Money Over Matter | Coming of Age

Maj. Gen. Mrinal Suman (retd)

January 2017 may well turn out to be a month of redemption for the Defence Research and Development Organisation (DRDO) on two counts. First, with the successful test firing of long range guided Pinaka rocket on January 24, DRDO proved its competence to develop advanced weapon systems. Executed in close collaboration between the public and the private sectors, it may well become a trend-setter for the development of more complex systems.

Secondly, at the Republic Day Parade, DRDO proudly showcased Medium Powered Radar Arudhra and 155mm X 52 calibre Advanced Towed Artillery Gun System (ATAGS). ATAGS is an indigenous field artillery marvel. With a range of 35 km for boat tailed and 45 km for base bleed ERFB ammunition, the gun system is configured with all electric drive technology, a first of its kind in the world. Once again, right from the inception of the project, two private sector majors were involved in every phase of development.

Hopefully, these successes will not prove to be flashes in the pan and be a harbinger of the development of many more state-of-the-art weapon systems, thereby reducing dependence on imports.

It is time India gets rid of the disgraceful stigma of being the largest importer of conventional weapons in the world. Many hold DRDO responsible for India’s failure to develop an indigenous defence technology base. Its failure to create, stimulate and nurture an environment of innovations has resulted in a disappointing performance of the Indian defence industry.

Innovation implies an active and exploratory crusade that seeks to better existing products, processes and systems. It is considered to be a dynamic catalyst to progress and is a key step in the pentad of growth (improvisation, improvement, upgradation, innovation and invention). Whereas improvisation and limited improvement can be undertaken by the users; major improvement and upgradation can be carried out by the production agencies. However, innovation and invention are the functions of research and development (R&D).

Unfortunately, rather than operating in the challenging realms of innovations and inventions, DRDO had earlier chosen the easier path of delving in improvisation, reverse engineering and indigenisation of imported equipment. Resultant neglect of genuine R&D work resulted in its failure to acquire the necessary scientific outlook. Consequently, DRDO came to be identified with tall claims, prolonged delays and sub-optimal performance. Landmark development projects of Arjun MBT, Kaveri aero-engine and Light Combat Aircraft (LCA) brought no credit to DRDO.

Potential Belied
The Technical Development Establishment of the Indian Army and the Directorate of Technical Development & Production were merged with the Defence Science Organisation to create DRDO in 1958. The objective was to have a single unified agency to handle all defence R&D activities.

The mission statement of DRDO has three objectives – to design, develop and lead to production state-of-the-art sensors, weapon systems, platforms and allied equipment for our defence services; to provide technological solutions to the services to optimize combat effectiveness and to promote well-being of the troops; and to develop infrastructure and committed quality manpower and build strong indigenous technology base.

To start with, DRDO was a small organisation with 10 establishments/laboratories. Growing rapidly over the years, DRDO presently has a network of 46 laboratories in 25 cities. Now, DRDO is India’s biggest R&D organisation with the largest pool of scientific manpower. It has a total strength of 25,148 employees with 7,549 scientists and the rest in technical/support cadres.

Director General DRDO heads the organisation. He is also secretary department of defence R&D. Prior to 2015; he was performing the duties of scientific advisor to the defence minister as well. Functioning of DRDO has been grouped into seven technology clusters – Aeronaut