New Delhi. 22 January 2025. “The Indian Army’s preparedness for asymmetric and hybrid warfare in regions like Jammu & Kashmir and the Northeast is anchored in a comprehensive DIME (Diplomatic, Informational, Military, Economic) approach. This strategy seamlessly integrates conventional military strength with unconventional tactics, advanced technology, and coordinated efforts with civil agencies. By prioritising adaptability, modernisation, and strategic foresight, the Army is well-equipped to effectively counter evolving threats and maintain stability in these sensitive regions,” said Indian Army Chief General Upendra Dwivedi PVSM, AVSM in an exclusive interview to Aviation & Defence Universe (ADU), on the occasion of Army Day 2024.
ADU. In your tenure as COAS, what specific focus areas is the Indian Army prioritising under your leadership as the Chief of the Army Staff?
COAS. The vision of the Indian Army is built upon the contributions of my predecessors, and I aim to carry forward 50% of the foundation they have established. Additionally, I intend to introduce 30% new initiatives for immediate execution and implementation, while dedicating 20% to innovative ideas that will shape the future for the next generation.
The mission statement that we have defined for ourself is to ensure full spectrum operational preparedness while concurrently transforming the Indian Army into a modern, agile, adaptive, tech enabled Atmanirbhar future-ready force which is capable to deter and win wars in a multidomain environment. It will always remain a relevant and key pillar of National Security Apparatus, aligned towards protecting National Interests and effectively contribute towards Nation Building in synergy with all agencies of the Government and sister services.
My thrust areas include maintaining full-spectrum operational preparedness by ensuring complete vigilance on the LAC and Line of Control as well hinterland in Jammu & Kashmir and North East. We are also focussing on leveraging digitised tools through our initiative of technology absorption for decision-making, and securing dominance in emerging grey zone and cognitive domains. We are currently pursuing the Decade of Transformation besides converging multi-domain capacities in synergy with all government agencies.
Indian Army will seek avenues and bring together our capacities to support nation-building initiatives. Our endeavour will be to forge Military Leaders of character & outcome-oriented professionals. We will foster an organisational climate underpinned by ‘ethical values’, ‘professional focus’, ‘teamwork’, ‘positivity’ and ‘ably led’, at all echelons.
Strengthening morale and motivation at all levels remains a priority, alongside cultivating a positive organisational climate rooted in professionalism, teamwork, and the core values of independent India.
And last but not the least, I shall address comprehensively, the welfare quotient of serving and retired personnel and Veer Naris, with ownership at all levels, wherein ‘Right to Responsibility’ of all ranks become equally important.
These priorities will strengthen the Indian Army’s readiness, flexibility, and resolute commitment to safeguarding national security and contributing to development, all while honouring its rich legacy and core values.
ADU. On the modernisation pathway, could you highlight the advancements in the Indian Army’s modernisation journey, especially towards achieving Aatmanirbharta in defence?
COAS. Keeping ‘Swadeshikaran se Sashaktikaran’ as motto, our force modernisation and capability development endeavours are advancing steadily, focusing on integrating cutting-edge technologies and enhancing operational effectiveness. Indian Army is a key stakeholder in conceptualisation, fructification, absorption, exploitation, sustenance and disposal of technologies. It is a strategic imperative for us to support indigenous Research and Development and spiral production of modern warfighting systems. We cannot afford to be import dependent.
Our focus on indigenous procurement is extensive. Two defence corridors, one each in Uttar Pradesh and Tamil Nadu, have been earmarked. Indian Army is supporting more than 13000 MSMEs and more than 1000 startups. We as a country have already achieved defence exports worth ₹21000 crores. We have also been able to produce domestically defence equipment worth ₹1.27 crores. 35% Positive Indianisation List items published by MoD is of Indian Army, 85% of our capital expenditure has gone to indigenous industry. We have engaged the domestic industry in more than 439 projects spanning across 551 industries.
Over the last four financial years, 158 Capital Acquisition contracts worth ₹70,028 crore have been concluded, of which 144 contracts (97.3%) worth ₹68,121 crore were signed with Indian vendors. In 2024, 16 contracts were finalised, 14 of which involve Indian industries, enhancing capabilities in areas like small arms, long-range vectors, communication systems, and remotely piloted aerial systems.
