Where is the Engineer?

Late Air Cmde Jasjit Singh infused air power strategic thinking into engineers and supply chain managers in the Air Force through CAPS seminars for Maintenance Command. These seminars, designed around engineering and logistics themes, would eventually highlight the extent and significance of our contribution to air power.

Only then did some of us realise that the customary comparison of adversaries merely on the basis of platforms and weapon systems on inventory – and war fighters’ ability to exploit - can be misleading. The effective maintenance of our weapon systems, innovative modifications/ upgrades and support from indigenous industry are also major contributors to our might.

Rather than give an “I know it all” summary for every theme under discussion, Air Cmde Jasjit Singh listened to practitioners - the mark of a wise, thinking man. The participants finished the day with pride in having had a say in making their Air Force!

Does an average engineer feel that he is important for the Air Force?

Six years since retirement, I have attended many seminars. The most significant for the Air Force has been the annual “CAPS/CII International Conference on Energising Indian Aerospace Industry”. Year after year, I am surprised to find fewer and fewer air veteran engineers participating, leaving it to pilots to do the energisation.

What makes an Air Force Engineer unobtrusive even in retirement?

Bharat Jagega

‘AI174 - San Francisco to Delhi - Boarding’ reads the LCD display in the Air India Premium Lounge.  Each time he waits in the airport lounge to board a flight to India, Vijay is transported to that day 30 years ago. That day, looking forward to a new adventure in America, he had feared leaving India. Today, he feels a sense of trepidation on the opposite route. He knows the America he lives in but each time he goes to India, he finds that a changed India awaits him. Asha gently squeezes Vijay’s shoulder “Chalo, boarding shuru ho gayi”.

“Namaskar”, says an air-hostess, her hands folded in greeting, her manner belying politeness or welcome. “Still haven’t learnt to wear a welcome smile with their put-on namaskars”, says Asha to Vijay as they look for their seats. Vijay winces and throws up his hands in resignation. In America, Vijay wears his Indianness with pride. He rejoices in India’s economic progress and its cultural history. Yet, of late, his first steps towards India are ridden with doubt. His last trip, three years ago, had come as a shock. Vijay wouldn’t have ventured to go back so soon, if it weren’t for the Golden Jubilee Reunion of his 1967 batch of IIT Roorkee.

The classmates’ WhatsApp group called ‘Ex-Thos-1967’ had turned unusually active after the invitations were sent out by Alumni Association. Months of collective cajoling had followed. A dear old classmate in Mysore had suggested that many of the ’67 batch might not be able to travel long distances for the next organised reunion after 10 years. This was the last straw and many, including Vijay, had booked their tickets for the reunion.

“On our way”, says Vijay on the WhatsApp group. “Welcome back. Old friends await”, comes a prompt response. Vijay smiles and thinks of how all his friends in India are old friends now. He was a bright, young officer in the Indian Air Force once. Forced to leave the Air Force prematurely to attend to his ailing parents, Vijay had failed to settle into a second career in India. Indian industry had been more interested in his contacts in the Air Force than his engineering or managerial acumen. After his parents’ demise, Vijay, Asha and their two children had taken that first flight to USA.

The hum of the aircraft’s engines turns to a roar and Vijay closes his eyes. The next time the wheels touch down, it will be on Indian soil, he thinks. Amidst the excitement of a college reunion, he feels the revulsion lingering from his last trip. He hears the brash voices of the angry young men, who had roughed him up because he had not given them a pass - It had not been their right of way. He hears the dismissive tones of the policemen and the loud ruckus of the crowd that had gathered to ‘watch the fun’. “In-flight entertainment is unserviceable. I am not even going to bother to ask this time”, says Asha. “Such hospitality as only Air India can provide”, she adds with a wry smile.

Vijay feels the familiar pang of guilt. He would have liked to make a difference in shaping India. Yet, now he is a businessman from America, a non-resident-Indian who criticises Indian ‘incompetence’ and apathy at will but takes no responsibility for it. How would his Indian friends know that on his rocking chair, on foggy evenings in San Francisco, Vijay often dreams not only about India but for India? He now moves over to an empty window seat and resumes dreaming, “where can we begin to change India?”

