The present multi-domain warfare and impending theaterisation demand coordination and integration across all domains. Communication enables this coordination with real time interaction and transmission of data amongst the fighting forces in all domains. All this is facilitated now with digitisation of the communication in all dimensions.

The aim of Digitisation and Network Centric Operations (NCO) in the Armed Forces webinar & virtual expo was to provide a forum for the stakeholders in the Services and Industry to enable information exchange on latest technologies particularly relating to the digitisation in the Army, effective network-centric operations, C4ISR, communication systems, decision support information systems for exchange of data and big Data including its challenges and vulnerabilities, the space domain and impact of new technologies (5G, IoT, AI, VR/AR) on warfare.

The event brought together stakeholders from the armed forces, DRDO, public sector, industry and academia and provided them a platform to present their views and discuss pathways.

Inaugural Session

Welcome Address. Lt Gen Sunil Srivastava, Director, Centre for Joint Warfare Studies put the theme of the Webinar in context and highlighted the present multidomain warfighting environment. He emphasized that digitization and net-centric operations were the core of battlefield dominance. All actors were leveraging digitization and NCO by weaponising information technology. He said that we must embrace digital jointness to unlock the digital battle space. Seamless sharing of warfighting information will generate shared operational awareness, effects and tempo which we could use to our advantage to paralise the adversaries OODA cycle. There is a need to seamlessly share info, link sensors & shooters and decision makers, even in a degraded environment, aggregating the combat capabilities of Services while remaining physically disaggregated. C2 Agility brings Force Agility which enhances Force Effectiveness.

Special Address. Vice Admiral Atul Kumar Jain, Chief of Integrated Staff to Chairman Chiefs of Staff Committee (CISC) spoke of the contextual relevance of the webinar with the urgent operational need of Services to move forward towards joint networking and digitisation especially as our adversaries and particularly the Northern neighbour was already exploiting it, leaving no choice but to move forward at a faster pace in this direction. He opined that in modern warfighting the one who dominates in the information domain will stand to win. Space and cyber domains while being independent also influence operations in other domains. In his address, he brought out the relevance of satellite surveillance and satellite communication and several new technologies such as 5G, Artificial intelligence etc., all of which enhance the warfighting capability.

Keynote Address. Lt Gen Upendra Dwivedi, Deputy Chief of Army Staff (Information Systems & Communications), Army HQ gave the Keynote Address and an outline of new initiatives and consolidation of the earlier efforts undertaken by the Indian Army in its journey towards induction of modern technology for conduct of military affairs at all levels involving operational, logistics and human resources. He talked of new generation technologies like Artificial intelligence, 5G, Quantum technology, Robotics, drones and so on. In this journey, the Army is also coordinating with several agencies under the Ministry of information technology, DRDO and academic institutions like IITs and has ordered studies and conducting seminars to remain in step with the new technologies for conduct of military affairs both in peace and war. He was critical of the long process of our defence procurement since by the time products are inducted, these are at the verge of obsolescence. To infuse efficiency in the process, he suggested to pin point accountability for the delays in the procurement process and also suggested a layered GSQR concept which would give time to the concerned staff to introduce workable amendment in the GSQRs so as to stay abreast with the technology. As regards communication, he informed that, as dug in cable communication remains vulnerable, the focus now is on wireless and digitised communication and net centricity between services. He mentioned that an integrated operational and intelligence system will facilitate Theaterisation.

Technology Perspective. Dr Ranjana N, Director, Directorate of Systems and Technology Analysis (DSTA), DRDO HQ, pointed out that digitisation was inevitable. She said that data was a strategic asset. Improved knowledge at all levels could naturally lead to integration in all layers of operations which may even call for changes in the tactics and doctrines. Data must be protected and managed to attain immediate and long-term strategic advantage to the military. Designing of systems is a challenge since it not only has to be robust in hardware and software but, their modularity and scalability is also essential. Cyber hardening of storage, NW and Sensors is equally important. Obsolescence of equipment and their upgradation is big challenge. We are constrained to run old systems with systems of new technologies. Thus, along with old systems, we should able to operate/integrate new sensors and technologies such as 5/6G, AI, big data etc. She cautioned that conceptualisation is the big challenge since the product may not exactly be as visualised. Further, layered architecture and modularity are the key to the modern comn equipment and will have to be developed indigenously. She highlighted that DRDO is working on GIS, Adhoc NW, MANETS, SDR, EW, AI, XL-UUVs, change detection and mine hunting.

Industry Perspective. Col KV Kuber, Director Defence & Aerospace, Ernst & Young gave the industry perspective. He asserted that COVID-19 pandemic had forced digitisation in the country including in the Services. He felt that digitisation in the Services was lagging behind the civil side. Therefore, the pace of digitisation in the Services needed to be hastened particularly in procurement, which could be faster with digitisation. He said that since legacy systems could not be changed in one go, digitisation should be able to integrate the old legacy systems as well. Compatibility, interoperability and backward integration were important. He highlighted the AKANKSHA model of DRDO. He recommended adoption of the waterfall/Agile approach and exhorted that procurement should not be an imprisoned by procedures.

Session 2 was earmarked for Digitisation issues related to the Army. The session was chaired by Lt Gen Dr RS Panwar, former Commandant of Military Collete of Telecom Engineering. Brig Ulhas Kirpekar, Brig Information Systems, Army HQ spoke on “The Digital Army and Initiatives.” Maj Gen K Shankar, Additional Director General Telecom in the Directorate of Signals, Army HQ spoke on the “Role of Army Cloud Centre and Digi Locker.” Brig SS Soin, Brig Telecom, Signals Directorate, Army HQ gave a presentation on “Future of ASCON and AREN Networks.”

The theme of Session 3 was Network Centric Operations and was chaired by Vice Adm Shekhar Sinha, former FOC-in-C Western Naval Command. Capt JS Sachdeva, Captain NCO, Naval HQ spoke on “Technology Perspective and Capability Roadmap requirements of the Navy for NCO.” Col Vineet Jaiswal, from Directorate of Information Systems gave the “Technology Perspective and Capability Roadmap requirements of the Army for NCO.” Air Cmde KN Santosh, Principal Director, Operational Networks, Air HQ spoke on “IAF Technology Perspective & Capability Roadmap requirements.” Gp Capt Parijat Saurabh, Air HQ spoke on “Meeting Electronic Warfare Threats.”

Session 4 was on C4ISR, Command & Control, Communications, Computers and Intelligence. The session chairman was Lt Gen PJS Pannu, former Dy Chief IDS (Operations). Dr K Rajalakshmi Menon, Program Director (ISTAR), Centre for Airborne Studies, DRDO gave a talk on “ISTARS for Indian Armed Forces.” Col Abhijit Singh, Colonel Artillery-9, in the Directorate of Artillery, spoke on “Aerostats for surveillance and C2.”  Gp Capt P Batra, Gp Capt (Airborne Sensors & Networking), Air HQ gave a talk on “Airborne Early Warning Aircraft as Force Multipliers.”

Session 5 was devoted to Communication Systems. Lt Gen Rajeev Sabherwal, former SOC-in-C and Commandant MCTE chaired the session. Col Gurmeet Singh, HQ IDS, gave a talk on “Tri-Services Strategic / Operational Communications.” Brig Rajiv Singh, Brig Tactical Communication Systems, from Signals Directorate spoke on “Battlefield Tri-Services Tactical Communications.” Himansu Kumar Swamy, Scientist E, Centre for Artificial Intelligence Research, DRDO spoke on “Maritime Data analysis & visualization.”

Session 6 was on Information, Data and Big Data – Challenges and Vulnerabilities. The session was chaired by Maj Gen Pritam Bishnoi, former Additional DG Tactical Communications, Signals Directorate, Army HQ. Brig Inder Sethi, Brig CICP, Ordnance Services Directorate spoke on “Data Sovereignty and Big Data Analytics.” Devsena Mishra, Promoter Advanced Technologies gave a talk on “How Big Data and Big Tech undermine national security.” Maj Gen Manjit Singh, Joint Secretary (Cyber) NSC Secretariat gave a talk on “Emerging cyber security threats.”

Session 7 dealt with Space Domination and Satellites under the chairmanship of Lt Gen Satish Dua, former CISC. Air Cmde Prem Kumar, from the Defence Space Agency spoke on “Requirement of robust space situational awareness.” Gp Capt Amarendra Samal, Gp Capt Operations (Space), Air HQ gave a talk on “Steering India towards military space domination.” Capt Manish Kumar, Capt NSO-SA, Naval HQ gave a presentation on “Security of satellite-based Communication networks.”

Session 8 covered New Technologies – 5G, Internet of Things, Artificial Intelligence, Virtual Reality/ Augmented Reality and was chaired by Lt Gen MU Nair, Commandant MCTE. Dr Santu Sardar, Director DRDO Young Scientists Lab gave a talk on “Relevance of Quantum Communications Technology for Armed Forces.” Brig Navjot Singh Bedi, Commander Defence Communications Agency. Spoke on “Relevance of 5G for the armed forces.”  Maj Gen Harsh Chibber, Maj Gen ASC HQ Western Command spoke on “Transforming and Reducing Costs of Military Logistics Through IoT.”

The Closing Remarks were given by Lt Gen Sunil Srivastava, Director CENJOWS while the Vote of Thanks was delivered by Maj Gen Ravi Arora, Chief Editor, Indian Military Review.

