Lage Raho Air Warrior!

by Veteran Air Mshl PV Athawale

(Published in AFA News Oct '16)

Once an air warrior, always an air warrior! Thankfully, I have not heard the usage of the term ‘air warrior’ associated with qualifiers like ‘Ex’, ‘Retd’ or even the one in fashion today - ‘Veteran’.

Something extraordinary happened around the turn of the century when we all became air warriors from officers, airmen, Senior NCOs etc. In my opinion, that was one of the three prominent cultural changes in the Air Force in many decades. The other two were ‘The Air Force Song’ and the culture of greeting each other with
‘Jai Hind’.

Jai Hind brought us closer home as Bhartiya Vayu Sena, shedding off our Royal touch. The Air Force Song gave us our own marching (shall we say flying) tune. Since then, it’s been delightful to see serving and retired alike not just lip syncing but singing aloud on every available opportunity. The AF Song sung in our schools has further provided our children in their formative years with an emotional attachment to the country and the Air Force.

In my early years in the squadron, I recall how excited all technicians and non-technicians were when an Op task was accomplished by the Sqn pilots or they came out with flying colours in a gunnery meet. But, somewhere we felt disappointed as the countrymen recognised us as ground engineers, technicians and administrative staff working in IAF. In a combat force, where few get an opportunity to face the adversary, this ‘air warrior’ tag has given us, the large majority on ground, a tremendous sense of value and pride.

A common ‘air warrior’ label has also been a reflection of the true character of this wonderful family, our Indian Air Force. Despite the hierarchical needs of a combat force for unity of command, our inter-personal relationships have always been cordial and relaxed. Every one of us would surely recall nostalgic memories of great camaraderie.

My Squadron Commander, Wg Cdr KK Bakshi would first offer me (the Plt Offr) a Gold Flake, with a wink to make me comfortable before looking at files I carried for him. I also affectionately recall my first two teachers in the Squadron; Sqn Ldr AA Francis and Flt Sgt Govindrajlu. For many years later, it was a pleasure to meet the lovable Hony Flt Lt Govindrajlu, a proud owner of an auto repair garage in Bengaluru till I lost contact with him. Air Cmde Francis continues to reminisce about Govindrajlu’s technical acumen and leadership. On my change of stream, in a Tropo Hub Centre, the leadership duo changed to Wg Cdr S Gulati, the CO and JWO Narayanan, the ace technician... And, the story continued for all the wonderful years with the Air Force.

Experiences as a member of the Air Force Cricket team have also been very gratifying. During a veteran cricketers’ reunion at Nagpur, when I was still in service, I got a lesson in bonhomie and values as all senior retired officers advised me to felicitate Ex Cpl Dharmalingam ahead of everyone as the senior most cricketer present – ranks didn’t come in the way!

Air Force Association is a group formed by us, the retired. Welfare is a vital part of this association with aging members in need of help through companionship and financial assistance. AFA does a great job of it. However, besides seeking welfare, we can also project an image of ‘We can still do it’! Let me draw strength and motivation from Air Mshl MS Bawa’s assertion when being felicitated as an octogenarian by AFA. He energised the audience by reciting a poem, the gist of which was “अभी तो उड़ान बाक़ी है पंछी, अभी तो जान बाक़ी है!” We can contribute towards nation building in several ways even today.

It is delightful to find a significant number of retired officers and airmen as entrepreneurs or handsomely employed. They are already contributing to the national economy. Besides them, thousands of us enjoying good health and yet not seeking routine employment also aspire to do something meaningful. We wish to spread strong ethos, gathered over the years, towards developing a national character. We can teach school children. We can assist the administration in implementing traffic norms and many more such endeavours. We are contributors and not a burden. We can enlist ourselves with AFA to volunteer - it will strengthen our AFA.

Sometime ago I had published an article titled ‘Make in India Needs Ex-servicemen’. I wish to modify that expression today to say “Ex-servicemen are needed for Making India”.

The level of human endurance has not yet been found. Therefore, I say “Lage Raho Air Warrior!” You are required by Bharat Mata!

(Blog at pvathawale@blogspot.com)

India’s 500^th Test: Value of Ethics

India is celebrating its 500^th Test Match win at Kanpur. Every newspaper has reported the technical supremacy of the hosts over the visitors while cautioning that the Kiwis can ‘surely fly’ and hit back in the next two Tests.