When Vijay had fallen ill just before class XII exams and slipped in his studies, his father had said, “Focus on the weak subject, improving which, will bring maximum benefit.” “Think of Maximum Leverage Area”, he had insisted. Vijay had fared excellently. What would be the Maximum Leverage Area for a country like India, thought Vijay. That was easy. It was an answer he found on every trip to India – ‘character’. “When people go to work in Delhi, they go to war on the roads and end up in office on the other side”, he recalls his friend Mohan’s words. The disgrace, humiliation, and indignity, the death of the spirit, the loss of time and the waste of resources - a war that no one wins but each one fights. Vijay closes his eyes. The national character - its dilution, depletion and the occasional resurgence is all too evident on the roads. Is there an answer here, he wonders.

“Welcome Home Sir”, says a smiling air-hostess. “We have begun our descent into Delhi. Would you like to get back to your seat?” Vijay is pleasantly surprised at this cordiality from the airline staff. It makes Vijay feel more at ease about this Indian holiday. He moves back to his seat beside Asha and looks over her shoulder as the dots and specks below the plane windows steadily gain magnitude. On landing, Vijay and Asha are in for another surprise as passengers wait for those ahead of them to deplane first. “Hadn’t we forgotten the ‘pehle aap’ custom long ago?” Asha can’t help the sarcasm. They brace up for the uninviting immigration officers. But the officers, it turns out, have magically transformed into a firm yet pleasant lot. For the first time in so many years, Vijay and Asha feel welcomed by the gatekeepers to their own country.

The first attraction is a meeting with classmates, Deepak and Manu, who are at the airport to receive them. “So what do you think of the airport?” asks Manu as the four of them wheel the baggage carts to the multi-story parking.  “World-class! I agree”, says Vijay looking around in admiration. “Don’t get so excited. Wait till you get on the road”, whispers Asha. Soon they are coursing on the four lane road that bifurcates to Delhi and Gurgaon. Asha is incredulous. The traffic is slow but steady even on the usually chaotic stretches - no honking or criss-crossing across lanes. “Look at that”, Vijay points out to Asha. “What is it with Delhi drivers today? So much discipline!” They cannot believe that vehicles halt on ‘Red’ well behind the pedestrian crossing line.

Deepak, who has been at the wheel, quietly smiling to himself all this while, now ventures to explain. “We have another 20 kilometres to go. So allow me to bring you up to speed with some san-sanee-khez khabar from Delhi. Do you believe India is shining? I don’t mean economic progress, international relations, soft power and all that. When you see what you have just seen on the road, do you not believe India is shining?” Vijay and Asha are both silent, non-committal but spellbound. Deepak continues proudly. “It all started when a soldier in uniform was attacked by gundas in an incident of road rage. Nothing new or remarkable by Delhi standards you would say. This time though, the people’s patience had reached tipping point. The armed forces veterans’ associations came together and made a proposal to the Prime Minister’s Office - a proposal that they not only found irresistible, but also followed up with unprecedented swiftness. What you see on the roads is a result of that.”

“The discipline and civic courtesy has begun to show itself off the road too, I would say”, says Manu. “What do you mean? What did they propose?” Vijay asks, unable to imagine how this could have been executed.

Manu says. “Hai na? Just because it has never happened in the past, many of us thought it could never be done. I admit I was in that group for a while. Simply, this is what it took. About 2000 armed forces veterans offered their services to the nation at NO COST. Armed Forces attached a few hundred serving personnel. And, even the police, usually conspicuous by its absence, produced cops in large numbers. For the first 15 days, this large force spread across the NCR guiding people with road rules, road rage and road etiquette. After that, they were allowed to enforce discipline. The govt promptly issued special ordinances for heavy penalties and also for authorising service officers and veterans as traffic wardens.”

“The presence of a mixed team at the main traffic points ensured that the usual method of bribing to get away is no more relevant…” asks Vijay. “Yes! The best part is that people have started enjoying this change”, says Deepak. “I, for one, am certainly enjoying it”, says Asha.