Key Points Needing Attention

The key points which emerged in the eight sessions of the webinar are tabulated below:-

• Theaterisation would need tri-service digital infrastructure to support seamless op, decision support structure and battlefield management & C2 constructs.            

•  One of the challenges in integration is to have an attitudinal change towards automation and adopting agile processes. This also involves breaking away from silos.                                                                                                                 

•  The architecture of NCO system will require individual Service data centres and secure linkages with the joint regional data centre with a robust and secure cloud storage. The cloud storage will reduce the burden of forward fighting formations, which could retrieve relevant information, as required.

• The ongoing transformation in the strategic and tactical communication network i.e., Army Static Switched Communication Network (ASCON) to Network for Spectrum (NFS) and Army Radio Engineered Network (AREN) to Tactical Communication System (TCS) with overarching presence of satellite communication must continue to achieve the transformational targets. In that, the fibre optics based NFS is the back bone and integrator of three services. This is planned to be supplemented with satellites and microwave communication to extend it till the forward edge of the battle through TCS.

•   Besides three Services, the data and information also emanate from several other sources and also from other domains such as space, cyber etc in different formats which need standardisation.

•  To pick up relevant intelligence, about the adversary’s capabilities / limitations, information sharing will not only be between Services but, could even be from other national/ international sources. This requires synergy with various national and international organisations. With introduction of core strategic network NFS, the Army, Naval and Air force Strategic networks should handshake with it for integration of their data, video and voice communication.                

•  It is important to invest in infrastructure for safe, secure and seamless joint operations with holistic evolution in organisations, doctrine, strategy and tactics.

•   Legal Aspects of Warfighting. We also need to invest in legal aspects of war fighting which are often ignored or do not get due attention.                                                                                                                                  

•   IACCS. Indigenous IACCS of Indian Air Force in its 10 years of operations and in quite robust. Phase 5 would be implemented now. Trigun and Akash Teer projects of Sister services when linked to this system will enhance NCW capability of the Services hence, must be pursued actively.

•   Slow Modernisation. One major challenge is to use the legacy system along with modern equipment. The industry, academia and services have to find an answer to this challenge.

•   Upgradable Systems. Technology upgrades faster than we acquire systems. Therefore, we need to draw a line up what we can absorb and implement and periodically upgrade, say in 5 or 10 years, to reap the benefit of the changing technology.

•   An incremental and evolutionary approach is required in NCW where end state cannot be defined since it is always evolving but, our efforts must be measurable to stay on course towards our goal.

• Role of EW. Dominance in frequency spectrum would aid in gaining advantage over the adversary in the land, sea and air and space domains.

•  ISTAR Development. Integrated Surveillance Targeting and Reconnaissance (ISTAR) under development by DRDO, with close interaction with IAF, utilises several high technologies for offensive and defensive roles in one platform. All three Services must be involved in the project at this stage of evolution, especially since the system identifies surface targets.

•  Possible Naval Role for ISTAR. Inclusion of additional sensors like anomaly detector, pollution detector and AIS in ISTAR will broaden its employment potential in naval role.

•   Broader Exploitation of ISTAR. ISTAR should have seamless integration with other national intelligence networks for gauging the intent and moves of the adversary. The potential of ISTAR for broader exploitation should be examined.

•   Use of Aerostats. Aerostats have been used by the IAF for surveillance. Other Services can examine their employment with due consideration of disadvantages like vulnerability, blind zone, limited employment in mountains, shorter life and endurance.

•  AWACS. It provides immense force multiplier capability. However, it remains a lucrative target using LR SAMs and LR Anti radiation missiles. The number of AWACS required would depend on the expanse of op area needing coverage.

•  C4I2 Requirement for the TBA. To implement the C4I2, we need robust, secure, high bandwidth wireless communication for formations particularly in the TBA due to requirements of mobility. Apart from the common standards, formats and protocols, joint encryption, mission specific applications, the bandwidth requirement of the communication is vital and must be ensured. Systems with self healing capability are required for the TBA.

•  GIS, AI and Robotics. Common Geographic information for the three Services is vital and should be prioritised.

•   Wargaming and Simulation. The robustness and the reliability of the communication systems can be tested in realistic wargaming and simulation exercises.

•   Situational Awareness Model for the Indian Navy. DRDO has developed Maritime Domain Awareness (MDA) for the Indian Navy, followed by Indian Navy Situational Awareness System (INSAS) and finally by 2027, Navy aims to develop Indian Navy Common Operating Picture (INCOP) with many more analytic features using new technologies and communication systems. With these developments DRDO and Indian Navy have shown the way for indigenisation for the other Services to emulate.

•   In TBA, three services besides their inherent conceptual variances use varied types of legacy and IP based modern communications. The communications are static, deployable and mobile. It is recommended to check the efficacy and status of integration in operations and test bed to identify variances and then find solutions to integration challenges.

•   Info, Data and Big Data Challenges. The big tech companies while serving our communication needs, also pose challenge to our security since the data collected by them is stored beyond the national boundaries, thus, beyond the purview and jurisdiction of national law. This opens possibilities of its misuse which is inimical to our sovereignty, national and security interests. Hence, the data sourced with in the country must be stored with in the country so that these remain under the purview of our law enforcement agencies.

•   Security. With increase in digitisation in defence, the threats too proportionally have increased in this domain. Therefore, communication products and contents must be sourced from the trusted sources only.

•   Space Domination. Space situational awareness is vital for collision avoidance as well as to keep an eye on developing threats in the space domain. While collision avoidance would be ensured by ISRO, the threatening satellite or anti-satellite activity is the domain of the defence. Optimum solution for generating required warning / data is vital for both. The first step towards this is building of robust SSA.              .

•   Space Observation/Surveillance. To enhance security, we need to enhance our observation in the area of interest with dedicated capabilities at LEO.

•   Vulnerability of Satcom. Satellite communication is vulnerable to external interference at various levels i.e., at satellite level, in command-and-control link as well as its ground infralstructure. Such attacks/ interferences are difficult to attribute to an adversary. Hence, the diversity and robustness of satellites and its infrastructure is vital.

•   Quantum Comn. Unlike other forms of comn, which remain vulnerable, the quantum communication will ensure secure military communication. Several countries are engaged in the research in the field, eg, China and US have achieved considerable success. Indian defence forces, too, should not lag behind. DRDO (young scientist laboratory) is following a road map and is moving ahead with research in this new area comprising several applications.

•   Relevance of 5 GTechnology in the Armed

contd on page 48

contd from page 46

Forces. 5G will enable monitoring, collation and present relevant data of all activities for better coordination and informed decision taking of high order. Thus, it acts as a force multiplier. It will facilitate transition from old archaic procedures to new processes, increasing efficiency of the defence systems. Armed forces require low to high frequency bands from below 3GHZ band to above 6GHZ band to cover all operations. Dedicated specialist teams should be established to interact with the industry and monitor progress of rolling of 5 G in the armed forces for various facets of its use.              

•   Reducing Cost of Military logistics through IOT. The use of the emerging technology will overcome challenges and bring in transparency, reliability efficiency and decision making with use of less man-hours. Following actions will help to implement use of technology in logistics:-

(i)            Institute inhouse system studies to explore potential use of IOT and Blockchain.

(ii)           Standardize protocols for data sharing.

(iii)          Nominate lead agencies as per domain expertise.

(iv)         Earmark test beds and evaluate.

(v)          Expand scope throughout the organisation.

The post EVENT REVIEW: Digitisation & Netcentric Ops in the Armed Forces appeared first on IMR.

Based on the Introductory Remarks made at Digitisation& Networking in the Armed Forces 2020 Webinar, 23 Nov 2020.

As warfare evolved from the agrarian to the industrial age, we moved from spears to muskets or from bows &arrows to gunpowder. With the industrial age also came the assembly line concept. You take an assembly line – there are workers, there are supervisors, the floor manager and the management above them. Everything was hierarchical, no one could take a decision by himself. No worker can take a decision until the supervisor is involved; the supervisor cannot take a decision until the floor manager is involved, so on and so forth.

The Army in the industrial age took on that hierarchical structure which suited us very well. If you have noticed, when we studied during our younger days our communication lines were also laid up like this – one up, two down – that is what we were taught and that is how it worked in the army. In the industrial age the communication organic. It was on links. In today’s world we have got networks. Now there is a platform. A ship is a platform, an aircraft is a platform, tank is a platform. In each of these platforms, whether ship, tank, aircraft even in a unit, the decision maker, the shooter, the observer, they are all tightly coupled to each other.

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Let me explain what I want to say. Let us say the observer sees something, the decision maker is the commander, he orders the gunner to engage so they are tightly coupled to each other but that platform does not task other shooters and that is why I use the word they were tightly coupled to each other. But in the Indian armed forces, the entities have become smart. Why do I use the word smart? A watch is now a smart thing. It is no longer gives you the time, it is doing a whole lot of other functions including sending information back. This is what is leading to a network-centric functions. All entities today are smart and networked where the sensor, shooter, decision maker are now loosely coupled to each other. Loosely coupled can be explained this way. When a sensor got some data of an area, which is not relevant to it, but it publishes the data in a data centre, which may be a central repository somewhere. Someone else can use that data. If we take the Line of Control (LoC) across Kashmir where we have some information, which is in the Haji Pir Bulge, it may have been acquired by a sensor south of PirPanjal but 15 Corps can utilize that information; and if we are networked it may be lying in a repository at the Command HQ. So, anyone who has subscribed for that can pick it up.