I have a special association with Green Park for a few memorable innings as a local player. Watching 5 days of absorbing cricket on TV took me back to my cricketing days. I was reminded of the gentlemen’s game that Cricket was and the gentleman’s spirit that has been long abandoned.

Cricket is a reflection of life like no other sport. It has been distinctive because of long tours and a long duration of (up to 5 days) struggle together as a team. With every generation of cricketers, the values of the society have naturally shown up in the actions of the men in whites, both on and off the field. Till the sixties, there was an unwritten norm, at least for friendly matches, to smile at opponents and wish the opening batsmen “good luck” before the first ball was bowled. As he took guard, the captain of the batting side invariably got a friendly applause from the fielders. Appealing for wrong claims was considered a discourtesy to the umpire as well as the batsman.

Rahul Dravid was one of the most determined players in recent times. He played to win with his bat and never required to talk offensively or take his shirt off to show aggression. Unfortunately, we have had few like Dravid,  Laxman and Dhoni - the man on the street has tended to learn more readily from the display of arrogance.

Alas! What we see on Delhi roads is what gets reflected on the cricket field or vice-a-versa. In the on-field war like scenario, the most terribly behaved teams in the world are led by the Australians, closely followed by Pakistanis, Englishmen and Indians. Indians have thankfully retained one value – they are reasonably cordial with nice opponents.

This brings me to the special feature of this 500^th Test – the absence of abuses, shoves and pushes, and interventions by the umpires for sorting out arguing and sometimes physically threatening players. If you discount intimidation through wrong appeals, the behaviour was excellent.

This has been possible primarily due to the Kiwis, who have played the game hard but remained gentlemanly. Team India also deserves appreciation for their well mannered response. However, it is disappointing that the news media has been busy selling Kohli’s aggression, sparing no appreciation for the gentlemen from New Zealand currently playing cricket in India.

Let us remember: “What gets rewarded gets repeated, and what gets repeated becomes a habit”.

My congratulations to the teams New Zealand and India for this grand show! Hope you do it again and again, and again for all others to follow!

A Tribute to Canberras

Somebody put in my name in the list by mistake when the Canberra family came together as ‘Canberra Association’. I say “by mistake” because despite having been with 6 Squadron for five years, neither had I flown nor had an opportunity to put my spanner on that splendid machine called ‘Canberra’. I was a Superconnie Flt Signaller and also the EO during later part of my stay when some of the stalwarts left a void. I had got closest to Canberras on a stormy night when summoned from a social evening for Two-Six operation to separate three aircraft that had bumped sideways into each other on tarmac.

The inadvertent entry into the elite family came as a blessing and enabled me to maintain a listening watch like a true Flt Signaller. I decided to remain hidden and be on the mailing list to keep getting news about friends and some of the heroes of my younger days. The long mailing list that it is, one could hope to remain hidden forever.  But, Canberra crew are hawk-eyed. I was spotted and reported to Gp Capt Conrad Dalton. On getting to know about facts, despite my submissions to leave me out, he awarded me compensation for anonymity - to become a visible member of the family!

And, I reported..

My tryst with Canberras began in 1975. As a young Flying Officer, I had brought an Engine Change party from Jodhpur to retrieve our Marut stuck at Pune on way from HAL Bangalore. I lived those three days with 6 Sqn ‘Bravo’ Flt, where parked at the end of mighty Canberras our lovely Marut looked diminutive. A massive line up of elegant Super Connies on the other side made that tarmac one of the most attractive sights in the Air Force.

Little did I know that I was destined to be a part of that set up barely two years later. Turning into a part time aircrew after the Flt Signallers’ Course steered me to the prestigious 6 Sqn in 1977, where at Pune we also had Canberras from 35 Sqn for company. By then, the magnificent line up of ‘Alfa’ Flt of Super Connies had declined to a modest strength of only two aircraft on tarmac; and scotch from UK had given way to coconuts from Carnicobar. Besides Carnic couriers and transport support to sister squadrons on base, we carried out special ops like bringing Santa Clause from the heavens on Christmas Eve. Yet, Super Connies were absolutely delightful to fly - technologically superb and an unmatched sight at night with four engines, each emitting three blue flames from the Pressure Recovery Turbines.