Deepak continues. “This multi-dimensional force has also made roads available for the flow of traffic. In the first 15 days, they undertook the herculean task of marking side lanes on every major road inside the cities. Any motor or other vehicle outside these lanes was confiscated and penalised. We understand that the government has plans to outsource installation of ticket machines’ for parking on road sides. Contractors will recover costs through parking charges and market places will be relatively free when people are not permitted free parking.”

Vijay exclaims “Great! That should reduce safety hazards in crowded places too. The western society has also had its periods of chaos. Even where we live, it takes continuous enforcement to keep the road culture in check.”

“After the first 3-6 months, they say it will be phased out and only enforced for short periods thereafter. I only hope we all will get used to it by then”, says Manu. “The way it has gone in the last 3 months, I am beginning to feel confident that even us Dilliwallahs will get too used to it”, says Deepak.  

“This in uncanny. On the flight I was thinking of Maximum Leverage Area. By leveraging on the road discipline aspect, there are three major gains to be made – (1) A beginning of revival of citizens’ value system (2) A marked improvement in respect and adoration for armed forces (3) A consequent improvement of character and morale of the police”, says Vijay.

“Exactly!” says Deepak, quite taken up with excitement now. “Delhi NCR is going to influence the rest of the country with values and ethics instead of aggression.” Even Asha, the habitual India-basher has overcome her resignation. “Imagine what it will look like when similar schemes take off in other cities”, she says. “We should thank the veterans, armed forces leadership, police and political leadership. We can argue about it in newsrooms and drawing rooms but the results speak for themselves” says Manu. “Vijay, before our next alumni reunion, India would have transformed. You must come back for good well before that day!” jokes Deepak. But Vijay isn’t joking when he says “Let’s see. That will be a dream come true”.

“Please get back to your seat, Sir. You are not allowed to change seats. We are about to begin descent”, the airhostess wakes Vijay with a stern expression. Vijay smiles - he has a dream and what’s more, he has a proposal. He is not annoyed with the cabin crew any more. Moving back to his seat beside Asha, Vijay looks over her shoulder as the dots and specks below the windows steadily gain magnitude.

“भारत जागेगा !”, he says to the stern-faced air-hostess. This time, even she can’t help but smile. 

The 2^nd Innings

(Published in Air Force Association News March 2017)

 

                                        

On a sunny morning in the waning winter of Delhi, as a concert of classical music ends and I am released from the spell cast by such a maestro as Pt Ulhas Kashalkar; I am struck by the longevity of his career. At well past 60, even at the peak of his career, a veritable mountain of professional opportunities and challenges awaits him. I realise that in contrast to the careers of military men, a musician goes on and on - there is no place for a 2^nd innings. S/he never need stop and look elsewhere. No 'hanging up of the uniform'!

Admittedly, a second career, as military veterans are often forced to consider, is a bane as it is a boon. The needs of military command & control dictate steep promotion ratios for both, officers and men. A large number is also constrained to leave early because of a highly demanding service life giving little time to support family. Therefore, thousands coming out every year at forty have a whole new world to face. After the extraordinary experience of serving in the Indian Air Force and living the fauji life, it is difficult for most of us to come to terms with life outside the Air Force. Once outside however, there is nothing to be gained from dwelling in the past and living in virtual uniforms. The fact that most of us have really no practice with job-hunting, adds to the anxiety in no small measure!

"Can you name a national industry bigger than the Indian Air Force?" I once asked at a student interaction in IIT Roorkee, my alma-mater. I thought someone would name the Indian Railways or HAL, whose chairmen were IIT Roorkee alumni. But, there was only an inquisitive silence. I took the opportunity to tell the audience that there were few national industries that could match the Indian Air Force in sophistication and size.

Many logistics & supply chain management philosophies have originated from the military. Yet the armed forces, because of their unique role vis-a-vis commercial industry, are not commonly perceived to have industrial capability or sophistication. This must change and we, the veterans can change it. Why should aviation companies look to us only for our contacts and knowledge of organisational dynamics within the Air Force? Serving in the Air Force means experience with advanced technology and knowledge of best practices. It means working on operations of scale and precision and most remarkably, the experience of the finest and most dramatic examples of teamwork, camaraderie and service-before-self.

