By Kamal Shah
The million-strong professional men and women in uniform have been universally acknowledged as some of the best trained in the world. As they are armed with state-of-the-art weaponry and modernized support systems, their valour and courage ensure the safety and security of the nation. This is their day and we salute them for their service.
On this proud occasion of Army Day, we are privileged to engage with the Army Chief General Upendra Dwivedi and obtain his views on where the army is marching to on his watch.
The Indian Army is marching towards a transformative future with a bold vision of modernization, self-reliance, and operational excellence! Building on its proud legacy, the Army is embracing a balanced approach—preserving 50% of its traditions, implementing 30% innovative strategies, and sowing 20% futuristic concepts to prepare for emerging challenges. Under the leadership of the Chief of Army Staff, the focus is on becoming a modern, tech-enabled, Atmanirbhar (self-reliant) force capable of thriving in a multidomain environment. COAS General Upendra Dwivedi, PVSM, AVSM approaches towards the key priorities that include full-spectrum operational preparedness, vigilance along borders, leveraging cutting-edge technology, and fostering ethical, professional leadership. The Army is committed to nation-building, supporting indigenous defence production, and collaborating with MSMEs and startups. With initiatives like ‘Swadeshikaran se Sashaktikaran’ and dedicated defence corridors, the Indian Army drives innovation, reduces import dependency, and boosts domestic manufacturing. Together, these efforts ensure the Indian Army remains a formidable pillar of national security and a beacon of self-reliance!
Q. Could you detail the primary objectives driving the Indian Army’s strategic direction under your leadership? How do these priorities shape its operational and developmental goals?
A. The vision of the Indian Army is built on the foundation laid by my predecessors. I aim to carry forward 50% of this legacy, introduce 30% of new ideas for immediate execution and implementation, and sow 20% of innovative concepts to shape the Army for the next generation.
As the Chief of the Army Staff, the mission statement that I have defined for myself is to ensure full spectrum operational preparedness while concurrently transforming the Indian Army into a modern, agile, adaptive, tech-enabled and Atmanirbhar future-ready force that is capable to deter and win wars in a multidomain environment. It will always remain a relevant and key pillar of the National Security Apparatus, aligned towards protecting National Interests and effectively contributing towards nation-building in synergy with all agencies of the Government and sister services.
My thrust areas include maintaining full-spectrum operational preparedness by ensuring complete vigilance on the LAC and Line of Control as well as the hinterland in Jammu & Kashmir and North-East. We are also focussing on leveraging digitized tools through our initiative of technology absorption for decision-making and securing dominance in emerging grey zone and cognitive domains. We are currently pursuing the Decade of Transformation, which will include converging multi-domain capacities in synergy with all government agencies.
Indian Army will seek avenues and bring together our capacities to support nation-building initiatives. We will endeavour to forge Military Leaders of character & outcome-oriented professionals. We will foster an organizational climate underpinned by ‘ethical values’, ‘professional focus’, ‘teamwork’, ‘positivity’ and ‘ably led’, at all echelons.
Strengthening morale and motivation at all levels remains a priority, alongside cultivating a positive organizational climate rooted in professionalism, teamwork, and the core values of independent India.
Last but not least, I shall address comprehensively, the welfare quotient of serving and retired personnel and Veer Naris, with ownership at all levels, wherein the ‘Right to Responsibility’ of all ranks becomes equally important.
These thrust areas will ensure the Indian Army’s operational readiness, adaptability, and unwavering commitment to national security and development while preserving its proud legacy and ethos.
Q. The modernization of the Indian Army is a pivotal initiative. Could you elaborate on the specific measures being undertaken to enhance indigenous capabilities under Aatmanirbharta?
A. Our motto, ‘Swadeshikaran se Sashaktikaran,’ underscores our dedication to achieving self-reliance through indigenization. The Indian Army is steadily advancing its force modernization and capability development efforts by integrating state-of-the-art technologies to enhance operational efficiency. We play a critical role in the conceptualization, fructification, absorption, exploitation, sustenance and disposal of technologies. Supporting indigenous R&D and fostering the production of advanced warfighting systems are strategic imperatives. Import dependency is a risk we are determined to eliminate.
