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DTSTART;TZID=Asia/Kolkata:20110413T053000
DTEND;TZID=Asia/Kolkata:20110413T053000
DTSTAMP:20261108T193945
CREATED:20231223T204743Z
LAST-MODIFIED:20231224T131011Z
UID:63258-1302672600-1302672600@idsa.in
SUMMARY:National Strategy Lecture - British Military Transformation and the War in Afghanistan
DESCRIPTION:Chair: V. Krishnappa \nRevolution in military affairs (RMA)  has been bringing about unprecedented changes in the conduct of warfare. Professor Theo Farrell was invited to IDSA to share his thoughts on transformations in the British military. In his introductory remarks\, Professor Farrell pointed out the relevance of his research for India by stating that both India and Britain possess a medium sized military with similar structural patterns.  \nThe transformation of the British military was inspired by American ideas on changing character of warfare. Farrell elaborated on the US military transformation and specifically pointed to the 2001 Quadrennial Defence Review (QDR) that considered transformation at the cornerstone of a “new strategic approach”. Transformation was rooted in the RMA of the 1990s. The US transformation was aimed towards creating a network empowered and effects oriented expeditionary forces through technology combined with new concepts and organization. Farrell argues that this ongoing socio-technological change is set to alter the conduct of warfare in the future. With the end of the Cold War\, the strategic imperative to fight wars has also changed to finding more discreet ways to use force and to fight wars of choice including humanitarian wars. \nFarrell outlined two core concepts of transformation\, Network Centric Warfare (NCW) and Effects Based Operations (EBO). NCW integrates shooters\, sensors and decision makers scattered all around the globe to a single framework during warfare. A well established network provides information that can then be utilised to ascertain situational awareness\, thereby helping to synchronise scattered forces to achieve military effectiveness. EBO is based on finding more effective ways to employ force to achieve better outcomes. The effects of US military transformation were evident during the Iraq war\, where despite having fewer numbers than the Iraqi forces the US military was able to defeat them in a short span of time. However\, over time\, escalating counterinsurgency operations required a new set of warfare – Human Centric Warfare.  \nProfessor Farrell then moved on to the European case\, especially focusing on the British Military Transformation. Surveys of NATO officers showed that there was a favourable reception for transformation\, using both NCW and EBO. He noted that European countries were simulating the US model of transformation to keep pace with the changing times\, albeit with little success. This was due to various reasons such as cost constraints and bureaucratic hurdles. The British military adopted a slightly different version of NCW called Network Enabled Capability (NEC)\, which focuses more on the human component. NEC is designed to achieve the desired results by linking together sensors\, decision-makers\, weapon systems and support capabilities. He noted that future operations will be characterized by Effects Based Approach to Operations (EBAO) which will involve a combination of military and non-military instruments to achieve the end result. Changing nature of conflict has forced military forces not only to fight wars\, but also establish the groundwork for sustained governance. \nMoving on to his case study of the British campaign in the Helmand province in Afghanistan\, he said that due to indecisive actions during the earlier periods of conflict\, there was insignificant progress. Professor Farrell highlighted the subsequent changes in tactics\, brought about by transformation in the British military\, which have shaped the conduct of operations after 2008. Operations in the Helmand province have been characterized by a new approach of Clear\, Hold and Build. The British Military in Afghanistan applied EBAO by using military instruments to achieve non military tasks that they termed as soft effects. Increasingly\, the British military has begun to establish effective communication with the local population\, based on cultural understanding\, in order to win over their support. \nIn his concluding remarks\, Professor Farell argued that the future character of conflict will be typified by hybrid warfare; a combination of conventional and irregular warfare. In this context\, he stressed on the importance of developing an adaptable posture. He commented that Britain can no longer remain a vigilante authority and therefore must become an adaptable force that weighs in the consequences of conflict. \nIn the subsequent discussion\, questions were raised regarding the triggers of transformation and why success had not been achieved yet in Afghanistan despite the transformations. Professor Farrell replied informing the audience that the Russians were the first to emphasize RMA. However techno-centric culture in the United States propelled it. With regard to Afghanistan\, he said that transformation is essentially conventional that brings about reduction in troop strength which is not in line with counter-insurgency operations where boots are required on the ground.  \nThe Chair thanked Professor Farrell for his insightful lecture and for highlighting the transformation\, in terms of technology and organization\, currently going on in the British military\, which could be reflected upon by the Indian defence establishment.  \nEvent report prepared by Pratik Jhakhar\, Research Intern at IDSA.