Additionally, 96% of the total Acceptance of Necessity (AoN) accorded between FY 2022-24 has been granted to indigenous defence industry. In 2024 alone, 23 AoNs worth ₹1.22 lakh crore have been approved, with 21 AoNs (98%) worth ₹1.19 lakh crore dedicated to Indian companies.
In ammunition procurement, we are committed to establishing at least one indigenous source for all types of ammunition under the ‘Manufacture of Ammunition for Indian Army by Indian Industry’ program. Through this effort, 154 of 175 ammunition variants (88%) have already been indigenised. This has seen a jump from 58% to 88% in last four years.
Given the current stage, achieving 100% indigenous defence procurement is not feasible. Therefore, we aim to import only specialised technological equipment that is not available domestically while steadily advancing towards complete self-reliance.
ADU. For readers interested in ongoing initiatives by the Indian Army, could you elaborate on the key aspects of the Indian Army’s ‘Decade of Transformation’ initiative?
COAS. The transformational process of the Indian Army aims to build a modern, agile, adaptive, technology enabled and self-reliant future ready force. Keeping with the vision of Viksit Bharat @2047, Department of Military Affairs has issued guidelines for the three services. According to these guidelines, the time period till 2047 will be divided into three phases.
Phase-I from 2024 to 2027 will be observed as era of transition, Phase- II from 2027 to 2037 will be observed as era of consolidation and Phase- III from 2037 to 2047 will be observed as era of control. Aligned with the DMA’s guidelines Indian Army’s roadmap will involve Phase-I from 2023 to 2032, which we are observing as Decade of Transformation. Phase-II will be from 2032 to 2037 and Phase-III will be from 2037 to 2047.The “Decade of Transformation,” initiated in 2023, is driven by the evolving character of warfare, the cumulative presence of five generations of conflict, two-and-a-half front security challenges, and the increasing prevalence of grey-zone warfare. This transformative journey is being progressed under five key pillars.
Pillar 1: Jointness and Integration – The nation’s unique threat spectrum demands interoperability in a multi-domain operational environment, requiring a cohesive and integrated response from the armed forces. To address this, Integrated Theatre Commands, tailored to our specific requirements, will be established with distinct Force Generation and Force Application components. Jointness and integration efforts are being advanced across eight core domains. A few notable achievements include the establishment of Joint Logistic Nodes and shared operational bases while integration with Central Armed Police Forces (CAPFs), especially in the Northeast, is being pursued to enhance coordination.
Pillar 2: Force Restructuring – A comprehensive review of existing structures is underway to usher in an ‘Era of Integrated Approach,’ ensuring seamless integration at all levels for the timely and efficient application of force. New, tailor-made structures and organisations are being developed to enhance agility and effectiveness, minimise ad-hoc practices, address infrastructure asymmetries, and strengthen the armed forces’ role within the DIME (Diplomatic, Informational, Military, and Economic) paradigm.
Pillar 3: Modernisation & Technology Infusion – Transforming organisational culture involves identifying key pressure points, setting priorities, and fostering thought leaders who uphold shared values and beliefs. Efforts are underway to implement digitised, networked, and automated in-house solutions to address functional, operational, and human resource needs effectively. Additionally, to enhance lateral communication and learning among Indian Army personnel, deputation and exposure opportunities are being planned as a crucial element under this pillar.
Pillar 4: Systems, Processes, and Functions – Bringing change in organisational culture, by identifying the pressure points, prioritising, encouraging thought leaders with shared values and beliefs. The digitised, networked, automated and in-house solutions to meet functional, operational and Human Resource requirements are being progressed. In addition, to improve lateral communication and learning of Indian Army personnel, deputation exposures are also being planned under this pillar.
Pillar 5: Human Resource Management – Review of existing policies and reforms related to recruiting, manpower planning, career management, welfare of personnel including veterans and families, leadership development and training are focused under this pillar. HR reforms such as Agnipath Scheme have been adopted to provide cutting edge manpower. The effort to enhance role of women in officer and other ranks is also being undertaken progressively.
The transformation process is multi-dimensional, designed to equip the Indian Army to tackle future security challenges effectively while aligning with India’s vision of becoming a “Viksit Bharat” by 2047.