I always recount with pride, my meeting with a former JWO who is now the Chief Administrative officer of a reputed Engineering College. Armed with core engineering and management skills backed by years of experience in the military, an ex-serviceman can contribute handsomely to other industries, academia and social welfare initiatives. To the second innings, a military veteran can bring in fresh perspectives and a strong work ethic. Aviation engineering and administration has been our forte, but let not our strength in aviation constrain the scope of our vision.

Sunil Gavaskar and Amitabh Bachchan are interesting examples of making good of their 2nd innings. You could argue that Gavaskar has not switched to acting, nor has Amitabh taken to cricket commentary. Staying within the specialised fields and skills honed over decades is unfortunately not an option for all military men. But any ex-serviceman with a will to take off on a second career must be able to find opportunities commensurate with seniority and experience. It is a huge loss of human resource and an unfortunate loss of morale when retired officers or airmen cannot leverage their experience to propel their post retirement careers.

There is much that the government and industry can do to leverage this latent potential. With long, active lives post retirement, the onus is on us to support each other in finding ways to integrate with civil society and add value outside the military. The Air Force Association looks after the welfare aspect to keep us assured. I suggest that a group of senior veterans now get together to form an action oriented, non-profit group with three core action verticals. These will provide interface for (i) aviation and (ii) non-aviation industries and (iii) personnel development and promotion. Seniors (in age and experience) who are not seeking jobs for themselves may mentor the younger lot to get suitably placed. Specialised sub-groups may also take up consultancy/ training for the industry, thus building rapport and credibility for ex-air force personnel.

I dream of the day when the industry will queue up to seek air warriors who will transform their organisations. We can make India.

Lage raho Air Warrior!

         

In Search of Simple Solutions

Make in India for Defence

“The more complicated the situation seems to be, the simpler the solution must be”
-          Eliyahu M. Goldratt

The situation seems to be that the Indian Air Force is woefully short of squadron strength, slipping further with each passing day. The other weapon systems on ground don’t catch as much public attention – I reckon that the situation won’t be quite different. The Army and Navy would have their own, not dissimilar, challenges. The parable of the ‘Boiling Frog’ reminds us that a frog in water that is brought to boil gradually will be cooked to death because it will not perceive the gradual escalation of danger in its circumstances. The problem of inadequacy has existed for so long that we all have become used to it. With this unknowing acceptance, we risk dangerous consequences.

Individuals or groups of people often have their own perceived solutions or compromises to long standing predicaments. “It has always been like this, and because of someone else” has been a convenient getaway for each one of the players involved. It has provided much relief from the guilt of being a part of systemic non-performance. The blind hope is that ‘the armed forces will somehow, magically perform when called upon to do so’. The saving grace then, will be that this is not called to test in unfavourable circumstances.

The Centre for Economic Policy Research, in association with Defence And Security Alert and Swadeshi Jagaran Manch, recently organized a discussion on the theme of ‘India Reboot: Arming Indian Defence’. The event was remarkable in the nature of discussions that veered off the beaten track. Instead of the traditional format where few speak and most listen, here a few triggered the thinking and most others present participated and articulated their opinions. This informal approach facilitated brainstorming of ideas without pressing the discussants to provide answers. Journalists, former bureaucrats and veteran soldiers all presented their assessments of the situation. The flip side was that many focused on a telling and retelling of their problems instead of brainstorming around solutions. Nevertheless, even accepting the problem is getting halfway home to a solution!

In this article, I elaborate on my assessment of why we are where we are and the possible way ahead,

Assertions

A few assertions are necessary before delving into the causes and solutions.

We often mistake symptoms for problems and try to find quick fix solutions. Just one example; fast reducing number of Air Force fighter squadrons is not the problem. It is a symptom (or an effect) of a root cause, which lies somewhere else. Acquisition processes that go on from conception of staff requirements to orders placement for anything between 10 to 30 years are clearly the problem area, which we take as GIVEN and try to work around. “You have to visualise requirements for what you need 10 years hence”, seniors counsel the staff, never sure if even 10 years would be adequate. How can we then ever bridge the numbers gap?

