pakistani troops deployed along the line of control continue to host terrorists and assist them in every way possible. Recent incidents such as the killing of Indian soldiers along the line of control and the dastardly attack on an army unit in Samba will not cease unless the cost to the Pakistani military is raised to the extent that it is forced to desist from exercising such support. This then must be set out in clear doctrinal terms.

The foreign policy doctrine with respect to cross border terrorism must be enunciated either by the Prime Minister as the executive head of the government or by the President of India as the Supreme Commander of the Armed Forces of India. In terms of doctrine, it could be spelt out as under:

Internal Security of India is a vital national concern. Infiltration of armed terrorists into India from across the western borders directly impinges on India’s national security concerns and will be resisted by all means available to the country to include the use of armed force. Support given by military units deployed opposite Indian Territory in any form whatsoever to such terrorist groups will be considered a hostile act impinging on India’s vital interests and will be responded to appropriately, to include the use of military force.

Once Indian foreign policy imperatives with respect to cross border terrorism are enunciated in clear doctrinal terms, the responsibility devolves on the Ministry of Defence and the Indian Military to create both the capacity and the capability to execute the doctrine. As stated earlier, India’s current strategy is based on a defensive mindset where infiltrators are intercepted after they come into our territory and then dealt with through force. The erection of the border fence remains a part of this defensive policy. While the terrorist crossing over into India are being addressed by the Indian Army, there is no corresponding cost to the Pakistan Army which is providing logistic and other support including suppressive fire on Indian positions to assist terrorists in the crossing. The cost to India is high while the cost to Pakistan remains minimal. This needs to be reversed by imposing a heavy cost on the adjacent Pakistani military posts that are perceived to be supporting the terrorists. A national doctrine enunciated either by the Prime Minister or the President of India would thereafter need to be supplemented by a military doctrine to implement national policy directives in pursuance of India’s vital national interests. 

The Military Doctrine

A heavy cost must be imposed on the Pakistan military if cross border terrorism is to cease. The essence of the doctrine must aim at imposing such exceptionally high and unbearable cost to the point of completely annihilating those hostile military posts that are perceived or believed to have provided support to terrorists infiltrating across the Line of Control. This punishment must be delivered in near real time to have the requisite degree of impact. It would hence be essential to have the capacity and capability to operate against specified targets across the line of control, in short duration punitive strikes. The ability to carry out such strikes consistently over time and space can give to India the punitive edge to deter Pakistan from continuing with its existing policy of ‘bleeding India with a thousand cuts’. 

There is an obvious risk of escalation in this approach, but the onus for that must lie on the adversary, the doctrine advocating additional degrees of punishment for each added act of provocation. In this expression of will to defend ourselves through military capability, talks for the political resolution of conflict could proceed alongside. However, each attempt by the adversary to escalate the conflict must be met by a more severe response to maintain the credibility of the doctrine. This would require the calibrated use of force on multiple targets, both on the front line and in depth positions, in punitive strikes to achieve policy objectives without the need or the necessity to hold on to territory.

The framing of such a doctrine is outside the purview of this paper, but the Indian Armed Forces and more specifically the Indian Army, must be provided with the requisite wherewithal in terms of military capability to exact unacceptably high costs on the adversary and force it to desist from providing such support. A review of existing organisational structures would need to be undertaken, to fulfill both the Army’s requirement for conventional conflict as well as provide it teeth to carry out swift offensive actions against any act of terrorism emanating from foreign soil. The essence of the strategy is imposing costs on the handlers and supporters of terrorists, especially those deployed along the line of control, till such time as they realise that providing such support is no longer in their interest to do so.

What then are the capabilities required by the Indian Army? We are essentially looking at enhancing capability in battlefield transparency, firepower and manoeuvrability. These capabilities would need to be boosted manifold to ensure real time surveillance over the border and delivery of firepower at the target in the quantity desired. While the hostile military post supporting the terrorists would need to be completely destroyed to convey the message of deterrence, the Army would need to be prepared for hostile retaliatory action. This in turn would need to be countered by swift attacks on multiple targets, till escalation control is achieved. 

In terms of organisation, the Army would need to be equipped with drones, attack and utility helicopters, precision guided munitions, missiles and greater quantum of field artillery. National capabilities with respect to border surveillance would need to be enmeshed into the structure to ensure real time battlefield surveillance. The 22 Apache attack helicopters along with the 145 M-777 ultra-light howitzers being purchased by India from the US could be usefully employed along the LOC to achieve this capability. These guns will give a much-needed fillip to Indian Army’s firepower capability, by making up the voids as also giving the Army a qualitative edge. The manoeuvre element in terms of attack and utility helicopters will also greatly enhance capability, once these platforms are integrated into the Indian Army’s organisational structure at the Corps level, along with armed and unarmed UAVs (unmanned aerial vehicles). Speed is an essential component of modern warfare and quick decision-making and force cohesiveness is a vital component of that process. Legacy attitudes, which have inhibited the integration of attack and utility helicopters into the Indian Army, must be shed else we lose a decisive and potent edge in fighting across the spectrum of conflict.

The psychological value of targeting only those hostile posts that support cross border terrorism cannot be over-emphasised. Once the policy gets implemented, there would be a natural reluctance on the part of hostile elements to provide support to terrorists as it could lead to their own annihilation. Even if support were provided, it would be with increasing reluctance. Implementation of the doctrine would hence require very high capability in intelligence gathering and in surveillance capability to target only those that provide such support.

Conclusion


The importance of doctrine cannot be overstated. The proactive doctrine of the Indian Army achieved deterrence at a particular level and has contributed to maintaining peace. However, a new doctrine is required now to counter cross border terrorism. In the present vitiated state of relations between India and Pakistan, where the latter is bent on promoting cross border terrorism in India as part of state ideology, a doctrinal statement of intent at the highest political level would need to be stated to defeat Pakistan’s nefarious designs. It would then be left to the military to formulate its own doctrine to give teeth and intent to the national doctrine. It is well to remember, that at times, the surest path to peace comes from capability to extract a heavy price from those intent on waging war.