Our commitment to indigenous procurement remains steadfast. Two dedicated defence corridors, in Uttar Pradesh and Tamil Nadu, have been established to bolster domestic defence manufacturing. The Indian Army actively supports over 13,000 MSMEs and more than 1,000 startups, driving innovation and self-reliance. As a nation, we have achieved defence exports worth ₹21,000 crores and domestically produced defence equipment valued at ₹1.27 lakh crores. Notably, 35% of the Positive Indigenisation List items published by the Ministry of Defence pertaining to the Indian Army, and 85% of our capital expenditure has been directed toward indigenous industries. Additionally, we have engaged with the domestic industry on 439 projects, involving 551 companies, further strengthening our self-reliance in defence capabilities.
Over the last four financial years, 158 Capital Acquisition contracts worth ₹70,028 crore have been concluded, of which 144 contracts (97.3%) worth ₹68,121 crore were signed with Indian vendors. In 2024, 16 contracts were finalized, 14 of which involved Indian industries, enhancing capabilities in areas like small arms, long-range vectors, communication systems, and remotely piloted aerial systems.
Additionally, 96% of the total Acceptance of Necessity (AoN) accorded between FY 2022-24 has been granted to the indigenous defence industry. In 2024 alone, 23 AoNs worth ₹1.22 lakh crore have been approved, with 21 AoNs (98%) worth ₹1.19 lakh crore dedicated to Indian companies.
In ammunition procurement, our commitment is to establish at least one indigenous source for every type of ammunition under the ‘Manufacture of Ammunition for Indian Army by Indian Industry’ programme. As a result of this initiative, 154 out of 175 ammunition variants (88%) have already been indigenized, marking a significant increase from 58% to 88% over the past four years.
While achieving 100% indigenous defence procurement is not feasible at this stage, we aim to import only niche technology equipment currently unavailable domestically, steadily advancing towards complete self-reliance.
- The ‘Decade of Transformation’ is an ambitious endeavour by the Indian Army. What have been its significant milestones, and how do these achievements align with long-term objectives?
- The process of transformation of the Indian Army aims to build a modern, agile, adaptive, technology-enabled and self-reliant future-ready force.
Keeping with the vision of Viksit Bharat @2047, the Department of Military Affairs has issued guidelines for the three services. According to these guidelines, the period till 2047 will be divided into three phases.
Phase-I from 2024 to 2027 will be observed as the era of transition, Phase- II from 2027 to 2037 will be observed as the era of consolidation and Phase- III from 2037 to 2047 will be observed as the era of control. Aligned with the DMA’s guidelines Indian Army’s roadmap will involve Phase I from 2023 to 2032, which we are observing as a Decade of Transformation. Phase II will be from 2032 to 2037 and Phase III will be from 2037 to 2047.
The drivers for the “Decade of Transformation” which began in 2023 are the changing character of war, the cumulative presence of five generations of warfare, Two and a half front security challenges and the predominant Grey zone warfare. The decade of transformation has progressed under five pillars.
Pillar 1: Jointness and Integration – The unique threat spectrum of the nation requires interoperability in a multi-domain operational environment, which necessitates an integrated response from the armed forces. Integrated theatre Commands with separate Force Generation and Force Application components unique to our requirements will be created. Jointness & Integration initiatives are aligned in eight core domains.
A few notable achievements include the establishment of Joint Logistic Nodes and shared operational bases while integration with Central Armed Police Forces (CAPFs), especially in the Northeast, is being pursued to enhance coordination.
Pillar 2: Force Restructuring – A review of structures tofacilitate the unfolding of an ‘Era of Integrated Approach’ with integration at all levels for the timely application of force is under progress. New tailor-made structures/organizations are being formulated to improve agility and effectiveness, mitigate adhocism, offset infrastructure asymmetry and enhance role in the DIME paradigm.
Pillar 3: Modernisation & Technology Infusion – Capability development in terms of weapons, systems, equipment and logistics. Enhancing battlefield situational awareness with focused efforts for long-range precision capabilities, secured communication, electronic warfare, air defence and cyber security are in progress. Development of incubation centres for various technologies at the command level besides investments in R&D. Pillar focuses on shaping and enabling techno warriors and commanders.