Goldratt, in his Theory of Constraints, says “All people are good, our assumptions are bad”. My assertion in line with Goldratt’s theory is that all involved are sincere in efforts with honest intentions – only that we don’t synergise.

I believe that ‘Make in India’ has not been possible for the last 40 years, not because of the lack of technology. Or else, we would not have been in space with such an acclaim. Make in India has not been possible simply because of the lack of human synergism.

Various agencies, despite honourable intentions, work towards local optima. This results in conflicts between different parts of the system constraining systemic improvement.

The Causes: Why?

First of all we need to acknowledge that ‘Make in India for Defence’ is not our goal. The GOAL is to have strong military that will enable the nation assert its will. If it weren’t so, we would force our armed forces to use only made in India equipment. Shortly thereafter, we wouldn't survive to be able to fight another war with made in India. ‘Make in India’, however, is one of the most vital components leading to a strong military.

The dilemma is that armed forces need state-of-the-art weapon systems to fight wars. And, state-of-the-art weapon systems are not made in India; therefore, we have to buy foreign. On the other hand, the armed forces would remain dependent unless we have indigenous capability; for which we have to buy Indian. Towards a common goal, buy foreign and buy Indian are the two actions in conflict with each other.

The conflict remains unresolved because of the one core issue that the cost and time estimates for indigenous developments are projected unrealistically. This may be so for the reasons of getting indigenous projects approved. However, the armed forces find their foreign acquisitions jeopardised because of such indigenous claims. “LCA is coming” has been an ongoing claim, which had questioned even the SU-30 acquisition decades ago. Let that not take away from our R&D and manufacturing agencies the credit for having done a wonderful job. But, in the environment of trust with realistic projections of LCA developments, Air Force would have been compelled to participate in the programme wholeheartedly with dramatically different results. The Air Force would then be able to accept and begin to use below par outcome with an assurance of progressive upgrade. Everyone knows that the design and development agencies cannot produce best in the world indigenously in one step.

One major cause of lack of human synergy is the ‘I am God’ syndrome. Compared to the HF-24 days, both DRDO and HAL are now big empires; Gods in their own right; Air Force is another God that claims its rights because of having the final responsibility. The participants’ discussions also brought out that in terms of security operations, many more Gods who can talk war have now appeared on the scene. Every player in the arena has noble intentions towards making the nation stronger. However, each one’s perception of the requirements is localised and different. Getting many Gods to come together is the major challenge.

The private industry has not been able to enter the arena despite the lip service promoting public-private partnership. High cost especially in aviation and single customer reality in military deals are issues, which bring in tremendous challenges to the private industry. Modifications to Defence Procurement Procedures have not been enough to surge the private industry in. There is much more to be done by the Govt and the armed forces to see how to help the private industry to eventually help us indigenise.

The Way Ahead

A few recommendations:-

§  First and foremost, we have to set up an environment of no-blame.

§  It may sound illogical (what do forces know about design, development and manufacture) but, it is essential to assign indigenisation responsibility to armed forces (authority to call shots and not blame) till we achieve a 50% satisfaction level. After that the R&D and manufacturing industry will race ahead to give us the best anyway.

§  With themselves in the driving seats, the armed forces should plan a force mix that can accommodate some indigenous equipment, which is a shade below state-of-the-art. Acceptance of such systems with minor shortfalls but assurance for further development will go a long way in building indigenous capability.

§  A coordination group of professionals with techno-military acumen should be set up to bring together many Gods. Most importantly this group should report directly to the Raksha Mantri. However, this group should only be a facilitation group to smoothen the rough edges in relationships with no authority to dictate lest it becomes a super God.

§  Acquisition processes have to be considered as time bound projects and measured as time to go at all stages through the process.

§  There cannot be any ‘Make in India’ without the private sector. While we continue promotion of the private industry through improvements in DPP, the first thing that can facilitate is their entry into MRO (Maintenance Repair Overhaul). For that, instead of looking at armed forces workshops, the MRO undertaken by DPSUs should be gradually shifted to the private industry with DPSUs support and mentoring. The DPSUs would then be relieved to focus on design/development.