          In contrast with the shrunk line up of Super Connies, the Canberras’ became more impressive and even colourful with the addition of the target towing ‘C’ flight to 6 Sqn. Canberras gave us the purpose and a connect with combat. We were now predominantly known for Canberras, ‘A’ and ‘B’ flights only sometimes operating together at Carnic. In spite of being with ‘A’ Flt, the benefit of a significantly high Sqn average age & experience came to me as I got an opportunity for air crew sea rescue training exercises at Mumbai along with the Canberra crew.

The Commanding officers had changed over from Super Connies to Canberra type. I had the privilege of being with three illustrious COs, beginning with the dynamic Wg Cdr HS Ghuman. With the CO taking a liking to fly Super Connies, I recall a veteran Flt Engr Warrant Officer observing that Super Connies had begun to land like Canberras, nose wheel held up high for long on the landing run.

The Sqn had proud moments under the impeccable leadership of Wg Cdr D Banerjee - we were honoured with President’s Colours. And later, WG Cdr DR Asher’s Happy Warrior leadership made us self driven to achieve. It was a shock to learn about his loss after I had left the Sqn.

For my wife, Neelima, 6 Sqn was the entry into Air Force family. Besides the COs and 1^st ladies, we both carried fond memories of many who we looked up to and whose examples kept us motivated through the years in the Air Force.

Proud to be a part of Canberra family!!

In Search of Solutions for IAF’s Dwindling Assets

Continuing where I left my previous post ‘Evaporating clouds for Defence Indigenisation’. . let me take up the problem of IAF’s dwindling combat assets. Strategic thinkers have been discussing and debating this issue for over two decades. Yet, there has not been any improvement in the situation because, despite good intentions,  actions by the establishment have not been well directed. The core problems lay elsewhere and what we dealt with were mere symptoms.

A few examples of symptoms are - (i) fast reducing number of IAF fighter squadrons (armed forces assets in general), (ii) inadequate contribution of indigenous industry, and (iii) lack of interest in young Indians towards joining the armed forces. The corresponding perceived solutions are - (i) exhort those concerned with acquisitions to expedite important cases, (ii) set up a committee to recommend actions to invigorate Defence R&D and industry, and (iii) send armed forces personnel to schools and universities to attract youngsters. The real causes behind the symptoms are not addressed; consequently, the symptoms resurface after some time.

Goldratt, in his Theory of Constraints, explains situations where one cause results into many undesirable effects or problems. He asks us to focus on it as a core constraint or problem. Further, he says that a core problem has usually been in the system for long. As such, many solutions addressing its symptoms would have already been tried unsuccessfully. Therefore, he suggests that we “re-examine the foundations of the system to invent simple solutions to create an environment where the problem simply cannot exist”

Goldratt’s problem cloud has prerequisites 1 and 2 in conflict with each other. Kelvyn Youngman further explains that Prerequisite 1 is ‘you have something which you don’t want', and Prerequisite 2 is ‘you don’t have but you want to have'.

This situation of living with something we don’t want and not getting something we want is the paralysis in status quo.

Decision makers are gripped by fear that a change may lead to a worse situation.

A combat force essentially needs a force mix where the life cycles (induction to disposal) of different fleets are staggered in time. It means that even with long fleet lives of the order of 30 to 40 years, acquisitions for replacements will need to be processed every 6 to 8 years. Include mid-life upgrades and systems integration needs, and the time period permissible for acquisitions would only be 4 to 5 years.

In contrast to the above requirements, our purchase processes have gone on for anything between 10 to 30 years from conception of staff requirements to orders placement. Account for contracts execution periods of at least 3 to 5 years (sometimes far more), and the huge gap between requirements and needs’ fulfillment begins to look horrifying.

Add to this, the uncertainties of indigenous developments leading to drastic elongation of timeframes and we are perennially in crisis.

Without any balance between life expiry and new acquisitions, how will it ever be possible for us to maintain desired force levels? No wonder that it has become a habit with us to extend lives of old unreliable aeroplanes and attempt adaptation of aeroplanes to unfamiliar roles.