Maj Gen Dhruv C Katoch, SM, VSM
Published in CLAWS Journal Winter 2013. For footnotes, refer to the CLAWS Publication.


Monday, August 3, 2015

LEADERSHIP CHALLENGES IN THE INFORMATION AGE





If you want to go east, don't go west.
                                    Ramakrishna.

Warfare is mutating. While conventional state on state conflict is not passé, future conflict will see increasing interventions by non-state actors, acting independently or supported by a state to achieve specific objectives. As we move into the information age, the future will bring forth fresh challenges in confronting a variety of military threats in an increasingly asymmetric world, with all its attending complexities. Leadership, as always will play a critical role in determining force effectiveness, but leaders will increasingly be confronted by challenges based on a changing environment. They would need to be trained and prepared accordingly.

The Environment

In their monumental work, ‘War and Anti War’, Alvin and Heidi Toffler posit a linkage with the stages of development of a society and the manner in which such societies conduct wars. As we move into the information age, greater emphasis will keep being placed on information as a weapon system and its impact on the environment of operations will have increasing relevance. Allied with this is the rapid pace at which technological advancements are taking place, enabling lethal engagement of targets at long ranges with precision, giving rise to the concept of network centric warfare (NCW). Applications of NCW in some form are visible in the conflicts presently taking place in Afghanistan and in the Levant. However, networks simply alter the character of warfare; they do not change its fundamental nature. Direct and indirect engagements will continue to exist but the network will enable collaborative engagements in which the sensor is not always identical to the shooter. Networks thus will remain additive and will not substitute for the fundamentals of warfare. 

The additive advantage of networks however, is significant as combatants in conflict, both now and in the future, besides having greater battlefield awareness, will also possess the means to deliver precision guided munitions at designated targets. Survival of the agile will thus be a key feature of future conflict and will largely depend both on the quality of decision making as well as the speed at which decisions are taken. In his book, The Pentagon’s New Map: War and Peace in the Twenty first Century, Thomas P.M.Barnett observes that the future is not so much about dealing with the biggest threat in the environment but in dealing with the environment of threats. In this process, societies which are knowledge driven will have the edge as power shifts to knowledge based real time actors. As we move towards self-synchronisation of forces, we may well be looking at a future in which decision making and action will take place at a far quicker pace than hitherto thought possible. Greater information availability comes with its own set of dilemmas in the form ‘information overload’. Analysis capability too is not endless and will increasingly be put under severe strain. The desire to have maximum inputs for decision making is a tempting proposition but will have to be tempered with the necessity of giving a decision in time. As time pressures become more acute we may well end up with ‘information decoherence’. We would also have to contend with the problem of ‘attention fragmentation’. Military leaders, like leaders in all walks of life need uninterrupted time to synthesise information from many different sources, reflect on its implications, apply judgment, and arrive at good decisions. The capacity and capability of commanders to take appropriate decisions in a timely manner will hence be a key attribute for the leaders of tomorrow.

The Leadership Challenge

Technology, while continuing to have great significance, cannot by itself provide solutions to all strategic and operational challenges. Success will, more often than not, be a result of the interaction between humans and technology. Leadership at the higher level would need an understanding and development of a broader worldview on the changes taking place in the domestic and international environment. While using the tools of technology, the approach to war fighting would need to be constantly refined, expanded and improved. This evolution is a function of strategic leadership. Failure to evolve could well lead to our forces being well prepared for the previous war, but hopelessly incapable of fighting future conflict.

In the Armed Forces, while the tactical level leadership remains outstanding, the same cannot be said of the leadership at the operational and strategic level, which remains tactical in its orientation and approach. The leadership challenge lies in creating an environment in which leaders with a strategic bent of mind will emerge. Skill sets required for strategic leadership would include facets like challenging the status quo, anticipating the challenges of a changing environment, interpreting multiple information flows, decisiveness and a focus on continuous learning. The information age demands leaders who can tolerate ambiguity, adapt to changing conditions and make decisions rapidly under stress. They should also have skills that are interpersonal, conceptual, technical, and tactical. 

Culture, too, impacts on the evolution of leaders. By definition, culture is a ‘repertoire of socially transmitted and intra-generationally generated ideas about how to live and make judgements, both in general terms and in regard to specific domains of life’. Social and political theorists have postulated that culture exerts a decisive influence on a people’s economic and political development. As an example, socialist economies produce a cultural milieu in which anti-market, anti-profit schooling and insider privilege have planted and frozen anti-entrepreneurial attitudes. People thus fear the uncertainties of the market and yearn for the safe tedium of state employment. Or they yearn for equality in poverty, a common feature of peasant cultures around the world. For the Indian Armed Forces, the cultural milieu of the country  will impact on the leadership traits of its officers. Here, let us examine the role of the family and of society.

The central role of family in Indian society establishes clear hierarchical relationships within the family and within society with close family ties often leading to nepotism. As the military is drawn from society, people joining the forces come with ingrained attitudes; many people thus do not view nepotism as a serious ethical aberration. Tendencies towards nepotism are transferred over time to the strong institutional bonding in the Army based on arm and service affiliations, regimental loyalties, school ties et al. While many frown at such behaviour, the numbers who would desist from taking advantage of such bonding to further their self-interest dwindles to a mere handful. This leads to some seeking postings under a ‘known’ superior with the possibility of earning reports based on factors other than merit and to favourable considerations in selections for promotions. The cycle is self-perpetuating and leads over time to increasing number of mediocre officers occupying senior positions in the military hierarchy.