Pillar 4: Systems, Processes, and Functions – Bringing change in organizational culture, by identifying the pressure points, prioritizing, and encouraging thought leaders with shared values and beliefs. The digitized, networked, automated and in-house solutions to meet functional, operational and Human Resource requirements are being progressed. In addition, to improve lateral communication and learning of Indian Army personnel, deputation exposures are also being planned under this pillar.
Pillar 5: Human Resource Management – Review of existing policies and reforms related to recruiting, manpower planning, career management, the welfare of personnel including veterans and families, leadership development and training are focused under this pillar. HR reforms such as the Agnipath Scheme have been adopted to provide cutting-edge manpower. The effort to enhance the role of women in officers and other ranks is also being undertaken progressively.
The process of transformation is multi-faceted and aims to prepare the Indian Army to meet future security challenges while contributing to India’s goal of becoming a “Viksit Bharat” by 2047.
Q. Interoperability among the three services is crucial for national security. What steps is the Army taking to strengthen collaboration with the Navy, Air Force and other agencies?
A. The unique threat spectrum of the nation requires interoperability in a multi-domain operational environment, which necessitates an integrated response from the armed forces. Towards that end, Integrated Theatre Commands are taking shape in a pragmatic timeframe. All Services stands fully committed to this imperative. The progressive roadmap for the same entails the waypoints of ‘Augmenting Jointness’ – ‘Advancing Integration’ – and finally giving effect to ‘Theaterisation’. COSC meetings are underway and we are making progress in an iterative and consultative manner.
In Jointness 1.0, we addressed the existing structures and processes, for example, Integrated Acquisition Planning, Courses of Instructions, Joint Logistic Nodes, common utilization of Bases and Station amenities etc.
In Jointness 2.0, we stand to address Services Culture, Thinking and Symbology. Here, we have made good progress in Doctrines and SOPs. Joint Medium Repair Organisation is planned for tri-services common platform or equipment sustenance, for example, Helicopters and missiles. In totality, 180 fields have been identified where we can augment jointness and nearly 30% of that, we have already achieved.
In Jointness 3.0, we shall be able to augment our synergy through pursuits in COPP (Common Operational Planning Process), Communication, technology development, common digital Maps and geo-referencing system, aggregating RPA / UAV assets, harmonizing ISR resources and integrated Outsourcing.
Eventually, for Theaterisation, we shall be giving shape to Tailor Made Structures, unique to our requirements. Let me underscore here that Indian Army’s endeavours to enhance Jointness are not restricted to the three Services only. Our intent and efforts in outreach and augmenting synergy with other Ministries, Government Agencies, CAPFs and all concerned stakeholders in the security domain, continue.
In a ‘Whole of Nation Approach’, we shall continue to seek avenues to bring together capacities, to support and augment Lines of Effort of the Nation, towards the goal of Viksit Bharat@2047.
Q. The Russia-Ukraine conflict has highlighted various military strategies and vulnerabilities. What lessons from this conflict are being considered to bolster India’s defence preparedness?
A. The ongoing Russia-Ukraine conflict provides valuable insights for future warfare, particularly for the Indian Army. It reaffirms the critical role of hard power, with land remaining a decisive domain in conflicts. The conflict underscores the necessity for preparedness for prolonged wars, where large-scale combat operations continue to be relevant across conventional, irregular, and terrorism-related warfare. This highlights the importance of building warfighting stamina, enhancing indigenous production capabilities, and establishing resilient supply chains to effectively sustain extended conflicts.
Additionally, the emergence of Multi-Domain Operations, incorporating cyber, space, and the electromagnetic spectrum, has added new dimensions to warfare, emphasizing the need for advanced capabilities in these areas to gain an advantage.
The use of disruptive technologies like AI, drones, hypersonic weapons, and quantum computing is transforming the battlefield, enhancing targeting precision and enabling autonomous systems. In this context, air superiority has become less relevant, with air denial tactics gaining prominence, necessitating a renewed focus on air defence.
The concept of long-range precision fires – mass v/s precision – and their ability to overcome distance-related safety concerns has also been highlighted.
The war has also highlighted the importance of operations in cognitive space wherein both sides have tried to paint their own narrative of the war and its outcome which has kept the world guessing of the real results accruing from the war. This kind of campaigning greatly affects the morale of the fighting forces on the ground and ultimately the outcome of the war.