“You have to visualize requirements for what you need 10 years hence”, seniors counsel the staff, never sure if even 10 years would be adequate. It is ridiculous that we have procedures to forecast even our spares requirement (even from established suppliers) 3 to 5 years in advance. Clearly, this approach is unsustainable in the fast moving world where agility is vital. We have to think differently and move to a new paradigm.

“You never change things by fighting the existing reality.
To change something, build a new model that makes the existing model obsolete.”

                                                                                                 --    R. Buckminster Fuller

Goldratt recommends a logical process of effect-cause-effect analysis to lead us to core constraints. However, without going into the details of Goldratt's method, I wish to use the aforementioned discussion to indicate the two core problems:-

§  Our acquisition process is extremely long and uncertain.

§  Projection of indigenous development timeframe is unrealistic.

The cloud representing the conflict in acquisition process can be drawn as shown. The core constraint is placed in block D. A few assumptions that need to be validated are shown alongside.

The indigenous development cloud can be drawn as shown. The core constraint is indication of unrealistic/ optimistic estimates for indigenous development. Once again the assumptions indicated alongside are only representative for understanding the deadlock.

The fundamentals laid out by Goldratt have to be kept in mind for a win-win solution in the national interest. First, all people are good, only assumptions are inappropriate. Second, there are no blames. Third, all complex problems have simple solutions. Fourth, people within the system have to invent a new solution; they cannot be asked to comply.

What you think is not important;

What your people think you think, that’s what really counts

-    E M Goldratt

Resting my faith in the firm commitment of today's leadership to bring all stakeholders together, I sincerely believe that India can, in the words of Goldratt, “create an environment where the problem cannot exist”.

                                             Air Marshal PV Athawale PVSM, AVSM, VSM (Retd)

Evaporate Clouds for Defence Indigenisation

For continuity, please read my article on Rediff: 'I am God' won't Make in India

        The maxim “Machines do not make things, humans do” is reflected in the status of indigenous defence manufacturing in India. India’s dubious distinction as the top global importer for defence purchase is not due to lack of technology, but predominantly due to lack of commitment and synergy of human effort. Even so, the commitment from the government is most unequivocally visible today compared to the decades spent in rhetoric about promotion of Indian industry, especially the private sector.

While the commitment for action is strong, the progress will not be well directed unless we understand and resolve the conflict which paralyses us in the status-quo. Continual tinkering with  Defence Procurement Procedures (DPP) or  thicker rule books  look like solutions but result in little progress  when there is no change in the way we think about the deadlock.

The world we have created is a process of our thinking. It cannot be changed without changing our thinking

                                                                      -        Albert Einstein

           Air Force acquisitions are major contributors towards India’s standing among global arms importers. The examples and discussions hereon are, therefore, specific to the Air Force or military aviation requirements.

Dr. Eliyahu M. Goldratt put forward the ‘Theory of constraints’ and proposed a wonderful method of working towards resolution of conflicts that restrict achievement of the goal. He articulated that non achievement of goal in any system was due to a very small number of constraints (at least one constraint). These, called core constraints, have usually been in existence for long and intuitively well known. Many compromising solutions have possibly been implemented over and over again without success. A few of our examples of compromising virtual solutions are:-

§       Compel the Air Force to buy Indian and not foreign equipment.

§       Deny them technology, and they (DRDO and DPSUs) will make.

§     We cannot go to a single private company – let DRDO or DPSUs subcontract to private industry.

§      A fatter rule book; write more detailed Defence Procurement Procedures (DPP).

§ Air Force telling Indian industry “We support indigenisation; make excellent equipment and we will buy”.

Goldratt thought of the core problem as a dark black cloud and termed the method to a solution the Evaporating Clouds method. The need is to invent solutions where the problem won’t exist. To find solutions, he emphasized on ‘No Blames’!