Services Networks

For all this network-centric warfare in the armed forces today we have individual communication networks. We have the Army net, we have the Air Force Net (AFNET). We have the Navy Enterprise Wide Network (NEWN) and we also now have the Defence Communications Network (DCN) because we wanted an overarching network where all three Services could be networked together. DCN is a work in progress. The DCN Phase 1 is over. While it is technologically possible, all networks do not really speak to each other the way they should.

There are issues. Security of networks is an issue. The Air Force feels that it is network-centric warfare they have indulged in and they really guard their network security zealously. It is correct and justified but then we have to overcome these issues. There are also hurdles in the social domain. What I would like to bring out is that technologically we can overcome this but we need to get over our tendency to work in silos.

Domains at Work

We work in four layers/domains. The first domain is physical. The second is information domain. Third is the cognitive domain and fourth, social domain. Physical domain is what is deployed on the ground – the gunners, shooters, decision makers. Information domain is where information is passed it is also degrading the info domain of the adversary, war fares are fought in this domain. Cognitive domain is the mind space of the commanders of the participants and the social domain is a network of cognitive domain. In cognitive domain these networks are talking to each other. This is, the commanders may talk to each other at the staff level. There are linkages with each other but in the social domain of these networks we are not able to overcome our reluctance.

Our security concerns and other issues have created barriers. Today, our networks are not talking to each other the way they should.

How do we break these barriers. That is for the technological experts to answer but to ensure that every entity is a smart entity, every entity has to be brought to a network, whether it is a Division or a Corps. We need not only a one-to-one but a larger network of communication. When you are on a network you add value by sharing inputs and there is shared situational awareness.

In a break-out operation, between the break-out and the second obstacle, if everyone has shared situational awareness, everyone can then think of a common operational picture between the shared entities. The moment any entity that is networked, that is smart, has a shared sense of situational awareness, it will be able to pass on the common operational picture. It will become self-synchronized. This lends itself to a directive style of command.

The post DIGITAL TRANSFORMATION – Communication Networks and Networking appeared first on IMR.

The topic raises the question – How could we smartly leverage the intersect of emerging technologies with our growing integration in thought and action to take our combat worthiness and combat preparedness to a new high. This is a proposition that is as exciting as it is salient, if we are to gain secure strategic military advantage with our competitors and our adversaries, especially so in an era of growing military burdens and stagnant shrinking budgets, this seems to be the only salvation. A full-fledged technological embrace, fusion of thoughts and structures and our entire approach to integration in joint war fighting so that we, in consequence, produce a single unified paradigm to address the adversaries.

I shall first try and place before you what in my view is the nature and staggering scale of the challenge both in the technological domain and in the domain of integration of joint war fighting. Thereafter, in all honesty, I shall voice some concerns and draw collective attention to the deficits that plague our thoughts and actions in the Indian system and I hope to end on a note of optimism by bringing to the fore the many things driven by this realisation that we in the Indian army and the Army Training Command (ARTRAC).

I presume the other two Services also have, in the last two to three years, enabled us to brace up to the challenge. So first I will address the challenge, then deficit and, thirdly, the actions that are underway to give this whole project of technological embrace and an integrated approach to war fighting added impetus and fillip.

The Challenge of Integration

Let me first take the domain of jointness. The point that I wish to make here is, even as we are celebrating and reaping the fruits of the Chief of Defence Staff (CDS)-Department of Military Affairs (DMA) paradigm that we have recently embraced and one which I will admit is path-breaking indeed, in my view, the CDS-DMA paradigm that we have got in many ways is even more powerful than the US Goldwater-Nichols Act. Yet, we must pause to reflect on the fact that such integration and joint war fighting potential, which will flow from the CDS-DMA structure will suffice only for ‘industrial era’ military so we are already a decade or two behind.

‘Digital era’ militaries, and we are all into the digital era, are already focusing on integrating space and cyber with the traditional domains. We are still integrating land, air and sea, whereas, the whole paradigm has taken a new shift. The Strategic Forces Command (SFC) of the UK is a good example. It has been set up, having seen what they have been integrating  land, air and sea over the last two to three decades. They realized it was not good enough so the entire SFC has been set up to achieve transition from an ‘industrial era’ military to a ‘digital era’ military. China’s experiment with the PLA’s Strategic Support Force is similar. So the challenge in the era of jointness is really this – that we have a long road that has to be travelled in terms of thoughts, structures and actions to transit from an ‘industrial era’ jointness to a ‘digital era’ integration. In sum, this is the challenge in the realm of integrated war fighting.

The Challenge of Technology

In the realm of technology, there are a number of examples from the recent past, from Balakot to Aramco, to what happened in Idlib and now reinforced in Armenia and Ajerbaijan, that strategic military competition is increasingly being expressed through the medium of technology. In the crafting of our strategic military futures, therefore, we took into account whole lot of factors – geo-strategic, threats, intentions. Technology now has to emerge as the central pillar. We sometimes tend to forget that on our northern borders, China is a mighty adversary, but it is an adversary, which is a technology super power – one whose economic zoom and military gallop has been driven by deep civil-military fusion. The 5G is a very good example of the Peoples Liberation Army (PLA) partnering with the centers of excellence in science and technology to produce a commercial proposition of global standards as also an instrument of sophisticated geo-political influence and control. That is how deep civil-military fusion is and that is how potently sophisticated is the Chinese approach to technology and combining both commercial payoffs and military outcomes.

We have a very intense and a very proximate technological challenge right there on our northern borders. If we are to brace up to the same, it cannot be business as usual. Not only the search for technology but also agile bureaucracies, which enable these technologies. Unfortunately, we have bureaucracies, which are coming in the way of such enablement. We will never get to technological equity unless the bureaucracies become agile – here I refer to both civil and military bureaucracies.

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The third point is the combined impact of disruption and convergence in technology. Disruption is when technology accelerates along a particular line. So, 5G, Big Data, artificial intelligence (AI) –  these are disruptions in individual domains. But what is now happening is that these disruptive technologies, which are already altering the character of war are fusing or converging with dramatic effect. The result is what we have seen in the recent conflicts. We have seen a fundamental transformation in the character of war, the combined arms balance, the tone and tenor of our operational art and the nature of the physical fight. Until now, soldiers like you and me said there is a text and context of the fight. While the companies’ and squadrons’ battles constitute the text, technologies and many other factors are the context. We took pride in the fact that the context was right but it could never fundamentally alter the text.

Recent battles in Idlib and Armenia – Azerbaijan should show to us that technology now has the prowess of altering the text. That is how technology can bring about dramatic change. To illustrate this point let me give you two to three examples. If the future is about autonomous weapons and algorithm warfare and that is what people are talking about, better and more adaptive algorithms, a military Internet of Things (IOT) is essential. Such a military IOT will lie at the convergence of AI, Big Data and 5G – the brain, fuel and sensors of such a system. This is no longer in the realm of imagination. China is erecting a military IOT on the northern borders. Idlib is a very good example of three independent technologies – namely swarming, electronic warfare (EW) systems of the nature of Koral and semi-active lasers and micro munitions combining with dramatic effect so that in an engagement of a couple of hours you had 151 tanks, 100 armoured vehicles, 86 canon systems, a divisional headquarters, couple of aircrafts, drones and 3,000 Syrian soldiers dead. Such is the impact of convergence of technologies.

The war between Azerbaijan and Armenia for the Nagarno Karabakh region, has reinforced drone supremacy and taken it to a new high. The obvious conclusions for the traditional players in the combined arms balance – infantry, armour  and artillery – is this. Without adequate sensors, without EW cover and counter-drone weaponry, armour, artillery and infantry will facing big trouble. You simply cannot survive in the battlefield just by having more guns, more armour and more infantry. You have to have a very deft combination of sensors, EW cover and counter-drone weaponry or you shall not survive. The great prowess of the drone-artillery complex has come to the fore. Drones were employed in this conflict across the range for Intelligence, surveillance, target acquisition, reconnaissance (ISTAR), as also post-strike damage assessment (PSDA) in Operation Springshield 2020, in which the Turkish military faced off with the Syrian Army.

The unmanned aerial systems (UAVs) have been combined with indirect fire to produce great effect. The use of drones to target road-mobile ballistic missiles has come to the fore. In our context, the prospect of targeting the rocket force with this drone artillery complex has been thrown up. The Bayrakltar drones saw huge successes. They rendered the sophisticated air defence (AD) systems like the Pantsir, OSA-AK and Stella, irrelevant. Loiter ammunition of the Israeli kind targeted and took out S-300s. S-300s and S-400s are now vulnerable. The only answer to ensure survivability is a network-centric AD system with a complete air picture and we know how difficult it is to achieve this. So the vulnerabilities of the traditional military to the drone artillery complex, the EW systems, the counter-drone systems has come dramatically to the fore. The last phase of the conflict did emphasise the traditional concepts like fire and manoeuvre and the role of the traditional arms still remains valid, so the text has not gone away, but the text must wake up to the fact that it is seriously challenged by the context.

Scale of the Challenge and Deficits

That much about the challenges in integration, challenges with technology and the many subparts of technology in terms of disruption, convergence what all is happening. There is also the concurrent challenge in the domain of pure material sciences as we transit from this ‘industrial era’ military to a ‘digital era’ military. Deng Xiaoping had famously remarked that “the Middle East may have oil but China has rare earths.” In the 1980s, China took on this initiative to process rare earths and, today, while India and China are equally proficient in stocking of rare earths, but in processing we are dependent on them. In the ‘digital era’ what steel was to the ‘industrial era’ rare earths will be to the ‘digital era.’ All your precision guided munitions (PGM), night vision devices (NVD), satellites, communication equipments, opto-electronics, will all come from rare earths, where we have substantially lagged.