ADU. On the innovation spectrum, what measures are being implemented by the Indian Army to enhance technology integration and encourage innovation across its ranks?
COAS. The Indian Army envisions transforming into a modern, agile, and technologically advanced future-ready force. Modernisation and the integration of technology into our warfighting systems are ongoing processes. We have planned comprehensive technology infusion through capital procurements, supplemented by emergency procurements. To maximise the benefits of each new technology, an institutionalised approach has been mandated, with 2024 and 2025 designated as the Years of Technology Absorption. Our objective is to cultivate techno-commanders and techno-warriors, capable of effectively leveraging cutting-edge advancements.
The identification and acquisition of our technological requirements are structured around 16 Technology Clusters, including Loiter Munition, Infrastructure, Cyber, AI, Robotics, and more. Capability development through 2024 and beyond will focus on areas such as next-generation small arms, protected mobility, night fighting, ISR, firepower, precision munitions, EW systems, and advanced weapon platforms. These technologies will be integrated through operational discussions, validation exercises, and dedicated platforms like Centres of Excellence, the AI Incubation Centre, and the Indian Army Research Centre at IIT Madras. Adoption will be guided by evolving doctrines, TTPs, philosophies, personnel skilling, and new force structures, eventually embedding these advancements into formation SOPs and joint exercises to ensure seamless operational effectiveness.
In this direction we have inducted encrypted mobile sets. 35 out of 52 Make Projects have progressed beyond the prototype stage, demonstrating tangible advancements. Projects under the Army Technology Board (ATB) have seen remarkable growth, rising from 17 to 62 in just one year. The Innovation in Defence Excellence (iDEX) platform currently engages startups and innovators, with 85 Army-specific challenges worth ₹500 crore. These initiatives are unlocking the potential of India’s innovation ecosystem and aligning with our vision of self-reliance.
The Indian Army has also filed 10 Intellectual Property Rights (IPRs) this year, of which three have been granted. Notable innovations include the Portable Multi-Target Detonation Device by Major Rajprasad RS, the Hexacopter Tactical Remotely Piloted Aircraft by Major Rengarajan, and the Full Body Armour Suit by Lieutenant Colonel Anoop Mishra, which addresses the limitations of existing bulletproof jackets while offering superior protection. These innovations are now being inducted into operational use. We have also signed significant agreements to further our technological goals. In March 2024, an MoU with the Department of Science and Technology (DST) was signed to access domain expertise for evaluating proposals from the defence ecosystem. Another MoU with the Centre for Development of Advanced Computing (CDAC), signed in May 2024, enables focused R&D and innovative solutions tailored to Army-specific challenges. Indian Army is a strategic partner in INDIai mission, Chip to Start Up (C2S) and QuILA project.
Our Regional Technology Nodes, established at the Command headquarters level, are instrumental in bridging gaps between innovation and operational needs. The Army Design Bureau has actively engaged with over 1,700 industries, 200 academic institutions, and 50 R&D organisations, fostering cross-sector collaboration. Outreach initiatives such as Forward Area Tours, Internal Development Trials, and Capability Demonstrations ensure that cutting-edge technologies are rigorously tested and refined for military application, strengthening the synergy between innovation and operational effectiveness.
ADU. Reflecting on global conflicts, what important lessons from the Russia-Ukraine conflict are applicable to the Indian Army’s context?
COAS. The ongoing Russia-Ukraine conflict offers significant lessons for future warfare, particularly for the Indian Army. First, the importance of “hard power” in warfare has been reaffirmed, with land continuing to be the decisive domain. The conflict also highlights the need for preparedness for extended wars, with large-scale combat operations remaining relevant across various types of warfare, including conventional, irregular, and terrorism-related. This necessitates the development of warfighting stamina, indigenous production capabilities, and robust supply chains to sustain prolonged conflicts.
Additionally, the emergence of Multi-Domain Operations, incorporating cyber, space, and the electromagnetic spectrum, has added new dimensions to warfare, emphasising the need for advanced capabilities in these areas to gain an advantage. The use of disruptive technologies like AI, drones, hypersonic weapons, and quantum computing is transforming the battlefield, enhancing targeting precision and enabling autonomous systems. In this context, air superiority has become less relevant, with air denial tactics gaining prominence, necessitating a renewed focus on air defence.
