India's aspirations for self-reliance in fighter aircraft technology rest heavily on the success of its indigenous Tejas Mk2 and Advanced Medium Combat Aircraft (AMCA) programs.
However, these programs, currently under the purview of civilian agencies, have been hampered by delays and a disconnect between development and operational needs. To truly unlock their potential, the Indian Air Force (IAF) needs to take the reins and drive these projects forward with a clear operational focus.
While the Tejas Mk2 and AMCA hold the promise of transforming the IAF into a modern, self-reliant force, their development has been hindered by bureaucratic red tape, insufficient accountability, and a lack of urgency inherent in civilian-led projects.
The IAF, as the end-user, has often found itself relegated to the role of a mere customer, lacking adequate control over timelines and specifications. This disconnect has led to delays and aircraft that sometimes fall short of meeting the IAF's evolving operational requirements.
To overcome these challenges, a compelling case exists for the IAF to assume direct ownership of these critical programs. This shift would bring a much-needed sense of urgency and operational focus to the development process. The IAF's direct involvement in project management would enable the establishment of firm deadlines, implementation of robust monitoring mechanisms, and proactive mitigation of delays.
This approach is mirrored in countries with successful military aviation programs, such as the United States and France, where the armed forces play a central role in aircraft development. Programs like the F-35 Lightning II and Rafale have thrived under continuous user feedback and oversight, ensuring alignment with real-world requirements and timelines.
Civilian agencies, while possessing technical expertise, often lack the intimate understanding of battlefield dynamics and the rapidly evolving threats that fighter jets are designed to counter. By taking charge, the IAF can ensure that the Tejas Mk2 and AMCA are tailored to its specific operational needs from the outset.
This is particularly crucial for the AMCA, envisioned as a fifth-generation stealth fighter, where critical aspects like weapon compatibility, mission configurations, and survivability must be aligned with the IAF's evolving doctrine and strategic goals.
Historically, the IAF has been a passive recipient of aircraft, often forced to adapt its operations to fit available platforms rather than having platforms designed to meet its specific needs. This dynamic needs to change. By taking control, the IAF can become a proactive stakeholder, fostering a culture of accountability and shared responsibility where all involved parties are aligned towards delivering results.
The IAF's decades of experience in operating and maintaining a diverse fleet of fighter jets, from Russian-origin Su-30MKIs to French-made Rafales, provides it with invaluable operational knowledge. By embedding its personnel in the decision-making process, the IAF can ensure that lessons learned from past experiences are directly applied to new designs, minimizing potential pitfalls and maximizing operational effectiveness.
Handing over the Tejas Mk2 and AMCA programs to the IAF would mark a paradigm shift in India's approach to indigenous defence manufacturing. By becoming both the user and the program leader, the IAF can ensure adherence to timelines, prioritization of operational requirements, and the development of a fighter fleet capable of meeting future challenges. This shift would not only benefit the IAF but also contribute significantly to India's broader goal of achieving self-reliance in defence technology.