May I also underline the fact that if we are to emerge ascendant in the strategic military competition of the future, we do not have the luxury of an either or option – either technology or jointness. The last revolution in military affairs (RMA) is a very striking example because it was as much about organization adeptness as about technological equity. In Afghanistan, we saw that a CIA operator on top of a mule could cue a B2 strategic bomber to the caves of Tora Bora. Intelligence, traditional instruments of statecraft, the mule and the most sophisticated B2 strategic bomber – were all integrated to dramatic effect. In Iraq, you had a tank or a Bradley commander directing close air support of the F35 on to an emerging tank column directly from him to the F35 and not through all the complex structures like many militaries like ours have. What we saw in terms of extraordinary precision targeting and the elimination of enemy weapon systems would not have happened without changes brought about by the Goldwater-Nichols Act. In some areas there has to be a complete breaking down of silos and a complete convergence of technology. Complete dissolution of silos in the three Services even taken to the inter agency domain.

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A big lesson for India is that we were bypassed by RMA simply because of our refusal to get joined. The principal challenge, today, in my mind is to make the successful transition from an ‘industrial era’ military to a ‘digital era’ force. That is a central challenge. To enable this there has to be complete civil-military fusion. The days of coordination, synergies and all those terms that we keep using, are gone. There has to be complete dissolution of silos in thoughts, structures, attitudes and actions – not only integration of the three Services but a wider inter-agency compact, complete cross pollination of talent no matter where it comes from. It could from Defence Research & Development Organisation (DRDO), from defence public sector undertakings (DPSU), from start ups, private sector, technology entrepreneurs, dreamers or  software whiz kids. The military simply has no option. We have to go in for talent from anywhere. Just see what the PLA is doing. They have opened 160 defence laboratories across civil universities in China. They have launched a global hunt for talent. As far back as 2010, Prof Xian Peng was sent by the PLA on a sponsorship to the Heidelberg University in Austria. He did some work in advance quantum technologies and has today designed the quantum radar and is working on quantum technology for China.

Look at the long term strategic thinking, the resolve, the investments in talents across the globe. We will have to do similar. There has to be a massive change in policy framework and attitudinal orientations. In our case it has to be connectivity and security and not connectivity or security. That is unfortunately where our debate is stuck. We have to move to software or quantum enabled encryptions. That is what militaries all over the world are doing. We cannot be satisfied with one or two apps but we have to churn out a million apps. We have to get big in the world of military apps. We have to develop an array of coders and programmers. We cannot have these legacy frameworks of AFNET not talking to AD. This cannot be sustained any longer. A good example is outer space. Despite having a fairly advanced space programme, because of lack of civil-military fusion, there is a paucity of dedicated military satellites. We must now explore the options of commercial launch for military use or invest in systems like high space UAVs, which will give us persistent surveillance for the tactical battle area (TBA). We must bring cyber capacities to the field and not resident in the national capital. We must study the impact of quantum on cyber because quantum is changing the very nature of cyber philosophy – moving it from primacy in offence to primacy in defence.

We have a long way to go but we have begun some focused actions on multiple pathways in the Indian Army. Through integration, civil military fusion, technological convergence, attitudinal orientation make-overs, etc, to enable the transition from an ‘industrial era’ to a ‘digital era’, we have begun taking the first baby steps.

We are revamping the entire professional military training (PME) framework from the National Defence Academy (NDA) to the National Defence College (NDC) through a study ordered by the CDS, so that we produce soldiery ready for the ‘digital era’. We are laying great emphasis on excellence in niche capacities. In the Indian army, we have about 100 officers doing courses abroad in the best universities of the world – Cranfield, Harvard, New York State – in courses like AI, 5G, Big Data, Gun design, tank technology. This is actually happening today. B.Tech/ M.Tech courses are being comprehensively transformed to one of talent management, audit and delivery. Our B.Tech graduates are now audited for what they will give back to the Services. Our M.Techs will be audited. They will produce programmes that are of ‘here and now’ relevance to the Indian Army.  We have, in the last two to three years, due to the work of a lot of people – Gen Bipin Rawat, Gen Subrata Saha, Gen AK Channan and whole lot of people – some remarkable products are coming to the fore. We have a low light imagery system going, which will transform the world of image intensification, a ramjet system, which will enhance existing artillery gun ranges by 10 to 20 kilometers. We are investing greatly in offensive drone operations. In terms of swarming, the numbers that we swarm, the capacities in terms of EW systems, precision targeting and the whole business of cooling which is peculiar to drone operations. We have invested in high space UAVs in collaboration with IIT Chennai and IIT Kanpur for better persistent surveillance. We have begun the preliminary work on a military IOT. We are getting a detailed project report (DPR) going.

Soon we will have a proof of concept at the Military College of Telecom Engineering (MCTE) and in some time in the future we will move to deployment. We have invested Rs 5 crores in an AI lab at MCTE and Rs 3 crores in a quantum lab in MCTE.

Big time investments have been made in quantum technologies, both for electronic algorithms to replace these legacy cipher systems as also in securing our networks through the quantum random number generation. We have set up our own laboratory for ballistic and material sciences at College of Military Engineering (CME) Pune at a cost of Rs 3 crores. Our young officers have the liberty or the facility to explore the fusion of different materials and concepts. In consequence, you had Maj Anoop Mishra producing the SarvatraKavach, a ballistic helmet, mine shoes and all. Indian minds exploring with Indian materials in Indian laboratories. Until a year back, we used to do the same thing in a university in Switzerland or UK. Now we are doing it here. We are producing products that will meet immediate needs along the northern borders before the next summers. The fact that we have the best software talent in the world, the lowest data development cost, it is indeed confounding why we should not be leading in algorithm warfare.  We have a long way to go but we are seriously looking at algorithm warfare. We are investing in 3D/4D printing to fine tune our supply chain management and ensure inventory reduction. In robotics, we are investing in the robot mules for carriage of loads in the deserts and high altitudes; humanoids to take care of high risk missions. The Indian Army has got intellectual property rights (IPR) in 20 products across the technology spectrum, which will help us with revenue generation in the years to come and will also give us weight in the strategic military sphere.

Not only structural reform but also cultural transformation is being undertaken because we know culture eats structure for breakfast. In terms of our outreach to the private sector, we are saying we need you, we are reaching out to them. We are promoting start ups. We have the Soldier IDEX now – if a soldier who wishes to offer a product, we will fund his experimentation. Consultancy programmes are on offer. If military officers in service offer to code a programme or do something of a technological nature, we will pay them for their services in addition to their pay. A slew of measures have been undertaken to address this issue of converging technology with our evolution and integration. In sum, I you  that the Indian armed forces, in general , and the Indian army, in particular, are determined to give a comprehensive fillip to technological embrace, even as we evolve along the integration path. There are obstacles and road blocks but we do know that the only way to address change is to plunge head on into it. We have fully resolved to make a successful and speedy transformation to a smart, agile military for the ‘digital era’.

The post DIGITAL TRANSFORMATION – Embrace Emerging Technologies and Integrate appeared first on IMR.

An American military commander said in 1958, “He who controls the Moon, controls the Earth.” Earlier, noted strategist and air power votary Giulio Duhet wrote in 1922, ” Victory smiles upon those who anticipate the changes in the character of war, not upon those who wait to adapt themselves after the changes occur.”

When Britain dominated the seas, it ruled the world. The Americans have been dominating the air and space domains, which are now the medium of military operations since the last 50 years. All major powers – USA, Russia, China and even India – are moving aggressively into this domain.

Militarisation of space is a reality. Control and denial of space-based assets is a part of the Chinese PLA doctrine. There has been no war in space but many experts believe that it is more or less imminent.

Space and satellite-based services have changed life on Earth. C4ISR depends largely on space-based assets. Importantly, satellites are used to provide early warning on missile launches, locate nuclear detonations, enable GPS navigation and targeting by airborne EW aircrafts and cruise missiles, high speed satellite communications and situational awareness. Satellite imagery is also used by fighter bombers for physical bombing.

Anti-Satellite Tests

America was in the lead but China has moved in quickly and is investing considerably in space. China sent a man into space in 2003 and carried out an anti-satellite test (ASAT) in 2007. It has a certified satellite global navigation system, BeiDao, with high accuracy. All elements of a 100-ton permanent Chinese space station are in place and it is likely to be fully operational by 2021. Human exploration of the moon is on the cards by 2025 and landing on Mars is planned. China is working on generating energy from space-based orbital solar power plants.

The complexities of ASAT are significant. Proving a point to smash a satellite is one thing, but tackling a military satellite with defensive measures where hundreds of multi-national satellites are orbiting in space is quite another. The interceptor has to pre-determine the point of impact of a satellite orbiting at high speeds as part of a constellation at various altitudes and speeds. That makes it even more complex. The Americans are now developing the concept of escort satellites.

ALSO READ: DIGITAL TRANSFORMATION – Domination of the Air Space

India is making good progress. Chandrayan-2 was lost on the moon’s surface in 2019 but the effort was laudable. India has planned to send Shukrayaan-1 to orbit Venus in 2023.