The concept of long-range precision fires – mass v/s precision – and their ability to overcome distance-related safety concerns has also been highlighted.
The war has also highlighted the importance of operations in cognitive space wherein both sides have tried to paint their own narrative of the war and its outcome which has kept the world guessing of the real results accruing from the war. This kind of campaigning greatly affects the morale of the fighting forces on the ground and ultimately the outcome of the war.
The war has comprehensively proved that strategic partnerships play a great role when it comes to long duration wars. The support mechanism through these partnerships assures the forces of all help and assistance needed to achieve victory in the war, and ultimately boosting their morale to carry on with the vigour required to undertake such operations.
The lessons from the Russia-Ukraine war further stress the necessity of a “Whole of Nation” approach, where civil-military integration, self-sufficiency in critical technologies, and investment in R&D are vital for ensuring national security and military readiness in high-intensity operations.
ADU. Amid evolving warfare dynamics, how is the Indian Army adapting to hybrid warfare to ensure tactical superiority?
COAS. The Indian Army’s preparedness for asymmetric and hybrid warfare in regions like Jammu & Kashmir and the Northeast is anchored in a comprehensive DIME (Diplomatic, Informational, Military, Economic) approach. This strategy seamlessly integrates conventional military strength with unconventional tactics, advanced technology, and coordinated efforts with civil agencies. By prioritising adaptability, modernisation, and strategic foresight, the Army is well-equipped to effectively counter evolving threats and maintain stability in these sensitive regions.
Key to this approach is enhanced intelligence gathering, which limits the freedom of asymmetric actors, and the integration of advanced technologies such as AI, unmanned systems, and electronic warfare to strengthen Intelligence, Surveillance, and Reconnaissance capabilities. This improves situational awareness and response to hybrid threats, including insurgencies, proxy wars, and disinformation campaigns.
The Army also counters hostile narratives through community engagement and collaboration with civil agencies, promoting regional stability and supporting military operations. As hybrid threats evolve, the Army continuously recalibrates its strategies, ensuring a robust and proactive response. By blending conventional strength, cutting-edge technology, and strategic partnerships, the Army remains capable of maintaining stability and countering hybrid threats in critical regions.
ADU. For operational preparedness, could you provide insights into the progress on Jointness and integration initiatives being undertaken by the Indian Army and other services?
COAS. The unique threat spectrum of the nation requires interoperability in a multi domain operational environment, which necessitates an integrated response from the armed forces. Towards that end, Integrated Theatre Commands are taking shape in a pragmatic timeframe. All Services stand fully committed towards this imperative. The progressive roadmap for the same entails the waypoints of ‘Augmenting Jointness’ – ‘Advancing Integration’ – and finally giving effect to ‘Theaterisation’. COSC meetings are underway and we are making progress in an iterative and consultative manner.
In Jointness 1.0, we addressed the existing structures and processes, for example, Integrated Acquisition Planning, Courses of Instructions, Joint Logistic Nodes, common utilisation of Bases and Station amenities etc. In Jointness 2.0, we stand to address Services Culture, Thinking and Symbology. Here, we have made good progress in Doctrines and SOPs. Joint Medium Repair Organisation is planned for tri-Services common platform or equipment sustenance, for example Helicopters and missiles. In totality, 180 fields have been identified where we can augment jointness and nearly 30% of that, we have already achieved. In Jointness 3.0, we shall be able augment our synergy through pursuits in COPP (Common Operational Planning Process), Communication, technology development, common digital Maps and geo-referencing system, aggregating RPA / UAV assets, harmonising ISR resources and integrated Outsourcing.
Eventually for Theaterisation, we shall be giving shape to Tailor Made Structures, unique to our requirements. Let me underscore here that Indian Army’s endeavours to enhance Jointness are not restricted to the three Services only. Our intent and efforts in outreach and augmenting synergy with other Ministries, Government Agencies, CAPFs and all concerned stakeholders in the security domain, continue.
In a ‘Whole of Nation Approach’, we shall continue to seek avenues to bring together capacities, to support and augment Lines of Effort of the Nation, towards the goal of Viksit Bharat@2047.
As told to Sangeeta Saxena, Editor, ADU