Culture affects in other ways too. Unlike the West where children are encouraged to think and act independently, the Indian family structure promotes deference to the head of the family for even mundane decisions. This translates into deference to superior authority whether in the family or at school and later in life as an adult wherein even life choices are dictated by the desires and preferences of the elders. The custom of touching the feet of relatives and those in positions of authority is a direct outcome of such cultural constructs. Our schools also promote such a culture. Erroneous equation of such deference with respect and honour, results in a loss of individuality and leads to sycophancy, servility and obsequiousness. 

The hierarchical decision making structure of the Armed Forces also tend towards attitudes of unilateralism and could preclude consultative mechanisms. In progressive cultures, authority tends towards dispersion and horizontality whereas in static cultures authority is concentrated in vertical silos. This limits the narrative to individual views being the dominant input in the decision making process. Ingrained cultural attributes militate against effective decision-making and dilute leadership traits. The phenomenon of every decision being vetted at higher and higher levels of command is a fallout of such cultural attributes. This leads at times to ridiculous situations where decisions, which should rightly be taken at the level of colonel, find their way to three star Generals for approval. Play safe attitudes kill the leadership spirit, lead towards indecisiveness, promote mediocrity and sycophancy and hence need to be countered with an alternate narrative. There is hence a need to promote a counter culture within the military if desired leadership attributes are to be developed. 

The rise of Generation C will increasingly impact the environment and pose challenges to contemporary and future leadership.  This is the generation which is connected, communicating, content-centric, computerised, community oriented, always clicking – hence the name. In India, this generation, born after 1990, for the most part comes from an urban or suburban background. It is from this base that the future leadership of India’s Armed Forces will be drawn. This generation has grown up with the internet and mobile communications and is very familiar with technology. They will thus have an enormous impact on the way the Armed Forces function, as within a decade, they will form the core of its junior and middle level leadership. 

As we move towards greater digitisation in the Force, the increasing numbers of Generation C in leadership roles will start playing a more dominant role in military affairs. This will impact on the way information is transmitted and consumed. The linear set ups which are an essential ingredient of hierarchical systems will get more and more diffused as non linear information flows increase. Security issues arising form the same would need to be addressed. More importantly, we will increasingly witness a generation gap in the way this set of Generation C leaders function in relation to the rest. While the upper age limit of the digitally literate older generation will rise, they will remain far behind the junior and middle rung leadership dominated by Generation C in their digital behaviour and in terms of their ability to absorb, assimilate and employ technological tools.

Strategy for Change

The start point for promoting an alternate culture to nurture leaders of substance must begin at the roots. Here, we need to look firstly at the selection system where the Services Selection Boards (SSB) will be the lead players and then at our training academies – The National Defence Academy, The Indian Military Academy and the Officers Training Academy. These are the nurseries which will produce our future officers and so the greatest care and circumspection must be exercised here.

The SSB procedures perhaps need a relook. To claim that our selection system has stood the test of time and hence needs no change is denying the emergence of a changing aspirational India. Such review cannot be left to the DIPR (Defence Institute of Psychological Research), but must be led by the services themselves with inputs from leaders in the field encompassing multiple disciplines. The next step will to be nurture the selected lot in the training academies. Here we come up with inherent contradictions. The prayer at the National Defence Academy which all cadets recite at the morning muster parade cannot remain a mere recitation of words but must be converted into an actionable plan. The words are stirring, emphasising duty and honour to the country and to the Services. Ethical conduct is emphasised through the words…“awaken our admiration for honest dealing and clean thinking and guide us to choose the harder right instead of the easier wrong” and also… “endow us with the courage which is born of the love of what is noble and which knows no compromise or retreat when truth and right are in peril”, but this cannot remain simply a morning prayer. There must be an actionable plan to convert the words into a way of life which becomes second nature to the cadets. The aim must be to turn them into men of character and substance who will not flinch when upholding a principle. Undoubtedly the task is difficult for the cadets also have to be taught to obey orders without hesitation. How then are they to be taught to resist orders which are illegal and immoral? Who is to determine the same? These are the challenges to overcome; they would require a culture where openness is encouraged and space exists to oppose authority. There is then a need for a live conversation in our training establishments of ethics and values, where people hold each other responsible and accountable about whether they are really living the values – and this has to be internalised to become a part of Academy life. Creating this culture is the primary challenge. It means that cadets must have knowledge of alternatives, but still choose to stay within the bounds of ethical behaviour because it is important and inspires them. Making a strong commitment to bring such a culture to life is an essential part of ethical leadership. The ‘authority trap’ has to be avoided; this would require established and explicit ways for subordinates to ‘push back’ if a person thinks that something is ethically wrong and the values of the organisation are being eroded. The process of developing these mechanisms must be created in our training establishments. In due course of time, these will get transmitted to our units and establishments creating a unique army culture which could be emulated by the nation.

Another criticality lies in the selection of directing staff to these establishments. They must be men of exceptional honour and commitment, and the selection process to select them the most rigorous. Each person so selected must be able to walk the talk, whether he is the Commandant or the divisional officer.

The proliferation and increasing sophistication of communication, interaction and collaborative technologies and tools could perhaps lead to redefining the way the armed forces operate. The capability of Generation C to use technology must be exploited to change many of the antiquated ways in which the Armed Forces currently function. If the senior leadership has the wisdom to exploit this talent, it could well lead to a revolution in the way the Armed Forces are currently administered. The entire logistic management could be overhauled leading to greater efficiency, real time availability of material, decrease in manpower requirements, reduced costs and more importantly a reduced logistic footprint in all types of conflict situations.