Space wars are a reality and India is getting abreast of it. Greater space presence requires to have an ability to launch heavy satellites above 5000 kg weight. India already carries out dozens of launches every year and has the ability to launch at short notice, which translates to readiness of launch means for any purpose. Advances in electronics, cyber capabilities and kinetic weapons, coupled with our space launch capabilities, means we can defend our assets and interests in space and be able to use space for military and counter-space purposes.

As far as launch facilities are concerned, ISRO had sent the first GSLV-III rocket in June 2017 to put GSAT-19 communications satellite in orbit. Soon it will have capabilities to launch 5000 kg payloads. It has already launched satellites belonging to over 35 countries. It is planning on a manned mission to the moon by December 2021, for which cosmonauts are already training in Russia.

India currently has 16 military satellites operational. Spectral resolution is going up and the armed forces are using dedicated satellites. We also has access to a number of good foreign satellites. DRDO and ISRO have the capability to destroy satellites and rockets in their booster phase.

Space Exercises

India has already carried out a simulated space warfare exercise with representatives of the armed forces, ISRO, DRDO and think tanks. They looked at the threat from China to our assets and the gaps that need to be filled in and technologies required to be strengthened. India’s Defence Space Agency has been established. This is a stepping stone to a full-fledged Space Command. It was a logical next step after the BMD tests and ASAT test.

India does not subscribe to the 1967 Outer Space Treaty, which bans the stationing of weapons of mass destruction (WMD) in outer space. The treaty has its limitations. Every country has the right to defend its space assets.

The US has a Space Command, which was established in 1985. It was merged in 2002 with the United States Strategic Command but activated again in 2019, with a reemphasized focus on space as a war-fighting domain. In 2020 the US Air Force Space Force was also established. China has created it own PLA Strategic Support Force.

ALSO READ: DIGITAL TRANSFORMATION – Imperatives For Network-centric Operations

India needs to look at global space situational awareness. It will have a vast constellation of satellites in geo-stationary orbit for carrying out multifarious tasks and C4 functions. It will include a cluster of satellites for military ELINT, SAR and electro-optical applications.

Going into the future, India is well on course to develop capabilities to launch heavy satellites, the Indian Regional Navigation Satellite System is operational and should begin to settle down, small satellites (<100 kgs) should start to function in the manner of UAVs with defence applications. Start-ups in the space technology realm are a welcome change. There is a need to review the higher organisation and decision-making set-up and strategy formulation process for war in view of the considerable inputs available from space-based C4ISR data.

India has all the building blocks necessary to integrate ASAT weapon systems, neutralise hostile satellites in low and polar orbit. It needs more early warning satellites to monitor enemy activities and more ground-based systems to neutralise incoming missiles.

India should start work on its space station. There have been dramatic improvements in intelligence inflow but a lot more needs to be done. The time to invest in space capabilities is now.

The post DIGITAL TRANSFORMATION – Space Domination and Satellites appeared first on IMR.

C4ISR is a very long acronym – Command, Control, Communications, Computers, Intelligence, Surveillance & Reconnaissance. Length of the acronym signifies its importance in the modern warfare. It involves organizational and technological attributes, which enhance command and control. It is no secret that  command and control  forms the hub of everything at every level. Command, control and information systems have to be integrated vertically from the Strategic to the tactical level – faster the better. The need for speed was illustrated by the way in which four terrorists were gunned down near Nagrota on 19 November. Perhaps, the information may have  been received from a friendly foreign country or the national security set up at Delhi.

Robust Systems Required

In the military domain, whether it is intelligence, operations or logistics, unless you have a versatile and resilient C4ISR system you are going to be a looser. In the current security environment quantum and speed of flow of information is immense backed by interoperability of digital platforms and faster deployment of weapon systems necessitates modern C4ISR equipment and systems.

 While comparing the armed forces of adversaries  one must also compare the effectiveness of their command & control systems not just restrict it to number of weapon platforms. The Azerbaijan-Armenia conflict has highlighted the importance of C4ISR systems and integration with remotely controlled weapon platforms. Gulf War 1 demonstrated the power of electronic warfare when troops in trenches were left paralysed when the Coalition Forces disabled Iraq’sentire military command and control system and the other civil facilities. Iraqiforces capitulated in days.

So ultimately the C4ISR systems have to be very robust .You have to have systems which give you information in the quickest possible time for you to able to make decisions and your systems must be versatile enough to sustain enemy attacks so that you can continue with the information dominance.

ALSO READ: DIGITAL TRANSFORMATION – Transformation For Future War

No war plans survive the first bullet. The C4ISR systems have to robust enough to survive so that they can withstand the initial onslaught of the conflict. To be effective they must be multi-layered, with built-in redundancy.

We must have continuous information dominance and battlefield awareness vertically and laterally in the chain so as to have the decision-making advantage. It is not the number of weapons that matter. It is the ability to deploy them at the right places. Systems are required which allow for simultaneity of planning as well as decision-making.Sequential manner of planning and decision-making is a luxury. C4ISR have to become much quicker. Gone are the days when you could collect information, process it and then pass it on to the formations.

Under the Army’s peculiar system of of RFIs, RFPs, tendering, L1 negotiations the process is drawn out. New technology is outdated before purchases are finalized and systems introduced. In the case of technology we need to have a modified system. The armed forces must have updated and latest technology if they are to be left redundant because of processes and procedures to procure things are outdated.

Any amount of innovation or investment in information gathering and surveillance is less because it is the key to success in future battlefields. But the need of the hour is also integration of all resources amongst the three Services and resources at the strategic level.

Timely Information Sharing

Another aspect that needs immediate attention is timely sharing of the information. Delay in decision-making in today’s warfare can be costly in a fast moving battlefield. The culture of holding back information must change. Whether it is during Covid pandemic or counter insurgency operations, everybody is in a state of managing conflicts. Timely information can prevent damage. Used offensively and with initiative, lesser resources can deliver much more. We need to understand who needs the information the most, it must go to him fastest, even if laterally, and not through the hierarchy for processing, if it is to be used as a force multiplier.

Perhaps, the time has come to utilize the industry and other resources to develop C4ISR-based wargames exclusively. Young talented students from universities should build C4ISR wargames. It has long been a practice that cutting edge technologies and management systems came to the civil domain from the military. Now the industry is in a position to come up with new technologies and wargames.

The Atmanirbhar Bharat initiative has come during the time of corona. It will provide the impetus to speed up indigenization of the command and control systems and make C4ISR systems robust. Innovative use of technology and continuous upgrades to ensure technology in use does not suffer from redundancy is required. C4ISR systems should be futuristic.

There is no better way of innovation in technology than the examples seen in the recent conflict between Azerbaijan and Armenia. They used surveillance capability as a destructive element to win a war. Command and control systems enabled by the sensors are probably the most important elements of combat power.

The post DIGITAL TRANSFORMATION – State-of-the-Art C4ISR Systems are Required appeared first on IMR.

Based on the Introductory Remarks made at Digitisation & Networking in the Armed Forces 2020 Webinar, 21 Nov 2020.

The Indian Air Force has been part of the AFNET network for quite some time. Both the Air Force and Navy have been implementing network-centric operations for some time and we have gained a lot of experience in such operations. Two things generally come to our mind. Network Centric Warfare (NCW) is totally a different ball game.

It is actually a totally new domain in terms of transformation. Is it just technology or is it a problem solver?  I think we need to understand that better. It is not a new military technology but a new way of thinking, organizing and fighting wars.

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NCW is an all-encompassing technology, doctrine and organization to radically change the style of warfare. What it gives us is speed of command, self-synchronization and the concept of shooters replacing much of existing lexicon. In the age of military transformation, the NCW concept has established a framework to facilitate an evolutionary cultural change, process and doctrine for warfare. It takes a holistic approach for warfighting, based on tenets of warfare, and capitalizes on the technical advances with distributed computing and networks. NCW makes a fundamental shift from the independent entities or platforms to systems approach where the actions of one component effect the whole system. NCW does not remove the fog or friction of war, but reduces them integrating all the moving parts into a more robust and effective fighting team. Weapon platforms will be an integral part of the whole because some or all platforms will produce a greater effect than the independent platforms. According to Metcalf’s Law, the value of a network increases exponentially as a number of users increase while networking.

Shift in Warfare

The information technologies available today brings the multiplying factor of Metcalf’s Law applied to war fighting to the NCW concept. A number of shits are taking place in warfare, namely:

”              From platform-centric to network-centric.

”              From independent sensors to integrated sensors.

•             From need-based information to common information grid.

•             From centralized operations to distributed operations.

Network-centric Operations

To illustrate what we understand by net NCW and how we implement it – we have a ground network which is well established; there are various communications and radar sensors hooked up together in a network; we have satellites, which link up giving us communication redundancy and now we have aircraft flying which talk to each other. If we have two packages flying, they talk to each other. Then we have the AWACS in the air, which talks to aircrafts, to the packages and to the ground network. Over that we have the ability of any aircraft in the mission talking to any other aircraft in other missions. This gives you an overall advantage of talking to each other.

ALSO READ: DIGITAL TRANSFORMATION – Imperatives For Network-centric Operations

This provides improved situational awareness and it helps in carrying out silent intercept when I do not have to transcript from my own radar. I can transmit from the radar of a different aircraft or from a radar on the ground. It helps build a real time electronic orbat. Navigation gets better, in that, the aircraft can find new routes through safe corridors. We can transmit and transfer images in real time and seek instructions to engage the target. In a dense aircraft environment, with a small operational space, the data network provides collision warnings. We are able to carry out dynamic target allocation in the air and on the ground, thus enhancing operational capability. We are able to coordinate the air effort to ensure attacks are well coordinated and effective.

