Abingdonboy
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Talking about DRDO as a single homogeneous entity whose failures and successes can be equally weighted is beyond foolish. DRDO is made up of more than 50 divisions spread out across India all working on their own projects and whilst some have delivered sub-optimal performance, some have more than delivered. Additionally one must separate failures on DRDO's part and those of the production agencies (for example HAL or OFB).
Of course there is massive room to improve performance across the board but using such a broad brush to generalise the efforts of thousands of scientists working on hundreds of projects using such a binary "boon/bane" or "success/failure" methodology is intellectually dishonest.
Of course there is massive room to improve performance across the board but using such a broad brush to generalise the efforts of thousands of scientists working on hundreds of projects using such a binary "boon/bane" or "success/failure" methodology is intellectually dishonest.
Nice analysis brother.Everybody is entitled to have opinions. For some DRDO work is awesome , for some a good achievement, for some moderate and for others not upto mark.. So it depends from which side you are seeing really..
As such its true that DRDO did achieve awesome results in multiple projects but delivered major letdowns in many others..
Chiefly one must understand whats the best challenges to DRDO really not doing in projects which are at times very critical in nature
1. Money- The amount of money that India really spends in R&D is much less than perhaps other nations who have achieved far more self reliance domestically. We must not forget India real economic boom is more in last 20 years or so.. You cannot expect India of 1970s 1980s spending a big proportion in research projects.
Strangely, even now we have still not poured a descent amount as % of GDP in R&D. That is one area which is always a big issue
2. First Time Experience: Most of the projects DRDO is making is not reverse engineering but rather first time developing implying more of greenfield in nature. These kind of projects will have the 4 risks running from External, Industrial, Internal and Financial Risks at any point of time. Thus, what we are getting as results and failures are part of learning curve.
3. Time and Technology: A very important point indeed as some times the efficacy of achieving the success in DRDO projects is lost as the time and technology has advanced. Numerous times, projects midway needs course correction to be in line with whats really the latest or last but latest technology of present times. This does create a much longer gestation period. At times we are dependent on many technological things from abroad and that creates a bigger issue if there is a push to deny India technology due to any reason. Such stories messes up the entire project timelines in a big way,
4. Effective Management team for Projects and revolutionary leaders: Not all project teams are good at project mgmt skills . India did not clone APJ Kalam Sir or else guys like him at the helm of different projects could have resulted in much better results and success stories. At times, we also lack the best manpower available. Not bcz of the lack of talent pool but rather due to financial assistance to a employee in PSU vs Private sector, Over time india had corrected that with numerous Pay revisions but such fat corrections are more relevant in Banks and oil companies much less in places like DRDO or Def PSU's
5. Comparing different eggs and yardstick: As we see the success of Indian Missile program and Indian Space program we tend to feel that DRDO is let down in other programs. The same yardstick rule and comparing a missile success to an Supersonic aircraft success is wrong. Its not that both systems are not complex. But at different point of times due to various factors like few mentioned in point 1-4 can have critical impact. An example is that for missile the tech is more inhouse but in LCA, we got partial success for the heart of the bird - the Kaveri program. Again, point 1 - Money was not that much available to be pumped in every critical technology R&D.. Its just an example i am giving.
6. Too many projects: Success in few makes DRDO become too ambitious and take too many projects over time. This effectively divided the best brain and their respective manpower thereby running not parallel processing but rather an overloaded quest for parallel processing in projects. Result is based on priority certain projects gets a go ahead and certain are delayed. But we only see that project X got delayed for so many years not understanding why GOI did not say pls do what you are having atm and concentrate on those projects ONLY. Later you can expand your portfolio when some projects are executed and passed on to production.
Thus, my feeling is its a mixed bag for DRDO. With limited budget and shoe string R&D spending whatever it has achieved is quite remarkable. But for India to be self sufficient many critical program needs a urgency and a budget to match R&D spendings with developed nations or even China. The effective project management skills and identification of future leaders needs to be done more and needs to be groomed to find more Kalams who can change ethe fate of projects and lead Men/Women to efficient team performance.
Dont get colored by Tejas or Arjun or INSAS or Extreme cold weather gears. Developing all this in house requires time and money and factors as discussed above.
The only hope (and urgent need) is that DRDO dont slowdown more in coming days and gears up to be a robust organisation spearheading the nations requirement in a big way.
None of the above are failures @PARIKRAMA , far from it.Dont get colored by Tejas or Arjun or INSAS or Extreme cold weather gears. Developing all this in house requires time and money and factors as discussed above.