URL:https://idsa.in/idsa-event/national-strategy-lecture-british-military-transformation-and-the-war-in-afghanistan
CATEGORIES:LECTURES,EVENT REPORT
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DTSTART;TZID=Asia/Kolkata:20110420T053000
DTEND;TZID=Asia/Kolkata:20110420T053000
DTSTAMP:20261108T193945
CREATED:20231223T204743Z
LAST-MODIFIED:20231224T131011Z
UID:63257-1303277400-1303277400@idsa.in
SUMMARY:National Strategy Lecture - Will the 'Demographic Dividend' Help India become a Superpower?
DESCRIPTION:Jayan Jose Thomas is currently an Assistant Professor at Indian Institute of Technology Delhi. He has previously held academic positions at the National University of Singapore (2004 – 2008)\, Indian Statistical Institute\, Kolkata (2008)\, Madras School of Economics (2008- 2009) and Central University of Kerala (2009- 2010). Jayan completed his PhD in development economics from the Indira Gandhi Institute of Development Research\, Mumbai (2005) and Bachelor of Technology in industrial engineering from Kerala University (1995). \nJayan’s research has dealt with various aspects of Indian development\, especially issues related to labour\, technology and industrialization. Jayan has worked extensively using Indian data sources\, conducted field studies in industrial centres and in two Indian villages\, and worked with archival material. While India will continue to be the focus of his future work\, Jayan is keen to expand his research interests to other regions\, particularly China. He hopes to contribute to the building of an interface between economics and other social sciences. His recent research papers have appeared in reputed journals including World Development and Development and Change\, and in edited volumes published by Oxford University Press and Palgrave Macmillan Ltd. He was awarded the ‘Young Labour Economist Award’ of the Indian Society of Labour Economics in 2003. \nJayan has taught (or is teaching) courses on Macroeconomics\, Indian Economic Development\, International Economics\, Development Economics and Knowledge Economies. Currently\, Jayan is researching on the theme Labour\, Capital and Technology in Indian Industrialization. \nAbstract\nWill the ‘Demographic Dividend’ Help India become a Superpower?\nIndia has a relatively young population\, and some commentators argue that the resultant ‘demographic dividend’ could push India’s economic growth ahead of China’s in the future. Since the 1990s\, there has been a boom in India in the information technology industry as well as in a number of knowledge-intensive sectors such as pharmaceuticals research and animation. However\, the other side of the coin is that these new\, technologically advanced sectors form only a tiny island in the ocean in terms of employment. In India’s total workforce of 458 million (2004-05)\, factory sector workers number less than 10 million and the IT sector employs just 2.2 million. Almost all of the 57 million new jobs generated in India between 1999-00 and 2004-05 were in the informal sector. A crisis-ridden agriculture\, construction\, and low value-adding services\, including notably of women employed as domestic workers\, provided most of the new jobs. Women\, especially educated women in urban areas\, found it particularly hard to find suitable employment opportunities. The number of ‘missing women’ in the Indian economy — women who withdraw from labour force and attend only to household work – was a staggering 162 million in 2004-05. \nIt is clear from the above that there are limitations to India’s rapid economic growth led almost entirely by the services sector. Building a diversified manufacturing sector that can generate massive employment opportunities is\, therefore\, crucial for Indian development. To fulfill India’s aspirations for a leading position in the global economy\, the country will also have to emerge as a key player in innovation\, and this requires state-directed efforts in research and development. The biggest of all challenges for India as it tries to realize its demographic dividend is to ensure that its population numbering more than 1.2 billion is healthy and educated.
URL:https://idsa.in/idsa-event/national-strategy-lecture-will-the-demographic-dividend-help-india-become-a-superpower
CATEGORIES:LECTURES
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