In effect NCW has provided us accelerated information flow, enhanced battlefield transparency and seamless communication with voice and data.  Finally, what it leads to is reduced time from sensor to shooter.

All this impacts organisational change. In the legacy systems we had voice and data systems in different silos. NCW has transformed the environment to an enterprise network with an integrated command and control structure with a satcom network included. All of this can be scaled up to provide better data-link connectivity and communications.

Network Management

For the IAF considerable transformation has occurred. We have an Information Highway which has the network. To manage the network there is a data centre management unit. The networks are vulnerable; they need to have network security management which is provided by the SOC. To be able to communicate with remote areas where fibre optic network does not reach, a mobile network has been deployed which itself is managed by a mobile network management centre (MNMC). Satellite communication are in turn managed by a static Satellite Network Management Centre (SNMC).

The major change that has happened in the organisation is that we are able to connect with entities at various locations with redundancies, which the legacy systems did not provide. Therefore, the old traditional centralised hierarchical structures that were suitable for relatively stable and predictable conditions has been replaced by more flexible and flatter structures that will facilitate devolution of command.

The work force requirements basically entail recruitment policies, which need to be developed to draw expertise from a range of people, proficiencies and skills need to be created at various levels, For the special skills and the competencies required, special training centres are set up to be able to understand networks and managing them. The entire organization has got revamped. Is it static, No. As we keep evolving this network and the organization management keeps evolving side by side. Just as management of the organization is updated in terms of network management, we also have to look at the operational organizations.

The traditional legacy organization has three operational levels – tactical, operational; and strategic – the last being the highest. There are no overlaps. Command and control flows from top to bottom and feedback goes from bottom to top. Today, functional requirements dictate increased situational awareness, optimization of information flow, decentralization of planning, control and execution functions. In the new organization structure, we have overlaps in the tactical, operational and strategic levels. The information from the grid is available to all simultaneously – at the higher direction level to the execution level. Planning and control is decentralized. Many functions happen at the same time. Execution is much faster.

NCO facilitates flattening of the command & control structure; we need to adapt to this structure. The availability of information and data facilitates flexibility in the execution of tasks. Commanders can exercise seamless and dynamic control in rapidly changing situations. These changes allow us to seize emerging opportunities in operations due to the availability of networks.

In the end, I would say that NCW concept capitalizes on the advances of information technology; it will continue to evolve. One of the greatest challenges of NCW is the cultural change required to implement the new organizational processes and exploit the advantages provided by the concept. Speed of command and self-synchronization with the new concepts must be accepted and implemented on a larger scale within our organizations. NCW is a constructive facilitator. It requires change in the organizations and mindset of individuals within the organizations. Essentially, NCW remains a command and control concept. In addition, it directly contributes towards increasing combat effectiveness, providing efficient interfaces among sensors, shooters and the decision makers. It also opens up feasibility of implementing flattened organization structures and peer-to-peer command and control protocols, which would make military organizations more effective in the battlefield as well as more agile in dealing with the complexities of hybrid warfare in the 21st Century battlespace. 

The post DIGITAL TRANSFORMATION – Organisational Changes Required For NCW appeared first on IMR.

We are into technology-based warfare. This has been dictated by the new possibilities that the new industrial age (Industry 4.0 – the information age) has offered to us. Literally speaking, anyone who can achieve information dominance will be able to a take a leadand master the battlefield.

ALSO READ: DIGITAL TRANSFORMATION – Challenges of Digital Transformation

The next generation is actually moving faster. Revolution in Technology is racing ahead of the Revolution in Military Affairs. As innovation and technology grows, we would need to adapt to these new fields. There is a need for the military to guide and customize technology. Trouble is, India has been deprived of technology for very long. We have been importing systems from different origins, of varying vintage because of which compatibility is affected. Equipment compatibility is essential for digital and Network Centric Operations. Legacy systems also cause problems due to high Cost and long shelf life – replacement and upgradation issues complicate matters. Though we have trade specialization, we are not guiding trade through military professionalism. As a result, while attempts are being made to keep up with technology, the legacy systems that we keep bringing in and changing with half solutions have created paralysis. Military decision makers have unfortunately been the weakest link in this chain.

Digitisation and Networking

With Digitisation and Networking we are getting into smart systems, where the man, Machine (digitized platforms and systems) and the weapon system (shooter) are synergised. To fight a battle in the Tactical Battle Area (TBA) the war must be brought into the War Room to serve as ‘strategic vantage point’. In the old days, senior commanders would go to a hill top to see the battle unfolding and give decisions from there. It is really possible today, if we can bring in the required systems, to bring the war into the war room. The OODA loop can be then literally automated. That does not mean shortening the OODA loop, which is a step lower. Automation of OODA means your algorithms have to be thought through very well by the military professionals. Industry can only make it possible provided the military professionals can guide them about the outcome required through technology in the battlefield. Hence, military commanders must deeply get involved with technology, which is ubiquitous in connectivity. That is how success on the battlefield can be achieved at all levels and not only at each domain – operations, intelligence, logistics etc. where we have created verticals that are not compatible – as also,do not achieve economy of effort.

Information & Decision-making

Information must be provided in time to be useful. It has to be also correct and accurate. Decisions must be aided but not interfered with. Technology may replace humans but not override them. Artificial Intelligence (AI) makes a case for robotics to become the biggest outsourcing case for the most dangerous jobs in the world.

Technology must assist in guarding our borders but, today, are we talking about borders as frontiers that are conventional in nature – where you fight physically? or undertake hybrid wars? Today, the borders are redrawn. Literally speaking, borders are limited only by our imagination. In fact, the mind is the first target – psychological warfare, where mind is the key. When mind is manipulated, more so, of those who sit in the nerve center, then anything can be manipulated. Bad news can affect anybody’s morale. Good news can be made to look bad by simple truth reported inaccurately. Once morale is sunk – the military is a dead machine.

ALSO READ: DIGITAL TRANSFORMATION – Transformation For Future War

The soldier must get into technology but he should not be cluttered with it. We must make sure that it is simple for him to adapt and to fight, rather than create a problem and frustrate him. We have an example in the Battlefield Management System (BMS) – which created more clutter with plethora of hardware and wiring around of soldier. At some point we realized that we had to dump it since it was getting too cluttered and logistically inconvenient.

Another issue is data, based on which we run AI engines, but we need to own AI engines. We cannot allow them to be operated by someone else. Security is the prime concern. When you own secure systems, only then you can you trust them. If not, there is no assurance whether the systems are working for you or for your adversary. You could be fed with information which is tweaked and it would misguide you to take a wrong decision.

In high tempo operations speed is of paramount importance, we have to have take immediate and instant decisions, where no latency is permitted. A military system that is sluggish will lose the first draw. More so, the Nerve Center will be targeted if you lose the first draw in battle.

India has been investing in technology but most military commanders have unfortunately not been able to absorb it into ‘Military Use Cases’.Field commanders have left technology to the technical experts and have no appetite and patience to focus on harnessing it.Thereisnoalignmentbetweenthemillennialworldof technology and analog doctrines of the past. It is up to the senior leadership to realize that in the information age we have to integrate systems at the strategic level too.

Common Operational Picture

We are making a constant shift in our thought process on our force structures. Certain models are made to integrate three services. This would remain a far cry when intra-service digital integration is lacking. We need to draw models for future battles which are technology based. Technology will not be able to correlate with frequent changes in organizational models. Some models enforced unfortunately are based on knee jerk ideas flowing out of analog thoughts. We are good at creating silos – each Service makes its own system, all stakeholders must sit together and those who need to see the Common Operational Picture (COP), need to have a common agenda. In the absence of a common agenda, you cannot have a COP. You cannot make a system in isolation and expect others to adopt it without involving them in the conceptual, drawing board,evolutionaryand development stages.

Bandwidth Requirements

As technology and data connectivity become the prime focus, we have not been able to understand how much data and bandwidth is required for each module of a Tactical or Combat Unit. The US Army has worked out how much bandwidth is required for a Special OperationsTeam or a Combat Team and how it will grow over a period of time. Similarly, we need to create a Tactical Combat Module for giving them data and bandwidth for their systems that they will acquire and operate in the future too. As I understand, it will need flow of terabytes of data to run digital platforms in a TBA.

The Future

Future military systems will be driven by PME, ie, Power, Materials and Electronics. With the size of data and intense connectivity required both in static and mobile communication segmentnow and we will need sufficient power (batteries, generators, renewable and revolutionary energy) to ensure all systems have stable power supplies. Similarly, we need to invest in materials. Currentlymost of the military and strategic materials our industry is using are imported. Even if the design is indigenous, we need to own material sources.

We must understand electronics thoroughly if we are to talk about reliability, ruggedization and miniaturization. We need to secure and own digital systems and hardware. Since we do not have our own fabrication of microchips, we need to scale up testing facilities for checking integrity of imported systems. We also need to look ahead digitally and stabilise our organisation, doctrines and policies. If these changesare often, we will never have the technology fixated to a point.

We need toidentifybandwidthneeds of tactical and support units. Once our technological baselines are clear, it would be easy to get into procurement/ R&D/manufacturing and budgeting. Today it is the budget that provides a baseline for decisions not congruent to Battle field challenges that are faced with high-tech adversaries.

We need to create a good eco-system between the fighting and supporting entities, that would fight an integrated war, not only in conventional domain but also in hybrid, non-contact and non-kinetic battle fields.