Systems would have to be reworked, especially financial rules and regulations as increase in transparency levels could potentially lead to massive cost reductions in items purchased for the force. Current procedures in which financial advisors from the Indian Revenue Service are dominant players but remain unaccountable for the decisions they endorse will have to give way to alternate models where decisions can be taken in compressed time frames with total transparency. On the operational front, Generation C is already wired for taking on the requirements of NCW and needs only a guiding hand to propel it in the right direction. We are indeed living in exciting times. The future holds great promise for the Indian Armed Forces – the current Generation C. But a great deal of maturity and understanding would be required to let Generation C fulfil the role which their upbringing and circumstance have fortuitously given.


Institutionally, we also need to acknowledge that strategic information is now an essential element of combat analysis and combat power. Our training establishments need to rebalance from a competency based training approach towards an educative approach that involves cognitive learning. Within the Armed Forces, we need to develop and embrace an organisational culture of “lifelong learning” for leaders. Let us also keep in mind that leadership is all about decision-making. Sometimes, the choice is between ethical behaviour at the cost of personal advancement. What the leader chooses will be a product of his upbringing and conscience but the options lie in the ‘black and white’ domain. However, most choices will not be that simple. Difficulties arise when the options are between two courses, both having tremendous positive possibilities; or in having to choose one among a range of options, each having negative consequences. Sam Manekshaw, in his address to officers at the Staff College, Wellington spoke of five fundamental attributes of leadership - professional competence, justice, courage, loyalty and decisiveness. It is the last named quality however, which finally defines a leader. The ability to take a decision and accept full responsibility for one’s action will, in the ultimate analysis, define a person and what he stands for. Our ability to nurture such leaders, and place them in senior levels of command, remains the defining challenge of the day.

Note: This article was published in the USI Journal - Jan-Mar 2015. For footnotes, refer to the Journal.



Tuesday, July 21, 2015

THE AMBUSH IN CHANDEL DISTRICT: AN ANALYSIS

6 Dogra had completed their tenure in Manipur and were scheduled to move out shortly to their new location. The unit was deployed in the Chandel District of Manipur, and a convoy of four vehicles was moving on the Tengnoupal-New Samtal Road on 4 June 2015. It was a routine convoy movement. The road had been sanitised or so the unit believed. At least they had sanitised the portion that fell in their area of operational responsibility. The rest of the road was the responsibility of an Assam Rifles Battalion. 

Unknown to the unit, a group of militants had planned an ambush on that stretch of the road. The area was hilly, with thick undergrowth, which enabled the militants to lie well concealed and was  about 15 to 20 km from the Myanmar border, which enabled a quick getaway to a safe sanctuary after the operation was over. At about 9 a.m., the convoy was on a stretch of road between Paralong and Charalong villages, when the militants struck, firing Rocket Propelled Grenades (RPG) and Lathode Grenades, followed by a deadly fusillade of automatic fire. This firing continued for about 10 to 12 minutes. The first vehicle carrying the quick reaction team and the next two vehicles carrying troops came into the killing zone of the ambush. The leading two vehicles suffered the maximum number of fatalities and the third vehicle suffered the maximum number of non fatal injuries. Of the 30 plus personnel travelling in these three vehicles, 18 were killed in action and 11 were wounded.

A lot has been said and written about his ambush. Indeed, it was the biggest attack on the Army in over a decade, and brought forth questions about operating procedures and drills. Some were quick to castigate the unit, alleging that Standard Operating Procedures had not been followed. There was a desire to be first with the news, a ‘breaking news’ moment with all the gory details, mostly conjecture and half truths. In the process, some fundamental issues remained unaddressed.

That the unit was not moving as per SOPs is not correct. The troop carrying vehicles had about 15 personnel each to include the driver and the co-driver. That meant that in the body of the vehicle, there were about 12 to 13 men. So obviously, the vehicles were not overloaded. 6 Dogra had sanitised their stretch of the road, so that was all right too. The Assam Rifles Battalion responsible for the stretch of road where the ambush took place had also confirmed that the road had been sanitised. How the ambush took place in a stretch of sanitised road is now being investigated and doubtless lessons will emerge. But reports stating that SOPs were not followed were patently false and were an attempt to inject some element of sensationalism into the incident and to find an immediate scapegoat for what was certainly a very serious loss to the Army, both in terms of casualties suffered and in credibility.

What got missed out however, was the counter ambush drill followed by the Army. The militants were many times more in number than the army jawans and they had the element of surprise with them. In the initial burst of fire, they had caused massive casualties to the Army personnel. What was left were a few injured personnel in the vehicles that were attacked. From here onwards, an adverse situation was retrieved and a massacre was averted. Despite the shock of the initial assault, the survivors fought back. This surprised the militants who did not expect any resistance at all. They had planned to kill the survivors by closing in on the vehicles and thereafter taking away all the weapons. That plan could not fructify. With fire being returned immediately on the militants, they found the going too tough to handle and left the scene in haste. Their commander, a 30 year old man called Rajabglung Kamei of Noney in Tamenglong district was killed and his body and weapon recovered. Another militant was killed and his body was found some distance from the ambush site. It appeared from radio intercepts that quite a few militants were injured of which two more are believed to have died later. This indicates a very high standard of training and discipline of the Army and undoubtedly must redound to the credit of the unit.    

But something did go wrong, else we would not have had 18 Indian soldiers killed. There perhaps were shortcomings in the road opening drills followed. That will be determined by the investigation. But looking at the situation from a different angle, what a road opening party does is to ensure that their are no IEDs placed on the road and after that it pickets the road to see that the road remains clear. In hilly terrain with thick forest cover, it is easy for a large group of men to lie concealed about a hundred yards off the road and move forward just before the ambush is to be sprung. In the ambush, there was no IED on the road, so the road opening party would have assumed all was clear. If the militants were hiding away from the road, it would be practically impossible to detect them. As the area to be covered is large, every nook and corner cannot be picketed, especially in an area where the entire stretch of road is a potential ambush site and the aim is to hit a vehicle by rocket fire. This, to all intents was what the ambush did. It did not use IEDs and initiated the attack by firing RPGs. A change in operating philosophy of road opening parties is hence called for and doubtless drills will be refined in the near future.