Additionally, the conflict has demonstrated the critical role of strategic partnerships in sustaining long-duration wars. These alliances provide a robust support mechanism, ensuring necessary assistance and resources for victory while significantly boosting the morale of the forces to maintain the vigour required for prolonged operations.
The lessons from the Russia-Ukraine war further stress the necessity of a “Whole of Nation” approach, where civil-military integration, self-sufficiency in critical technologies, and investment in R&D are vital for ensuring national security and military readiness in high-intensity operations.
Q. How is the Indian Army adapting to the challenges of hybrid and asymmetric warfare, particularly with the rise of advanced drone technologies, to maintain its operational edge?
A. The Indian Army’s readiness to counter asymmetric and hybrid warfare in regions such as Jammu & Kashmir and the Northeast is anchored in a comprehensive DIME (Diplomatic, Informational, Military, Economic) approach. This strategy integrates conventional military power with unconventional tactics, advanced technologies, and close collaboration with civil agencies. The Army’s operations emphasize adaptability, modernization, and strategic foresight, enabling it to effectively tackle evolving threats and ensure regional stability.
This approach is further strengthened by enhanced intelligence gathering, which restricts the operational freedom of asymmetric actors, and the integration of advanced technologies such as AI, unmanned systems, and electronic warfare. These advancements significantly bolster Intelligence, Surveillance, and Reconnaissance (ISR) capabilities, improving situational awareness and enabling more effective responses to hybrid threats, including insurgencies, proxy wars, and disinformation campaigns.
The Army also counters hostile narratives through community engagement and collaboration with civil agencies, promoting regional stability and supporting military operations. As hybrid threats evolve, the Army continuously recalibrates its strategies, ensuring a robust and proactive response. By blending conventional strength, cutting-edge technology, and strategic partnerships, the Army remains capable of maintaining stability and countering hybrid threats in critical regions.
Q. Promoting innovation is critical for the future of defence. What initiatives has the Indian Army introduced to foster a culture of technological adoption and in-house development?
A. The Indian Army envisions transitioning into a modern, agile, and technology-enabled future-ready force. Modernization and the integration of advanced technologies into our warfighting systems are ongoing priorities. Technology adoption is being advanced through capital procurement and supplemented by emergency acquisitions. To maximize the benefits of each new technology, an institutionalized methodology has been mandated, with 2024 and 2025 designated as Years ofTechnology Absorption. Our ultimate goal is to cultivate tech-savvy commanders and warriors capable of leveraging cutting-edge technologies for operational excellence.
The identification and acquisition of technology requirements are structured around 16 Technology Clusters, including Loiter Munition, Infrastructure, Cyber, AI, Robotics, and more. Capability development up to 2024 and beyond will focus on areas such as next-generation small arms, protected mobility, night fighting, ISR, firepower, precision munitions, EW systems, and advanced weapon platforms. These technologies will be assimilated through operational discussions, validation exercises, and platforms like Centres of Excellence, the AI Incubation Centre, and the Indian Army Research Centre at IIT Madras.
We aim to adopt these advancements through evolving doctrines, TTPs, and philosophies, and by skilling personnel and creating new force structures. Ultimately, these capabilities will be integrated into the formation of SOPs and joint exercises, ensuring a seamless incorporation of cutting-edge technologies into operational frameworks.
In this direction, we have inducted encrypted mobile sets. 35 out of52 Make Projects have progressed beyond the prototype stage, demonstrating tangible advancements. Projects under the Army Technology Board (ATB) have seen remarkable growth, rising from 17 to 62 in just one year. The Innovation in Defence Excellence (iDEX) platform currently engages startups and innovators, with 85 Army-specific challenges worth ₹500 crore. These initiatives are unlocking the potential of India’s innovation ecosystem and aligning with our vision of self-reliance.
The Indian Army has also filed 10 Intellectual Property Rights (IPRs) this year, of which three have been granted. Notable innovations include the Portable Multi-Target Detonation Device by Major Rajprasad RS, the Hexacopter Tactical Remotely Piloted Aircraftby Major Rengarajan, and the Full Body Armour Suit by Lieutenant Colonel Anoop Mishra, which addresses the limitations of existing bulletproof jackets while offering superior protection. These innovations are now being inducted into operational use.