When you blame others, you give up your power to change

-          Robert Anthony

He explained that a problem existed only if in satisfying two positive requirements leading to the objective, the corresponding prerequisites (or actions) were in conflict. The requirements are genuine. However, to meet corresponding requirements, different departments perceive prerequisites (actions) differently depending upon their local measures. The situation is depicted below. Conventionally the core problem is placed in block D. The answer is in D' but actions in D and D' are mutually exclusive:-

In the context of the deadlock between actions for indigenous defence manufacturing, the conflict can be represented as shown below. The core problem listed in block D is that we have to buy from foreign sources. The answer is in block D', i.e. buy Indian, but we can't - we are locked in conflict because state-of-the-art systems are not made in India:-

           

     The solution begins with identifying assumptions that 'cloud' our minds and then 'evaporating' the cloud by verbalising and invalidating some of our assumptions while  reinforcing others and then finding a solution that meets both the system requirements (B and C). Some of the system requirements may also have to be reviewed. The budget is limited - Our forces cannot possess all state-of-the-art platforms at any given time. IPL cricket is the best example, where a franchise has to maximize its firepower within the given budget following the norms laid down for acquiring foreign players. Similarly, it may be necessary to decide the minimum force level (acquisition) that can be indigenous, even if below par with globally top of the line; the follow up developments/upgrades must aspire to be state-of-the-art. The frontline needs, however, will have to be met with globally competitive platforms.

The answer lies in all parties coming together. Consequently, in the environment of trust that will develop, the Air Force may be assured that its acquisition needs for foreign purchase will not be jeopardized due to unrealistic timeframes of indigenous programmes. It will be better prepared to accept indigenous effort. The conflict cloud is as shown below. The core problem indicated in block D is that it has been projected for decades LCA would replace ageing fleets. Verbalising assumptions (some inappropriate and others valid) can indicate a solution to this dilemma. A few examples of assumptions that have been in existence for decades, are indicated below. Let us put ourselves in 1990, 2000 and also in 2010 to read assumptions.

         One more vital cloud needs to be dissipated – the fear of private industry. The core problem in D is that major contracts are awarded only to PSUs. Despite exciting discussions in seminars, nothing much has resulted about getting private industry’s participation in a level playing field. The cloud is shown below. The example of inappropriateness of one of the system’s requirements is explained alongside. Examination of other assumptions can follow.

   Indigenous design/development and defence manufacturing have unique challenges like a single user market and a single R&D agency i.e. the Govt. The industry, including the private sector, can grow only if the following measures are implemented:-

§      Until a 50% satisfaction level, the Armed Forces are put in the driver’s seat AND accordingly measured for indigenisation. The industry will race ahead after that.

§    The Defence R&D is well supported by the Armed Forces (partnership in vital projects) with measurable targets for achievement by both.

§    Defence PSUs are measured for performance predominantly by the amount of indigenous design/development and manufacture and NOT profits made through licensed manufacturing and support services.

§   Defence manufacturing is made more assured and profitable for the private industry.

 Today’s solution may not be relevant tomorrow. As the indigenous capability improves, a new force mix will have to be evolved and pursued. Strong indigenous industry exporting to friendly neighbours can further strengthen regional balance. It is the hope that whatever the relevant solutions in the changing tomorrows, below par indigenous weapon systems will never have to be bought by the Indian Armed Forces. Let us always remember that the end goal is not import or indeginisation but securing the country through able and ready armed forces.

                                    Air Marshal PV Athawale PVSM, AVSM, VSM (Retd)

Indian Air Force Amidst 'Many Gods' -
Will we Make in India?

My article published on Rediff on 13 Apr 2016 
'I am God‘ Won’t Make in India
http://www.rediff.com/news/column/make-in-india-cant-be-forced-upon-the-military/20160413.htm

Years ago, a Swamiji was invited by the College of Defence Management as a part of a series of guest lectures. What stayed with me was his analogy for human behaviour. He spoke about the two distinctive human behavioural patterns – the ‘dog pattern’ and the ‘cat pattern’. A dog and a cat lived in each other’s neighbourhood. Both were happy in their respective lives. The dog said “I am happy; my master looks after me very well – he is God”. The cat was different. He said “I am happy; my master looks after me very well because I am God”.

Ever since, I have looked at different situations of conflict with Swamji’s wisdom. Everything falls into place once we appreciate the patterns of human behaviour where some people or organisations expect others to submit to them. I call it the ‘I am God’ syndrome.

When interacting elements begin to believe that ‘I am God’, despite each one meaning well, the result is a lack of synergy and non-accomplishment. This is what happens between the players that aspire to build indigenous capability for the Indian Armed Forces .

People often cite the development of space capability and the accomplishments in atomic energy and exclaim “If they can, why not the Defence!” They overlook the unity of direction in those domains - the designer, developer, user and maintainer being under the control of a single agency.