The attack was carried out by three groups. These were NSCN (K) (Nationalist Socialist Council of Nagaland (Khaplang)), The KCP, (Kangleipak Communist Party) and the militant Meitei KYKL  (Kanglei Yawol Kunna Lup). The NSCN (K) was formed in 1988 after a fallout between the Burmese-born S S Khaplang and the leaders of the NSCN (IM), Thuingaleng Muivah and Isaac Swu. For the last few years, the Khaplang Group, which is strong in Eastern Nagaland and in the Tirap and Changlang districts of Arunachal Pradesh, has made inroads in Manipur, which is the stronghold of NSCN (IM). It withdrew from a declared ceasefire with India in March this year but continues to have a ceasefire with Myanmar.

‘Kangleipak’ is the Manipuri name for Manipur. There are about 30 factions of the KCP currently operating in Manipur. The smaller groups number just about 15 to 20 personnel; the larger groups go up to 100. Amongst the banned groups, the KCP splinter groups are considered mercenaries who can be hired to shoot at small-time shopkeepers, deliver extortion demands, plant IEDs on highways, attack non-locals, and kidnap for ransom.

The third militant group which carried out the attack was the KYKL (Kanglei Yawol Kunna Lup), formed in 1994 after the Oken faction of the UNLF, the Meiraba faction of the People’s Revolutionary Party of Kangleipak (Prepak), and the Ibo Pishak faction of the KCP came together. The KYKL has traditionally been close to the NSCN (IM).

The joint attack by the above groups, led by NSCN (K) was apparently a message by Khaplang to the Central Government that they were a strong force and not to be trifled with. The Centre is in talks with the NSCN (IM), but has generally ignored the Khaplang faction, which is its rival. The attack was meant to show that despite being based in Myanmar, the NSCN (K)’s sphere of influence and strike capability extended deep inside India. It was well planned and expertly executed, showcasing capability, intent and will. The group was well trained and operated almost to perfection in executing its task. It is fortunate that despite being taken by surprise and hit hard in the initial stages itself, the remaining personnel of 6 Dogra responded with speed, courage and guts to retrieve the situation after suffering the initial onslaught. 

Traditionally, militant groups in the Northeast represent tribal affiliations and exert influence over the areas they dominate and from which they receive their support. Over a period of time, income through taxes from their respective areas has expanded to the control over government contracts, affiliations with political entities, control over smuggling routes and day-to-day business activities. Now that the ‘K’ faction has carried out an ambush in an area where the PLA is powerful and where the NSCN (IM) has support, internecine warfare amongst them for influence could perhaps lead to greater instability in the region, further adding to security concerns. The NSCN (K) did not traditionally have an influence in the Chandel district of Manipur. The ambush indicates its desire to join forces with Meitei terrorist groups to have a greater say in the regional balance of power, especially in relation to the NSCN (IM). The growing capacity of militant groups, their ability to unite and forge a unified entity for operations, and the availability of safe havens in neighbouring Myanmar presage a worsening of the security situation and the need for appropriate response mechanisms.

While the NSCN (K), has shown its ability to spring an ambush with precision, the larger failure on the part of the security forces does not rest on the shoulders of the unit, but on the state police forces and the intelligence agencies. The RPG is a sophisticated tool of war and Indian agencies should have been tracking the movement of such weapons from their supply sources to India. The militants also used incendiary devices for the first time, which resulted in the vehicles catching fire. How and when they got access to such sophisticated munitions should have been known to the intelligence agencies. Within Manipur, it is evident that the intelligence units of the state were taken by surprise. Launching an operation of this nature would have required a great deal of intelligence and ground reconnaissance. The movement of a large body of militants too would have attracted some level of attention, which did not come to the notice of the state police forces. Evidently, ground level intelligence remains weak and is a cause for concern.


The army too needs to enhance its intelligence gathering capability in the Northeast through enhancing  electronic surveillance capability, improving language skills and laying emphasis on Humint. With the availability of sophisticated weaponry and communication devices with the militant groups, we could be looking at attacks from stand off ranges, to permit easier getaway by the militants as an antidote to future swift and firm responses as given by 6 Dogra. Finally, better intelligence sharing and analysis of available inputs could give the security forces the edge in countering militancy. A firm response across the border has already conveyed a message to all militant groups that they have no place to hide. But along with a firm military response, political initiatives too must proceed hand in hand to bring lasting peace to the region.

Published in the June July 2015 issue of SALUTE Magazine. 

COMBATTING LEFT WING EXTREMISM: NEED FOR A REALISTIC APPROACH



Introduction
The use of the term Naxalism has become synonymous with that of Maoist activities in India. All such activities are branded as Left Wing Extremism (LWE). The Maoist movement calls for a complete transformation of the political, social and economic system as existing in India. In its essence, it challenges the validity of the Indian Constitution and rejects the parliamentary system, seeking to replace it with a new social order. It draws its strength from existing weaknesses in society where certain vulnerable sections have been marginalised and exploited and thus can be penetrated and swayed by Maoist ideologues, who promise the people a fulfilment of their aspirations and a life of dignity and self respect. 

The Naxal movement has a relationship to communism. Karl Marx propounded that in order to fight feudalism and capitalism, “you must have a scientific philosophy and a sound theory, for a workers movement to be built up on a scientific basis”. In dealing with the problem of social change, Marx examined two concepts, the first dealing with the “Forces of production” and the second with the “Relations of production”. He was more interested in examining the military concepts of the social revolutionaries, which earlier lay in the domain of great political leaders, legislators and pioneering reformers. According to Marx, the social process would lead to revolution at a certain stage of development and the material productive forces of society would come in conflict with the existing relation of production. He emphasised that change could be brought out only by revolution and not by peaceful means. The Naxal ideology flows from this line of thought.