§  Finally, let us not look at our weaknesses alone. The nation’s strength in software has not been harnessed adequately for the military needs. The world runs on software and the outcome of future wars would most certainly be determined by adversaries’ software capabilities. Let ‘Make in India’ focus also largely on software for real-time operational systems and space and cyber domains.

Goldratt's timeless insight cannot be re-iterated enough.                                                   “The more complicated the situation seems to be, the simpler the solution must be”

The excerpts of this have been published in Defence And Security Alert April 2017 volume

SDI Celebrates Silver Jubilee

Hearing genuine appreciation for SDI from commanders of combat fleets and media reports like “SDI helps our Air Force fly high” had us feeling proud and elated even before my wife and I set course to Bengaluru for SDI’s Silver Jubilee functions. With anticipation and nostalgia, I looked forward to meeting all those who had played a part in its eventful journey thus far. The Software Development Institute’s commitment showed in the way an Avionics Seminar by day and a social event by evening, both found their place in its celebrations!

As one who was part of its humble beginnings, I have vivid memories of its genesis and the struggles of its fledgling years. As its first Commandant, I had many anecdotes to share with those present at the silver jubilee celebrations. Recounting these memories for friends and former colleagues, who listened to them with great enthusiasm, I was inspired to pen down some anecdotes for the coming generations to stitch together and preserve.

The genesis of SDI would be best appreciated through a flashback into the journey of software in the Air Force. Amidst various information systems and databases developed till the 1980s, engineering software developments were limited to three large pioneering projects. RCPO (Radars & Communication Projects Office) automated remote measurements of the health parameters of Tropo links. IIO (INAS Integration Organisation) was the first in the country to work on real-time avionics integration for the Jaguar DARIN project. And, LRNG (Low-Level Radar Networking Group) undertook in-house work on real-time software to fuse multiple radar tracks for air defence command & control. Projects are time bound by definition; all the three worthy projects (RCPO, IIO and LRNG) were nearing culmination. Therefore, by the end of the 1980s, it was feared that the expertise and continuity to undertake further work on engineering and avionics software would fadeout. The result was the vision for a software development institute.

The then DCAS, Air Mshl BD Jayal, conceptualized the need to go beyond ASTE’s Software Support Centre. He envisioned an independent unit supported by ASTE, with software as its goal. The laborious spadework of drafting proposals for establishing SDI was, however, carried out by ASTE.

In 1991, I was posted on promotion to ASTE for the 2^nd time. It is said that my seniors at HQ WAC had informally learnt that a new unit was in the offing and planned for inauguration by the Chief of Air Staff. A cancellation of posting was not feasible as indications were that I would head the new unit initially.

By the end of ‘91, the SDI establishment was issued with an Air Cmde as its head. The Air Cmde was, however, not posted because the manning was approved under internal adjustment, perhaps planned for conversion into a permanent establishment after the closure of IIO.

Most senior officers with adequate influence held their officers back as SDI began with only three officers - a few airmen were loaned out by ASTE. The inauguration of SDI turned into an inconsequential event unworthy of the presence of the Air Chief. It was the then Air Cmde P Rajkumar (now veteran Air Mshl), ASTE Commandant, who inaugurated SDI on 27 Jan ‘92. The accommodation used by the erstwhile Software Support Centre of ASTE was handed over to us for a start. Within the first few months, Air Cmde Rajkumar handed over the keys to the gates of an 8 acre plot of land in Kempepura. However, the keys remained in the guardroom and the land remained formally with ATSE until SDI came of age to begin planning works services for technical accommodation. Today, Air Mshl Rajkumar tells me that, that piece of land had been acquired from HAL specifically for SDI.  However, without this knowledge, in the face of changing opinions after his departure from the scene, I could justify SDI’s permanent location on that piece of land only on the basis of that generous offer by the ASTE Commandant who inaugurated SDI.

