THE ROLE OF HQ IDS IN TRANSFORMING THE
ARMED FORCES INTO A JOINT FORCE
Col A Krishnan

Introduction

The Economics of war fighting is a major factor that dictates national strategy and policy. India can ill afford duplication and wasteful expenditure due to poor integration and hence a leaner but better integrated force is the answer. Enhanced integration will contribute to better utilization of meagre resources and leaner forces must cooperate efficiently to produce comparable results. However, due to different perspectives and varied Service legacies, present day thought reflects respective Service prejudices on strategy, operations and tactics. These invariably hinder the application of the total force in a synergized manner.

RMA and Integration

The current RMA involves the emergence of multiple new warfare areas. The currently identified four potential areas of warfare include long- range precision strike, information warfare, dominant manoeuvre and space warfare. To achieve the RMA, the concept of operations must transcend the earlier idea of coordination of objectives and mutual support and embrace the idea of COMMON objectives and operations conducted in an integrated manner in Time and Space. Integration can only occur if the three services function on a common joint doctrine. Such a joint doctrine must be based on an incisive examination of the existing military capabilities and missions¡¦ possible. Unless such a joint and integrated approach is adopted, the desired joint doctrine and synergy in planning and execution will not come about. The Joint Doctrine of Indian Armed Forces published in May 2006, was a major step towards jointness. This document has attempted to complement individual service doctrines and has formalized the requisite joint structures and planning process for joint operations.

Role of HQ IDS

While creation of CDS and Integrated Theatre Commands (ITCs) seem to be some distance in the future, in the interim we need to focus on means to implement functional jointness within the services. The CISC and IDS will play a key role on issues such as formulating joint doctrines and concepts, Long Term Integrated Perspective Plan (LTIPP), progressively reduce duplication in training, logistics and maintenance and implement joint staffing in all three Services. In effect, HQ IDS will be the prime mover in implementing functional jointness. The possible areas that lend themselves to integration are joint planning and conduct of operations, joint command and control organisations, centralised air space management, centralised procurement and acquisition plans, joint training and joint logistics. HQ IDS, instead of being a coordinator should graduate to a manager of the three Services. There is hence a requirement to identify the approach and the functions that HQ IDS must pursue to enable it fulfil the assigned tasks. The possible areas of attention are as under :-

ƒo Equipment Acquisition. Economic considerations require a holistic approach to defence capability development. An integrated approach by the three services towards equipment selection and procurement can lead to considerable financial savings. Procurement should be initiated and controlled centrally by the IDS. Such acquisitions will provide economies of scale, reduces cost of maintenance and logistics, and provide an impetus to indigenisation due to larger common orders. Further, force structure planning and budgeting processes need to be strengthened to enable greater participation and involvement of the HQ IDS. With the three services embarking on modernization, the adoption of an integrated approach will result in exponential benefits.

ƒo Integrated Air Defence. Since the three services use the air space, a very high level of cohesion and interaction between them is essential during all stages of planning and execution. This necessitates the issuance of a joint air defence doctrine, which will be the guiding factor for all air defence operations. Further the surveillance resources of the nation need to be integrated so as to obtain a comprehensive picture of all air activity over Indian skies. These measures should be backed up with integrated communications network, airspace management and a joint electronic emission policy. HQ IDS is eminently qualified to under take these critical tasks.

ƒo Integrated Logistics and Maintenance. An analysis of the existing logistic support system of the Armed Forces will reveal that considerable commonality and duplication of requirements occur and that standardization remains a weak area resulting in proliferation of effort and inventories. Logistics support for a modern war entails the total involvement of not only the three services but of the entire nation, in terms of industrial backup, research and development, raw materials, infrastructure and manpower. HQ IDS can play the lead role in integrating the logistics functions of the three services by laying down policies and procedures on procurement, warehousing and management of inventories.

ƒo Joint Training. At the macro level,the IDS should work towards early establishment of the Indian National Defence University (INDU). Apart from the CDM, DSSC and NDA the three War Colleges and the NDC should form part of INDU. IDS should also issue an annual training directive highlighting joint training and Infrastructure available. Nodal centres should be identified for specific training requirements within the three services, thus integrated joint training would be achieved with simultaneous optimization of existing infrastructure and resources. The Focus of joint training should be understanding and enhancing interoperability, developing logical and standard procedures and training of staff officers.

ƒo IT Capabilities.To enable the Services coordinate their efforts in the field of IT, the IDS should issue a comprehensive Joint Command, Control, Communications, Computers, Intelligence and Interoperability Doctrine (Joint C4I2 Doctrine). This will enable the three Services to operate under a ¡¥system of systems¡¦ concept. IT capabilities if properly developed can contribute exponentially to developing jointness as it promotes flatter, networked organizations and makes locations irrelevant.


ƒo Defence Communication NetworkThe existing Defence Communication Network is diverse, varied and not networked. There is a crying need to interface the networks of the three services to make these joint. An integrated systems approach to total electronic spectrum utilisation as well as optimal use of a common electronic communication infrastructure would promote synergy in operations. This entails the adoption of a common communication policy and backed up with commonality of equipment, procedures and encryption devices for effective integration, optimum utilization and combat effectiveness. A tri service organization is essential to plan an integrated defence communication network in a coordinated manner.

ƒo Joint Staff Concept. For the successful and synergised conduct of joint operations unity of command and the need for subordinate joint staff is most vital. Today joint staff is available at COSC, IDS, army commands and at the corps level. The present practice of joint staff needs to percolate down to the tactical level.

Conclusion
The time is ripe for us to move from our present state of ¡§cooperative functioning¡¨ and ¡§patchy jointness¡¨ to ¡§joint¡¨ and finally ¡§integrated operations¡¨. In implementing the recommended strategy, HQ IDS can adopt the ¡¥Top Down¡¦ method to bring about organisational changes including changes in higher defence organisations, whilst the ¡¥Bottom Up¡¦ approach should be adopted for issues relating to joint planning, joint training and procedures. This two pronged approach would not only ensure shortening of the time required to achieve jointness, but also go a long way in changing attitudinal biases that are major impediments in the way of integration.


About The Author :-

Col A Krishnan was commissioned into The 64th Cavalry in Jun 1980. The officer is a graduate of IAT Pune , DSSC Wellington and CDM Secunderabad. He has served on the staff of an independent Sector HQ in a High Altitude Area and has been the Colonel General Staff of a Premier Armoured Division. An avid reader and a prolific writer, the officer is presently Head of the Department of Strategic Studies at CDM.