Lenin raised the Marxist revolutionary doctrine to a higher level while applying it to Russian conditions. He stressed the need for clarity as to the historical conditions that gave rise to war, the classes waging it and the ends to be achieved. In his work, “Socialism and War” Lenis went on to justify civil wars waged by an oppressed class against the oppressor class, by serfs against landowners and wage owners against bourgeoise as legitimate, progressive and necessary. Mao Ze Dong modified the theories of Marx and Lenin and adapted them to the conditions as existing in China. He found the Marxist theory of revolution being led by the industrial proletariat to be unsuited to Chinese conditions and used peasants as the major force to achieve the political objective. He also propounded the ‘United Front Theory’, observing that there was inevitable weakness in the efforts to make revolution, relying on the workers alone. It was necessary to also rally all possible revolutionary classes and strata in forming a revolutionary united front. To Mao, ‘unite’ meant forming a united front with the bourgeoise, while ‘struggle’ meant peaceful struggle without bloodshed with the bourgeoise, on matters of ideology, politics and organisation. This would turn to armed struggle when the time came to split with the bourgeoise. Such armed struggle was to be waged through guerrilla warfare. Such warfare required political military leadership and would pass through three phases, namely the Passive or Preparatory stage, the Strategic Defensive or Retreat and the Counter Offensive. The Indian Naxal movement draws its sustenance from Maoist thought. This understanding is essential if LWE is to be eradicated in India.

The Naxals
The Naxal movement was essentially an agrarian movement, which, post independence had influence in parts of Andhra Pradesh, West Bengal and certain other parts of the country. It lost its agrarian character after a clash between peasants agitating for land rights clashed with the police in a village called Bengai Jote in the Naxalbari Block of Siliguri district in West Bengal on 25 May 1967. Nine adults and two children were killed in police firing, subsequent to which the movement lost its agrarian character and became a militant movement. As per one of the local leaders of that time, ‘There is no peaceful way to establishing rights for the poor. The gun is where the answer lies’.  

Today, we have a number of Maoist groups, spread over the Eastern half of the Indian land mass, operating in parts of West Bengal, Bihar, Jharkhand, Chhattisgarh, Odisha and Telangana and a couple of districts each in Maharashtra and Madhya Pradesh. The most prominent of these is the CPI (Maoist), formed in 2004 with the merger of two groups, the MCCI (Maoist Communist Centre of India) and PW (People’s War). The new organisation's ideological-political orientation is fully dominated by the MCC brand of Maoism.   
The social base of the movement varies in different states. At some places it comprises peasants with small or nil landholdings and to lesser extent middle peasants. At others, it consists of tribals. At still others it is an amalgamation of the above along with other marginalised sections of society. In caste terms, the base of the movement consists of lower and intermediate castes. This applies to the Hindu as well as Muslim communities. The leadership of the movement is largely from the upper castes and classes and to a large extent is Andhra Pradesh centric.  

To most of the common people who form part of the movement, the term Naxalite has come to represent a movement or struggle for basic rights. The testimonies convey an anti-system sentiment and suggest that the Naxalites have a fair idea of the important components of their struggle for basic rights as well as knowledge of their opponents - the government machinery, landlords, upper classes, big business houses and the like. In their self-identity, therefore, the Naxalites clearly see themselves as individuals who have chosen a path which clashes with the existing order. In their view, their struggle for basic rights has met with fierce opposition and condemnation which has turned their ‘right’ into a ‘wrong’ in the eyes of a large part of the world. They generally disassociate themselves from the wrongs that are commonly attributed to the movement to the extent that they may distance themselves from the term itself. They define who they are by who they are not and in so doing affirm the positive values of the Naxalite movement. 
At the lower levels, the ideological factor of Maoism is clearly missing. The migration of Telugu speaking people in the areas near the Godavari has also continued unabated and they have done in Bastar Division what they have done in Adilabad, Warangal, Khammam and East Godavari. They have swamped the tribal population, exploited them mercilessly and have reduced them to penury and second class citizenship in their ancient lands. And quite ironically it is from these that the nucleus of the Naxalite leadership has emerged. Though the Naxal movement is now almost entirely centred in the Adivasi homelands, one cannot but notice a disconnect between what the tribals seek and what the Naxalites provide. 
Few Adivasis have heard of Mao Zedong or care for what he stood for and did. The Naxalites on the other hand deify him. To them, China’s Chairman is ‘their Chairman’. Today, the entire greater homeland of the Koitur Gonds in Maharashtra, Chhattisgarh and Andhra Pradesh is under the thrall of the Telugu speaking Naxalite leadership, which now has an increasingly symbiotic relationship with rapacious forest and Public Works department (PWD) contractors, and corrupt officialdom. 

An understanding of the ideological content of the Maoist movement as well as the social base of its core constituents must therefore be an essential first step if LWE is to eradicated form India. A lack of such understanding is perhaps a primary cause for its continuance, despite brave proclamations made periodically, by political leaders and defence and social analysts that LWE is declining. Neutralising the foot soldiers in ground offensives is but a palliative. Like a bad penny, the movement will spring up again, and will continue to do so till the ideological and social characteristics of the movement are understood and addressed. A three pronged approach is essential to achieve success. This would involve firstly, winning the ideological battle; secondly, breaking Maoist linkages and fronts and lastly, neutralising their military base. All actions would have to proceed concurrently.