Use of cyber connectivity, network connectivity, information intelligence, AI and robotics means we must be clear and make up our mind about what we want in the next 7-10 years. That will mean a stable organisation with practical and soldier friendly digitally integrated systems in place. This would mean that Military needs to think half a notch ahead of industry which is at 4.0. Therefore, to move ahead, Military 4.5 standards need to be implemented.

Based on the Introductory Remarks made at Digitisation& Networking in the Armed Forces 2020 Webinar, 23 Nov 2020

The post DIGITAL TRANSFORMATION – Imperatives For Network-centric Operations appeared first on IMR.

Warfare has evolved, through the ages in eras, which were defined by the predominance of attrition and manoeuvre till recent times, wherein information has emerged as a predominant factor in establishing supremacy on the adversary. The need for digitization and networking covers a wide range from operational logistics, information and digital support systems and also peacetime requirements like procurement for capability development, sustenance, supply chain management, recruitment and human resource development.

Given the size of the Indian Army and the nature of conflict, these needs are large in range of functionalities, distributed over vast geographical areas all across the country and involve a large number of hierarchical and lateral organizational linkages. Therefore, the need for digitization and networking assumed utmost importance to flatten the hierarchy, reduce the operational pause and enhance precision with increase in the speed of control. We in the Army are looking at a digital army with need-based automated support system, which is managed through robust and cyber safe networks. We are looking at access to enterprise wide credible data, comprehensive information support, and centralized data governance. We are working towards platforms with built-in and integration tools, high speed networks, army cloud services, with browser access. We are seeking all these through affordable and flexible developments, agile processes, that can go live fast and short development cycles.

We have certain challenges. Just to highlight a few issues with integration and inter operability. Given the large number of organizations within the army and the need for integration in the three Services, there is a need to evolve a common approach for developing, adaptation and customisation of products and standards to accommodate legacy systems and the transition in support of jointness in the armed forces. There is also a need to evolve process of standarisation to achieve interoperability between desperate systems and applications.

ALSO READ: DIGITAL TRANSFORMATION – Transformation For Future War

We also would like to have maximum indigenization of systems in order to be in a dominating position in the field of automation and digitization. We must develop these through indigenous operating systems and geographical information systems (GIS) for the defence forces, with standard protocols to be laid down for data exchange. In future, it is also absolute essential that we develop our own chip technology, lay down guidelines and rules for cryptography, cyber warfare and policies on information assurance to protect our networks and databases.

Human Resources Development  and Upscaling

Given the vast requirements of the human resource in the armed forces, which have to operate in various geographical locations, have their own HR requirements for progression through their career, there is also a need to develop a core set of people, who can support the ingestion of technology in terms of digitization and networks. We are looking at the constraints of physical space in platforms, in military platforms, combat systems and bandwidth on the battlefield. Therefore, for the mobility of the systems there is a requirement of have light and miniaturised rugged software. Data management in itself is a challenge given the size and scope of the requirement in the armed forces. This needs to be automated and managed in a meticulous manner. It also requires to ensure authenticity and integrity of data, along with the defined data ownership. For the multiple users and owners, certain applications already developed and launched, certain applications being developed, there is a requirement of clear cut foundation for single source of truth of data in the management of future operational/management information systems.

We are experiencing lot of changes  in the security environment. Cyber environment is ever changing. With more of our systems in the digital domain, loss of sensitive military information will always be a concern, as also the disruption in the conduct of operations. Therefore, there is a need to have a robust cyber security method and an organization to support these changes. We have heard about the emerging technologies, particularly the civilian technologies, which have dual use, which need to be adapted , for use in the Indian Army and the Armed Forces. We have artificial intelligence (AI) and Big Data available in the civil domain. However, we need to adopt this to the systems and the applications that we develop for the Armed Forces.  

ALSO READ:   DIGITAL TRANSFORMATION – Domination of the Air Space

We need an agile procurement process, in that, Chapter 8 in the new DAP (Defence Acquisition Procedure) 2020 is a welcome step. We are looking for similar changes in the DPM (Defence Procurement Manual) so that we are able to engage and have hand-holding arrangements with civil domain, the experts, who are there to serve the nation and participate in the development of applications for the Army. However, we need to overcome certain wrinkles in the procedural process. We also need to tap the abundant civil IT qualified HR. The information technology human resource potential of our country is world renowned. While there are many technical professionals who are eagerly willing to serve the nation and participate in the Armed Forces, we need to facilitate this by certain processes and procedures, which can enable them to participate in our progress. We also need to involve the academia and start-ups in our processes. A lot of work has been done but it is still a work in progress. The needs of a governmental  procurement system have to be taken care of and suitably tweaked to make sure that we are able to derive maximum benefit from it.

Restructuring for Digital Transformation

Coming to certain structures and the systems in the Armed Forces to ingest technology. We are undertaking restructuring of our entire organization to support digital transformation. Some have been initiated and implemented. At the tri-Services level , a major restructuring is in progress. The first tri-Service organization to enable integration and interoperability was the HQ Integrated Defence Staff, which is is responsible for formulating long term integrated plan and the  five-year defence plan based on the anticipated threat perceptions and the force structures, modernization, development of equipment and funds. Creation of the post of Chief of Defence Staff in January 2020 has given a major impetus to streamlining joint cyber and ICT warfare strategies. The recently constituted integrated functional commands under the Integrated Defence Staff include the Defence Cyber Agency, Defence Space Agency and the Special Operations Division to exploit military capability in cyber space,  space and special operations. Within the Army, the Army HQ is well structured to have a convergence between Signals, which look  after the maximum information and communication needs of the Indian Army and the DG Information Systems, who is responsible for planning as well as executing the projects for bringing in applications and softwares into the Indian Army. Both of these converge under the appointment that I hold that is of the Deputy Chief of Army Staff Integrated Systems, Information Systems and Coordination.

Another major change that has taken place with the reorganization at the Army HQ is the bringing together of the revenue procurements and the capital procurements under the Deputy Chief Army Staff of Capability Development and Sustenance. This will further streamline any gaps that were there between revenue and the capital procurements.

The Army Cyber Group has been expanded to safeguard the digitization process and under the Defence Cyber Agency the efforts of the three cyber groups are being integrated and streamlined in a focused manner. The Army Design Bureau has also been created to synergize the efforts with the academia and the start-ups. The Indian Army and other Services have been seized of these issues and are working to streamline these structures and systems for exploiting technologies in the Army. As far as the systems are concerned we have at the tri-Service level, the Defence Communication Network, a nationwide strategic network, which has already been operationalised. The NFS project for the Indian Army, with a backbone of optical fibre across the country and redundancy built-in with other systems including the satellite system, is going to be operationalised very soon. With this we have the media connectivity to be able to run any kind of digitization of software applications nation-wide, Army-wide as well as Services-wide.

At the Indian Army level, we also have pan-Indian Army operational and management application like MISO 2.0, which has been launched. We have the AICCS, which is called Project Shakti, which is with the artillery and we have many other projects which have run up distance and are now been either modified or are being tuned with the technologies that are available and the new emergent technologies. Projects like the combat information decision support system (CIDSS) have given us very valuable experience, which we will now apply to other projects that we undertake hereafter. Our methodology for development of information system applications has also undergone a radical change, with thrust towards quick induction of applications keeping pace with hardware and operating systems. Our data governance policy has been formulated and is going to be published next month and this will facilitate all kinds of development of information systems and applications across various organizations, within the Army, ensuring they are able to speak to each other at any given point of time in future. Indian Army has also many successful projects, which have been digitized and which are already functional like the AWAN, SHAKTI, MISA and CICP, etc.

As we go forward, we are looking at a pan-Army information system to integrate all operational and management information systems. In the   we are working at a API-based integration of current and under-development applications to ensure whatever we have is integrated at the earliest.  We could also look at and watch out for is methods for our collaborative approach with organizations like the MEITY (Ministry of Electronics & Information Technology), which has shown us positive results in couple of engagements. Changes in revenue procurement process for IT systems, on the lines of DAP 2020, integrating academia and start-ups with incentives will lead to a better understanding being established to enhance ingestion of the digitization and networking in the Indian Army and the Armed Forces.

Based on the Theme Address delivered at Digitisation& Networking in the Armed Forces 2020 Webinar, 21 Nov 2020

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Extracts of the Inaugural Address delivered by Gen Bipin Rawat, Chief of Defence Staff, at the Digitisation& Networking in the Armed Forces 2020 webinar on 21 Nov 2020.

The manner in which we will be conducting warfare in the future is fast changing.  With the revolution in military affairs and technology, we need to shape our concept of operations (conops) and with that the manner in which we will raise, train and sustain our armed forces. The militaries need to completely undergo transformation. Our armed forces are on the cusp of transformation through integration. Modernisation, in line with the global security environment and utmost optimisation of resources for greater combat effectiveness is, therefore, a must.

In today’s world, multilateralism, technology challenges, climate change, democracies and its manifestations are the new norm of geopolitics and geo-economics. Technology infusion is the buzz word and needs specialisation and continuity. Nations are aware that control over technology defines economic, political and nation’s military power and, hence, are aggressively protecting national innovation bases. Warfare is changing and so are the threats, especially for us in India. There are collusive threats from our neighbourhood nations, border intrusions across terrestrial borders and the new phenomenon of multi-front warfare spanning borders, electronic and the cyber domain.

