Shri Rajnath Singh
Honourable Raksha Mantri
Government of India,
My Dear Raksha Mantri
At the outset, please accept my sincere
congratulations on your appointment as our Raksha Mantri. We wish you the very best in the successful
execution of your duties so that Indian aspirations are fully met. I am confident
that with your long experience in public life you will take India and its people
to safe shores through stronger Armed Forces.
The Indian Armed Forces are the Last
Bastion of India and you are its captain. It is the instrument to propel us to our
rightful position in the comity of nations. It is also an institution of India
that is most trusted to safeguard and protect us so that we maintain our upward
trajectory. I am especially striking this note since the Armed Forces and their
all-round strength has come into sharp focus recently. When our nation is
facing multiple challenges - externally and internally, there is a need to strengthen
our Armed Forces to deal with our threats and adversaries effectively.
Many criticalities faced by the
Armed Forces have appeared in the media and many thinkers have come out with
their 100 day wish lists. These are well known and common knowledge. I would recommend that in the first 100 days
of your tenure please ignore all the fixes being advised to you. On the
contrary, I would request you to invest your first 100 days in understanding the
complex issues facing the Armed Forces. Your clarity in understanding these complex
problems and decisions based on the ensuing clarity will be far more valuable
to us as a nation. In this connection I would like to highlight a few issues to
you.
It is my belief that all of us in
the hierarchy of defence affairs exist to serve the man on the front-line. The
man in the trench is our first line of defence and is our last bastion. He
should be the one to be fully equipped, well paid and kept, honed in prime
physical, mental and moral condition; in and out of service. The acid test of
the efficacy of your policies, decisions and execution lies in how it affects
the soldier, sailor or airman on ground. If you can hear his voice, establish
what he needs and give it to him in time, you have won the battle for India. A
well-equipped Indian soldier has always brought glory for the nation. The
converse is also true as in the case of 1962.
In this process of discovering
what the soldier needs, you will have to interact extensively with those who
are operating on our frontiers. When you interact with them, you will always be
painted a rosy picture at lower echelons. From a morale point of view all soldiers
are trained to say that they have everything they need, specially in front of
their superior commanders. All problems and criticalities will be posed to you
at higher HQs. It is normal for a duality and contradiction to emerge. It will
be then up to you to discern the real picture, assign a priority, evolve a policy
and get it executed.
A major inhibitor in letting you
know the ground situation is the bureaucracy around you. They are good people
but come from different backgrounds with huge perceptional variances. As a
result, many a times, they are far removed from reality due to lack of
knowledge, beyond what is on files and other pressures and considerations.
Also, they have greater access to you and hence have the capacity to influence
your decisions. A good bureaucracy is a boon to the system and a bad one is a
bane. It is up to you to hear the voice of the soldier through this noise and
tend to his issues through our bureaucracy who, despite all that is said about
them, are fundamentally good.
Many people will come to you with
plans pertaining to Modernization of Organisation, Infrastructure, Research and Development
and Production. History has shown that most of them are long on promise and
extremely short on delivery. Many snake charmers of Delhi will come to you with
“Make in India” plans which in actuality are “Fake in India”. In this
connection I would like to highlight that there have been great successes due
to teamwork. Please identify these successful models and reinforce them. The
tried and trusted failures hovering around South Block need to be identified
and shunned. India lies beyond Delhi, waiting to be tapped.
In sum, I would say that your
hundred-day plan should be to understand the issues at hand, put together a
good team and come up with a long-term executable plan. It needs to be pursued
relentlessly for the rest of your tenure. Lastly, your efficacy lies in the
fact that our present Air Chief or Prime Minister should never ever have to say
“Agar Rafale Hota”. At the time of need, we should have, Rafale or whatever else
it takes to defeat our enemies, in the hands of our soldiers on our frontiers.
I do hope this simple message of
mine reaches you. Once again, I sincerely wish you success in all your
endeavors to build a strong India.
Jai Hind
With best wishes and warm regards
Yours Sincerely
P R Shankar
Lt Gen (Retd)
Ex Director
General, Artillery
Professor
Department of
Aerospace Engineering
IIT Madras
31 May 2019
31 May 2019
The letter written by the Gen , is very thought provoking and an important source of comprehensive insight , the basis of which will settle the Important issues radiantly.
ReplyDeleteThe foundation has been set for the government to deliver the best within the stipulated time of the first 100 days , and the requirements have been listed adequately , from all fronts related to strengthen the strong ARMED FORCES, to deliver as expected & taking immediate action on the points projected .
The road map to reshape , has been set as explained
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Sir, while the intent is right and the heart is in the right place, what was the outcome you expect from this letter? Just wondering if you could have probably listed first five things for him to understand that is different in MoD from MHA viz., MHA has Policemen within the ministry doing their specialist jobs, at diff levels of the MHA unlike MoD where the same is done by bureaucracy who may have all the right intent but have no expertise; second, what should be the method to address this ? Third, the issue of Rules of Business and Terms of Reference and that unless either the three SVC HQs or HQIDS with pmt COSC or CDS is brought into the Schedule 1, the gap between military and bureaucracy is not going to be bridged; fourthly, very quickly identifying a new method or process of funding defence procurement maybe examine some other democratic nations for models to overcome our processes and finally, pay heed to the developing geopol sitn so that need for corrective measures can be discerned...!! Alongwith these, go into the environment and understand the difference between CAPFs and the military!!
ReplyDeleteA thought provoking and well argued missive to the Minister. Human beings are by nature victims of the proximity factor and the politicians. The Armed Forces in India suffer a double whammy. First they are feared very wrongly due to the reputation built by the Army of our western neighbors. Second, the access to political leadership is strictly controlled due to vain fear ingrained in them. Hence the defence preparedness of India is based on second hand information and second hand interpretation of the proposals made by Services.
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