The Battle for Ideology 
This is perhaps the least understood aspect by those responsible to halt and eliminate LWE from the country. In its essence, the battle is ideological. The tools used by Maoists may manifest in public mobilisation and violence but the central aim remains imposing a particular social order for governance. The Maoist movement is thus an antithesis to the nation’s democracy and its Constitution. The Maoists do not aim to split India but to change its nature of government through force, in accordance with Maoist philosophy that ‘power flows through the barrel of the gun’. That fundamental will not change. Those who continually call for and propagate the idea that the Maoist leadership can be brought in to the ambit of the democratic process are not cognisant of Maoist ideology and  thought. Talks with the Maoist leadership will not yield results, precisely for this reason. The Maoists may abjure violence for a short period of time in places of their choosing but that process is temporary and will be used more often than not to achieve short term tactical advantage in terms of regrouping their forces after a debacle or as part of a larger strategic design. 

For any worthwhile gains to be made, the ideological content of the movement has to be defeated. As an idea, the movement can only be defeated if it is supplanted by another idea and that idea perforce has to be the idea of Indian Democracy. But for that to happen, Indian democracy must be seen as a superior alternative, which means that democratic structures must work in delivering social good to society. This would encompass the entire gamut of deliverables such as creating forums where the voice of the people is heard, having effective justice delivery mechanisms, providing socio economic opportunities to the affected masses and providing basic facilities in terms of drinking water, roads, power supply, education, sanitation and health. All of these fall under the banner of ‘good governance’ and are common to all parts of the country, but assume greater relevance in areas affected by LWE. 

Political penetration is perhaps the best antidote to LWE. Wherever political parties hold sway, the voice of the people is heard and people have a forum to state their needs and vent their grievances. This space gets filled by Maoist activity when the state abjures its responsibility in the less populated and remote areas of the country. A decline in LWE in West Bengal can be attributed to political penetration of affected areas. People generally prefer choosing among a set of alternatives in the democratic system, as against the totalitarianism of the Maoists. Hence the democratic path offers a construct which is preferable to what Maoist ideologues offer. Off course, political parties would have to deliver, else they will be thrown out of power. Society is becoming increasingly aspirational, which places increasing responsibility on the state administration to deliver. In conditions where  political parties cease to perform or have limited reach, the area becomes fertile hunting ground for Maoists.

This highlights the importance of good governance. Justice delivery mechanisms and a sensitised administration and police force are perhaps the most potent weapons in the fight against LWE. Both the judiciary and the political leadership have to look closely into these aspects as part of a concerted effort at conflict resolution. However, it is not development alone that will deliver tangibles but attitudes and perceptions. An elderly villager, when asked by a visiting Deputy Commissioners in the Bastar Division of Chhattisgarh, about what differentiated the Naxals from the government servants, gave a caustic reply. “We do not see much difference”, he said. “When your forest guards and police constables come here, they take our poultry and eye our women. The Naxals do likewise”. This is where the primary change is needed.

On the development front, there appears to be a lack of clarity on the long term strategy being adopted to tackle LWE. Interaction at the ground level brings home the truth that a long term vision for development is lacking and concerned officials are barely looking even one month ahead in terms of goal realisation. There is a need for a vision statement, both at the level of the Centre and the state, spelling out goals to be achieved. This must then be translated into a time bound long term perspective plan. The requirements must initially flow from the districts encompassing a period of 5 to 10 years. The plan should then be coordinated at the state level and issued as a directive to the districts. This directive must be unique to each district and must state the benefit that will accrue to the local population. The directive should encompass what is proposed to be achieved, the cost to be incurred, the resources that would be made available the time lines for completion. Unless such focus is brought in, the development effort will remain a mirage and the ideological battle will be far from being won.

The Linkages
Mao appreciated the necessity of forming united fronts to achieve the goal of revolution, believing rightly that the peasants by themselves would not be able to do so. The CPI (Maoist) document, titled ‘Strategy and Tactics of the Indian Revolution’, bases its core ideology on Mao’s teachings. It seeks to ‘creatively apply the universal truth of Marxism-Leninism-Maoism to the concrete conditions prevailing in India’. The political strategy aims to… ‘develop progressive forces, win over fence sitters and isolate staunch opponents’, in order to defeat the state. This understanding is vital as it brings into focus, the role of various organisations in India which the Maoists use for their own purposes. By aligning themselves with such forces, through direct or indirect support, they propagate and strengthen their cause and give it further legitimacy.

The fronts alluded to comprise four classes; the proletariat, peasantry, the urban petty bourgeoise, and national bourgeoise. These can be broken down into Tactical United Front (TUF) and Strategic United Front (SUF). The former is formed with organisations that are opposed to the state for one reason or the other. A good example of this category is the People’s Democratic Front of India (PDFI), which was formed in July 2006 through the efforts of a Maoist front organisation known as ‘Revolutionary Democratic Front’ (RDF). The PDFI has amongst its members eminent personalities such as Medha Patkar, Nandita Haksar and SAR Geelani. Some of the organisations which form part of the PDFI are the Samyukta Sangram Committee (West Bengal), Indian Federation of Trade Unions, All India Federation of Trade Unions, Chhattisgarh Mukti Morcha, Daman Virodhi Manch (Orissa), Jharkhand Progressive Students Union –– an affiliate of the All India Radical Students Federation (AIRSF), etc. The emphasis in alignment is with educational establishments, NGOs and other establishments which could be used by the Maoists to further their cause. Here, the Party seeks to take advantage of the conflicts and contradictions within the ruling class, to achieve control over our vast resources and markets. They make use of each and every activist, many of whom may not even be aware that they are part of the broader plan of Maoists to sabotage the state. The aim is to create mass struggle through propaganda, agitation and action. Thus, Maoist involvement comes to the fore in the activities of student groups in the Jawahar Lal Nehru University, in the activities of environmentalists like Medha Patkar and even in civil movements such as the anti corruption campaign launched by Anna Hazare. The counter to such activities lies in an effective intelligence network and in formulating a counter perception management strategy, to give the target audience an alternate narrative. The SUF consists exclusively of Maoist mass organisations that are underground and operate in the base area/struggle area. The combined strength of these organisations is synergised to serve the cause of the revolution. They would need to be penetrated by own intelligence agencies.
In addition to the above, the Maoists have developed linkages with a number of foreign and Indian terrorist  and insurgent groups. These include Maoists of Nepal, militant groups operating in the northeast India, anti-Indian actors – state and non-state – based in Pakistan, and umbrella organisations at regional and global levels like Coordinating Committee of Maoist Parties and Organisations of South Asia (CCOMPOSA), Friends of Indian Revolution (FOIR), International Conference of Marxist-Leninist Parties and Organisations (ICMLPO) and International Communist Movement (ICM). These linkages are not only increasing in depth and quality, but also turning deadly. The counter strategy here is once again on neutralising threats though an effective intelligence apparatus.