The phenomenon of narrative driven news or fake news and the instant nature of news-gathering and dissemination through the social media is a complex challenge. National security may be adversely impacted by the spread of false news by hostile elements within and outside the country using the social media network. Global pandemic, ecological degradation and climate change has significant impact on national security as it may lead to social disruption and economic distress undermining domestic security, something that we are witnessing in the difficult and challenging times of Covid.

Character of Warfare

New technologies are changing the very character of warfare and providing innovative base to execute new forms of warfare in the non-contact domain that includes information operations, espionage, stealing intellectual property rights, economic inducements, etc, all backed up by clever propaganda and fake news to justify actions.

The process of disruptive technologies like artificial intelligence (AI), robotics, non technology, Big Data analytics, drone technology, autonomous unmanned systems, militarisation of space, cyber warfare, quantum communications, along with manipulation of social media, are leading the new threats further complicating the security environment.

AI and quantum computing are being used to produce sophisticated autonomous weapons that may accelerate the pace of combat with destabilising consequences. While these technologies are constantly reshaping the contours of the threat, they also provide us an opportunity to acquire new enabling military capabilities for strategic advantage. The armed forces must, therefore, be prepared for a future conflict with its changed character. Recent example being the drone orbiting Armenian and Nagorno-Karabakh soldiers and destroying their tanks, artillery and air defence systems by the Azerbaijan forces during the past few weeks of the war. This war offered the clearest evidence of how the battlefields can be transformed by an expanding array of low cost drones at a fraction of the cost of maintaining a traditional air force. The situation also underscores how drones can suddenly shift long standing conflicts and leave ground forces highly exposed, thus, creating an unimaginable exploitation of the field chain network.

ALSO READ: Information Warfare : Curbs on Big Tech Necessary

The rapid advances in technology reinforce and compliment the forces on land, sea and in the air, while the synergised application of military power at the theatre, operational and tactical level is the essence of winning future wars. However, the present environment and future trends indicate a host of challenges that we need to overcome. One should remain prepared to confront the growing military capabilities of our adversaries. Needless to say, we cannot fight the next war on the premise and the experiences and structures of our past wars. This mandates the armed forces to prepare for operating in an expanding horizon.

Widening operations capability generated through tri-Services integration, innovation and infusion of cutting-edge technologies, along with infrastructure development are major imperatives. We are in the process of evolving our structures and systems; a series of initiatives are being undertaken that will change the way we fight and the way we develop capabilities. Its aggregate effect will gradually build momentum. We have, therefore, set timelines for the transformation to be effective with adequate headroom for us to modernise.

Changes Taking Place

In the first year we are examining an evolving concept, which will be followed by a dedicated trial and aligning of structures. The next two years will eventuate the stabilisation of integrated structures and processes. World over integration of capabilities has taken time to evolve. Today, we are evolving structures and processes to meet the challenges of conventional and non-conventional threats. Joint study groups on integrated air defence command, integrated theatre command and maritime theatre command have brought out their papers and these are being deliberated and further refined so that firm steps can be taken to operationalise them in the next two to three years. We are also examining the feasibility of a concept of joint logistics command that would, in addition to the competencies of our Services, draw on the strengths of the existing civilian infrastructure that is fast evolving in our country.

We also need to look at our teeth-to-tail ratios and become leaner and meaner in consonance with the armed forces increasing reliance on technology like Big Data analysis, AI and our attempt at greater standardisation.

Therefore, what is the way forward for our future. The most important is capability development. In the matrix of inclusive growth of the nation, it is imperative to achieve technological progression and indigenised capability building towards self-reliance for supporting the nation’s progress on all fronts. Credibility comes from capability. Towards this, we have set for ourselves a roadmap to identify 360-degree approach of capability development and force structuring for a modernised force primed to meet emerging and future challenges.

For efficient and optimal management of the allotted budget, HQ IDS has drawn out a framework to enhance integration and jointness in capability planning. This framework of the process is termed as the Integrated Capability Development System (ICADS) and will lead to the formulation of the Integrated Capability Development Plan (ICDP). The process has been set in motion in August 2020 and the deliverables are expected by mid-2021.

What changes are we contemplating in the procurement process? Steps for streamlining the processes and structures for optimal and most efficient management of our allotted budget are being undertaken. We understand the importance of indigenisation, to achieve self-reliance in equipping our armed forces. I must acknowledge the commitment of all stake-holders including the civilian defence industry which is making adequate headway towards supplementing our modernisation efforts. A nation’s aspirations of becoming a regional power cannot rely on borrowed strengths. India’s wars have to be won by Indian solutions. Indigenisation is the way forward and we are fully committed to it. The existing segregated nature of defence and commercial industry ecosystem is stripped of capabilities and capacities for making defence equipment. Integrating civil and military technology efforts is the way forward towards self-reliance. Cooperation between government and commercial facilities in research & development, manufacturing, maintenance operations, combined production of similar components and sub-components on same production lines will optimise commercial and defence industrial base to maximise resource utilisation and reduce manufacturing and life-cycle costs of defence equipment. The recent setting up of eight technology centres by DRDO in September 2020 to carry out research in futuristic military applications and unveiling of its new procurement manual on 20 October 2020 to encourage private sector partnership are steps in this direction in sync with the government’s Atmanirbhar initiative.

The contracting envelope of the defence budget makes it all the more imperative to create dual-use infrastructure for civil-military fusion. We must examine the feasibility of integrating civil-military airports to strengthen aviation safety, airspace management and combat support capability. Satellites for remote-sensing and reconnaissance, communications, positioning and navigation must also meet requirements of the armed forces  with desired inbuilt encryption. Railway wagons and civil truck trailers must be manufactured for dual use capable of transporting heavy military equipment including armoured fighting vehicles. Construction of communication towers and electric infrastructure, along with rail, roads, bridges and tunnels in border states must be of specifications that facilitate utilisation by the armed forces as well. We must look at civil-military convergence and storage and warehousing facilities for fuel, oil & lubricants, rations and ordnance supplies. Civil-military integration in infrastructure development holds the key to whole-of-nation approach towards our national security.

A road map for the future is being put in place to enhance integration and synergy amongst the Indian armed forces with timebound timelines.

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Sovereignty and Winnability of wars hinge on defence digitisation. Warfare is changing and so are the threats, especially for India and there are collusive threats from neighbouring nations, border intrusions across terrestrial borders and the new phenomenon of multi-front warfare spanning borders, electronic and cyber domains. Armed forces across the world are digitalising and building network-centric defence ecosystems to bolster combat readiness, modernise battlefield operations, and build strategic deterrence.

There needs to be seamless flow of information, data based decision-making and tight security protocols at the network level.

Keeping in mind the impact of new technologies on warfare as proved by recent conflicts, the Armed Forces are undertaking “Digitisation and Networking” with the latest technologies providing for efficient communication networks, effective network-centric operations, C4ISR, Decision Support Systems, all addressing Info, Data and Big Data challenges and vulnerabilities.

The move toward network-centric warfare ability includes use of dedicated satellites, special optic fibre networks allowing real time data and communication. The key is Integrated Communication & Control; Situational awareness & Common Operational Picture; Communication for Kinetic Operations; Evolved Cyber and Space prowess; and Collaboration between tri-Services.

The Defence Space Agency and Defence Cyber Agency will facilitate this integration.

The needs of the three Services vary. The IAF and Navy need network centricity the most. AFNET, on which will rides the IACCS providing connectivity between all the airborne platforms and ground platforms, integrates the ability to use data and images in real time across many battlefields.

The Navy’s, newer communication tools allow warships to see real time information of what is happening in say Karachi or in Malacca Straits or even over the  South China Sea.

The Army needs tactical information on ground for which UAVs and other sensors beam live pictures and provide geo-locations of targets for engagement. 

Digitisation Imperatives

Enabling C4ISR – command, control, communications, computers, intelligence, surveillance and reconnaissance –  is the essence of digitisation of the battlefield in all domains. Command and Control, Fire Control and Combat Support Systems are warfighting facilities that will provide accurate and real-time combat support information to the CDS, the Theater Commanders, Task Force Commanders and other commanders at various levels as needed. The Service Chiefs and the heads of support services such as Supplies, Transportation, Ordnance Stores, equipment, ammunition, Repair and maintenance facilities, etc., will also be utilising the facility.

A robust and a secure communication infrastructure, sensors, interoperable systems are all mandatory for creating a digitised battlefield environment. Sensors covering the whole spectrum of the battle space to include thermal, infrared, sound and electromagnetic sensors, aerial photography, digital satellite, surveillance and reconnaissance systems, mounted in various platforms such as spacecraft, UAVs, aircrafts, land vehicles, ships, and personal battlefield systems combined with other sources of information will fuse information which is an essential dimension of situational awareness.

Digitisation will  facilitate exercise of command, instant grouping and regrouping in inter-Services environment, provide commanders a clear picture of the operational situation, logistics monitoring, concentration of fire power from widely separated weapon platforms and assets of all the three Services, multidimensional coordination of joint operations and substitutes long-winded voice communication with real time data including imageries.

India already has expansive and secure defence networks across the three Services, but some are decades old and need to be upgraded in view of the changing scenario. There is an urgent need to unify, fortify, and modernise country’s defence networks with Interoperability of Networks, Technology-led security solutions, and Cyber security architecture.

New Technologies

The defence sector should adopting digital technologies like IoT, AI, Big Data, and AR/VR in an effort to bring out more efficiency to military missions, automate operations, improve precision attacks and reduce casualties and collateral damage.

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