We have entered into significant agreements to advance our technological objectives. In March 2024, a Memorandum of Understanding (MoU) was signed with the Department of Science and Technology (DST) to leverage domain expertise for evaluating proposals from the defence ecosystem. In May 2024, another MoU was signed with the Centre for Development of Advanced Computing (CDAC) to enable focused R&D and innovative solutions tailored to the Army’s specific challenges. The Indian Army is also a strategic partner in national initiatives such as the INDIAi Mission, Chip to Start-Up (C2S) programme, and the QuILA Project, underscoring our commitment to fostering technological self-reliance and innovation.
Our regional technology nodes established at the level of command headquarters will further bridge the gaps. The Army Design Bureau has engaged with1,700 industries, over 200 academic institutions, and50 R&D organizations, fostering collaboration across sectors. Outreach initiatives such asForward Area Tours, Internal Development Trials, and Capability Demonstrationsensure that the latest technologies are tested and refined for military use. The establishment ofRegional Technology Nodesfurther bridges the gap between innovators and operational requirements.
Q. Following progress in China-India border talks, what steps are planned for a sustainable border security strategy with China?
A. As far as northern borders and progress in India- China border talks are concerned, our aim is to maintain Peace and tranquillity in the border areas and seek to resolve differences with an aim to facilitate the border resolution process. Notwithstanding, the Indian Army is maintaining the highest state of operational preparedness to meet any contingency. There is a need to engage the Chinese side and keep diplomatic and military channels of communication open.
The situation on the LAC has been constantly improving and the friction areas of 2020 have been resolved. The agreement reached on 21st October 2024 has led to a significant development in the region, with the disengagement of forces previously deployed in close proximity. Following this, patrolling has resumed at traditional points, and grazing rights have been restored in Demchok, which is a positive step for border management in Ladakh.
Additionally, the recent meetings between the Working Mechanism for Consultation and Coordination (WMCC) on 5th December 2024, followed by the Strategic Relations (SR) talks in Beijing on 18th December 2024 after a gap of five years, have further strengthened the dialogue process. These engagements have fostered greater flexibility and confidence between the two sides, enabling the identification and resolution of other friction points to enhance peace and stability and work towards the resolution of border issues.
We are continuously evaluating the situation, with infrastructure and strategic capabilities playing a key role in shaping our deployment strategy. Any adjustments will be considered based on thorough assessments, indications, and assurances. 
Q. How is the Army responding to the surge in violence post-government formation in Jammu & Kashmir?
A. Pakistan remains the epicenter of terrorism in Jammu and Kashmir. It is persistent in its attempts to destabilize the region, including recruitment, training, and funding for terrorism. These efforts have been thwarted. The Indian Army, in line with the Government’s policy of zero tolerance to terrorism, has adopted a synergized approach involving security forces and law enforcement agencies in counter-terrorism (CT) operations. Indian Army remains committed to neutralizing threats posed by terrorist groups and infiltration from across the Line of Control (LC).
The situation in J&K has improved gradually after the Abrogation of Article 370, with the peaceful conduct of the recent Assembly elections and G-20 events reflecting the growing involvement of the local population. The last Amarnath Yatra saw a record of more than 5 lakh pilgrims visiting Jammu and Kashmir. The dynamic counter-terrorism grid with accretion forces continues to function seamlessly, with relentless kinetic operations infusing the latest technology aimed at identifying, pre-empting, and neutralizing terrorist threats. We were able to neutralize 73 terrorists last year out of which 60% were Pakistan terrorists.
The IA’s efforts in engaging the population and promoting peace have significantly reduced local recruitment for terrorism, with a remarkable 83% decline in terrorism-related incidents over the past five years. The people of J&K have shown a clear rejection of Pakistan-sponsored terrorism, with an all-time low recruitment of only two this year.
The tempo of operations in the hinterland is Re-energised, Re-focused into new areas. The Police have also undergone in major revamp. The security forces remain committed and are proactive in addressing emerging threats and maintaining peace and stability in the region.
While minor security challenges remain, particularly in Jammu, the Indian Army’s commitment to peace and stability is unwavering. By continuously adapting its strategies, maintaining a robust force posture and engaging with the local population, the Army is working to ensure the return of normalcy and support the Government of India’s ongoing development initiatives in the region.