The military capability of a nation rests on a triangular base. The three pillars are     (i) Armed Forces on the basis of assets and training/ preparation, (ii) Research & Development capability, and (iii) Manufacturing/Industrial capacity. The military could also be classified into three distinct classes on the basis of its influence, (i) Local, (ii) Regional and (iii) Global. However proficient, a fighting force be, its reach will be localised if the nation’s R&D and industrial capability are insignificant. For a nation to aspire to enhance its military influence to the regional level, it has to progressively improve its industrial capability. Finally, any military can have Global influence only if the nation’s R&D and industry are dominant players with a cutting edge over adversaries. This gives its military the first use of best weapon systems to develop operational concepts and tactics ahead of other nations.

Let us remember that ‘Make in India for Defence' must not be our goal. The goal is to have a strong military to help the nation protect its identity and assert its will. Enhanced indigenous industrial capability is a prerequisite for the nation’s military to be reliable and effective in times of crisis. Therefore, indigenous design/development and manufacturing capability are necessary conditions for achieving the goal of maintaining a powerful military force. This simply means that 'Made in India' cannot be forced upon the military without ensuring that it meets the requirements. In a recent panel discussion on the subject at IIT Roorkee, the Raksha Mantri pointed out the prerequisite by saying that “the needs of the armed forces cannot be overlooked”.

Each of the three pillars or components of military capability (Armed Forces, R&D, and Industrial Capacity) is often measured for performance in isolation. Consequently, each one strives to maximise its performance in seclusion. It is convenient to work independently towards a localised objective. The industry (mainly Defence PSUs) have made profits through licensed manufacturing, while progressively reducing the design & development effort – the local measures of production and profits have been well satisfied. The DRDO, satisfied in accomplishing programmes which permit autonomy in execution, have given little of significance to military aviation’s requirements. Both DRDO and Defence PSUs view the Armed Forces’ penchant for foreign systems as a problem. The Armed Forces, who carry the ultimate responsibility, justify foreign purchases because of the lack of availability of indigenously developed state-of-the-art weapon systems.

Strategic thinkers often wonder why we cannot produce indigenous designs today, when we (HAL) had produced an indigenously designed and developed multi role fighter aircraft (HF-24 Marut) in the early sixties.

Back then, DRDO hadn’t quite grown and HAL top management was deputed from the Air Force. These situations are not relevant to the size of these organisations and the expected performance from defence R & D and industry today. The fact is that the unified direction and control of those times was vital in creating HF-24 Marut.

Both DRDO and HAL are now big empires; Gods in their own right, who desire submission by their clients and acceptance of their products as a mark of appreciation for their hard work. It is not uncommon to hear expressions like “The Air Force would keep asking for more, but, had to be directed to accept!”

On its part, the Air Force is not happy to compromise specs - There is a limit to which the genius of our pilots can offset our aircraft deficiencies compared to adversaries. When the old specs are nearly met a decade later, the world has moved on and those specs now fall short of the Air Force’s current expectations. And the process goes on. . As a solution, the Air Force looks for more control and makes futile attempts to make the impossible happen - have an Air Force pilot as the Chairman HAL!

Every player in the arena has noble intentions towards making the nation stronger. However, each one’s perception of the requirements is different. These perceptions differ because they are based on inappropriate assumptions to satisfy local measures. The result is that we have three Gods to be brought together (in addition to the much needed private industry).

The solution is in ‘win-win’ – no one should be forced into compromises. The industry shouldn’t be made to wait endlessly for products to be put to use. There is no short cut to development of hi-tech systems. Our own armed forces have to use indigenous systems at intermediate stages of technological development for products to mature and be counted among the best in the world. At the same time, the armed forces need for state-of-the-art should be acknowledged before jeopardising acquisitions in view of unrealistic assurances of indigenous development timeframes.

The ‘I am God’ syndrome won’t permit us to make in India until all agencies come together to find this win-win solution. The Raksha Mantri may consider appointment of a coordination group consisting those with techno-military acumen to facilitate synergy and advise him directly without the bureaucracy stepping in as another Super God.

                                  Air Marshal PV Athawale PVSM, AVSM, VSM (Retd)

                                  Former AOC-in-C of Maintenance Command, IAF