But for one man, no one seemed to believe in a future for SDI. First as ASTE Commandant and then as DASR (our functional Directorate) at Air HQ, Air Cmde Rajkumar showered his blessings upon us in more ways than one. He and Mrs. Sheila Rajkumar nurtured someone else’s baby and took us affectionately under their wings. The care was unconditional as they stood by our side. In the process, we not only benefited from their support in the face of challenges from the external world but SDI also inherited the sound professional character and ethos of ASTE. I have always regarded Air Mshl & Mrs. Rajkumar as the Godfather and Godmother of SDI.

Sqn Ldr Hemant Sharma (now Air Mshl at Air HQ), was our main functional link in DASR in the initial years. Hemant, always a sprinter, was faster than anyone I had known. His forthright approach enjoyed high credibility with MOD in getting SDI proposals approved.

In due course, AVM S Krishnaswamy (later the Air Chief) took over as ACAS (Plans). We were inspired by his vision and commitment. Under his direct command & control, SDI got tasked, encouraged and supported to perform with ‘junoon’.

But for the care and support from these people at varying levels of the hierarchy, the vision SDI could well have ended prematurely.

A flashback into those years:-

·         For nearly 4 years, I was a Commanding Officer on a Bajaj scooter. My first official visit to HQ TC was with Sqn Ldr K Venkatachalam riding pillion to collect file covers and stationery.

·         The officers’ strength rose from 3 to 5 and continued to rise in the following years. A remarkable new entrant was Sqn Ldr PS Samuel, who joined us after his Staff Course. He was to have a hand in almost everything that happened at SDI thereafter.

·         IIO helped us in training on DARIN. We began doing IIO tasks jointly. I recall the exceptional commitment of our officers, without whose initial years of toil, these 25 years may have been very different. For about two years, we worked at SDI for two hours before IIO opened, then worked on IIO tasks till 5 p.m. and returned to our SDI tasks till about 8 p.m.

·         The first service vehicle allotted to us was a princely possession – an old Standard-20 van. I enjoyed driving the van with my officers across the runway to IIO and back.

·         The first task to be accomplished was the development of the Jaguar Mission Planning System and procurement of the required hardware and system delivery to the squadrons. The opportunity to fly the Jaguar trainer with Gp Capt Ajit Agtey was a gratifying experience and now banks with many such special memories of that time. As we were stepping on the ladders, he literally threw the map at me saying “Pramod, you do a little map reading on the way; I have your Mission Plan with me”. That was his way of encouraging us by saying that he trusted us!

·         When the first officer got posted out, we had to present him a memento. No artists - we sat down together to make a design. I drew an aircraft and a computer and said “both these must be there to depict SDI appropriately”. Someone got a bright idea to draw two curved arrows from the computer to the aircraft, and that became the design of our logo. I wrote the motto “Invisible Work, Unlimited Capability”. That translated easily to our motto in Hindi as “अदृश्य कर्म अपार क्षमता”, without having to refer to a translator. I am amused and elated to see that those small acts have become legendary in due course.

Air Cmde RK Batha (now veteran Air Vice Mshl), the first Air Cmde Commandant arrived after nearly 4 years of SDI’s existence. I continued as his 2 i/c, thus becoming the first Commandant and also the first Chief Software Engineer of SDI. Even as I had technically given birth to the institute, Air Cmde Batha was truly the father of SDI. Air Cmde & Mrs. Batha raised SDI with a distinct character of integrity and selfless commitment. Despite constraints of inadequate vehicular support and no contingency and AFWWA funds, they looked after the unit personnel and families like their children.  Team SDI was a happy lot under their care. Besides many tasks well executed, Air Cmde Batha also led the team in the planning of a very special and immaculate technical complex for SDI.

Air Cmde Batha’s caring and (by now promoted) Wg Cdr Samuel’s knowledge sharing approach set up an exemplary professional character for SDI. I am gratified to find that the Batha legacy continues as SDI crosses milestone upon milestone. We, the veterans, are proud of the fact that those who followed us in these 25 years have surpassed our accomplishments.

I am sure a day at SDI with Pranay&Dipika and team has rejuvenated every veteran just as it has rejuvenated me. I am delighted to find that this team sings with joy and merriment even as it makes quality software that sharpens the combat edge of the Air Force.

For your invisible work, thank you and for that unlimited capability waiting to be tapped, my best wishes!

Air Mshl PV Athawale