Security Force Operations
This is the third triad in operations against LWE. While ideological, governance, intelligence and perception management issues play a pivotal role in addressing Maoist violence, no realistic solution can come about till such time as the military power of Maoist groups is neutralised. The most powerful of the militant groups, the CPI (Maoist) has in its Peoples Liberation Guerrilla Army (PLGA), about 9000 to 12,000 hard core cadres, grouped into military companies, platoons, and special squads. Military companies, platoons, and even special guerrilla squads are equipped with AK 47/56 rifles, INSAS Rifles, LMGs, and mortars. 

The Central Reserve Police Force (CRPF) is the lead security agency, tasked to defang the PLGA and other military groups of the Maoists. A broad survey of security forces operation over the last decade throws up disturbing trends which are yet to be   addressed. The most disturbing aspect of SF operations is the abnormally  high rate of casualties suffered by the CRPF and local police forces in encounters with the Maoists. Statistical data from the South Asian Terrorism Portal reveals that for the five year period 2010-2014, the police force lost one man for each terrorist killed. This bespeaks of a very heavy rate of attrition on security forces which impacts negatively on their morale and will to confront the Maoists. But an analysis of encounters indicates an even more worrisome fact. In one on one encounters with the Maoists, the police forces have been bested most of the times. In many cases, when the police forces were ambushed, they did not return the fire, which enabled the Maoists to remove the weapons and equipment of the fallen policemen. This denotes tremendous weakness in leadership and training of the forces deployed in combating the Maoists in India’s heartland. 

Reports suggesting that the police forces suffered because they were out gunned by the Naxals lack credibility and are not substantiated by facts. After every major encounter, in which the police forces have suffered grievous loss, there is a renewed clamour for better weapons and equipment, improved protection gear and use of advanced technology for identifying and neutralising the Maoist cadre. This is for the most part uncalled for. Let us consider some of the demands made after each successful strike by the Maoists.

The issue of mine protected vehicles continues to crop up whenever a vehicle is blasted by an improvised explosive device. The use of such vehicles is however self defeating. Put simply, each vehicle can withstand a certain quantum of explosives. It is but a simple matter for the Maoists to increase the quantum of explosives in the improvised explosive devices (IED) they bury in the ground, to defeat at nominal cost nay such equipment that is bought. In Sri Lanka, the LTTE exploded an IED under an ICV (infantry combat vehicle), the explosion sending 30 tons of metal over 50 feet in the air. Vehicles with armour protection are useful against small arms but offer little protection against IEDs. Their use in combating the Maoists serves little purpose. When used, they become obvious targets and could be likened to metal coffins.

Another factor which repeatedly crops up is the demand for drones in seeking out and destroying the terrorists. After a Naxal attack in March 2014 in Chhattisgarh in which 15 policemen were killed, a leading national daily raised a rhetorical question on why the 200 million dollars worth of Israeli drones were not being used to track the movement of Naxals. This underlies a basic misunderstanding of the employment of drones. The Heron UAV in use in the services is useful to gain information in conventional operations. To combat LWE, it would be practically impossible to keep the entire length and breadth of the areas affected by LWE under constant surveillance. The UAVs required for total area coverage as well as the support infrastructure required would be colossal. Even so, the utility would remain doubtful. In the type of terrain that exits, there are obvious challenges to detection of small bands of lightly armed men and women using drone. Even if they were detected, the time required to process the information and pass it down to the local police for taking action is so large that the Maoists would have long left the scene by then. Medium Altitude Long-Endurance (MALE) UAVs of the Heron class are this inherently unsuitable as a tool for tactical level operations against Naxals. Micro UAVs in the hands of operating troops would be more useful in such environments and that is where emphasis must be laid. The police forces need to be empowered at the tactical level. Better observation and communication devices and navigation tools with the operating forces would achieve far better results than upper end equipment more suited for conventional operations.

It needs reiteration that while technology is an enabler, the battle against the PLGA can only be won by police forces which are well led and well trained. This remains the Achilles heel of our operations. The leadership, drawn from police officers remains well below par for operations in the jungles. The training standards too remain a cause of concern. Unless these concerns are rectified, the PLGA will continue to get the better of our forces.

Conclusion
India cannot achieve its rightful place in the sun if a major portion of its land mass remains affected by extremist violence. The political leadership as well as the state administration tasked with addressing security concerns arising out of extremist violence needs to develop a holistic understanding of the Maoist philosophy, and then take steps to insulate the masses from the Maoists. Governance challenges need to be addressed through a time bound long term action plan, which should be monitored at the highest level in each state. Maoist linkages and fronts need to be broken through a concerted intelligence action plan. Finally, the police forces need to get their act together and provide the requisite training and leadership to our forces deployed in combatting LWE. Only through such an integrated model can we hope to overcome the challenges that face us. 

Published in CLAWS Journal - Summer 2015. For footnotes, refer to the CLAWS Journal.