The Naval Innovation and Indigenisation Organisation (NIIO) was setup in 2020 and has – in the very short time since then, made a huge impact on the defence innovation ecosystem in the country.
During the launch of NIIO, it was emphasized that both the organization itself and its ‘sword arm’ – the Technology Development Acceleration Cell (TDAC), were established with a mindset that embraced the possibility of failure – “willingness to fail”. The reasoning behind this approach was acknowledging that innovation inherently involves risks, whereas the existing protocols tended to be overly ‘risk averse’. In response, the Navy initiated a path of exploration, assigning an agile team of mavericks – unconventional thinkers to drive transformation. Surprisingly, this readiness to accept failure has resulted in achievements that have exceeded even the most optimistic expectations set at the inception of NIIO.
In July last year, the NIIO collaborated with the Defence Innovation Organisation (DIO), which coordinates the government’s iDEX (Innovation for Defence Excellence) scheme to launch 75 challenges for the Indian industry under the ‘SPRINT’ initiative. The name SPRINT had a catchy ring and aptly captured the aim of accelerating technology induction well, even though the acronym ‘Supporting Pole-vaulting in R&D through iDEX, NIIO and TDAC’ was admittedly rather forced.
The challenges were launched by Prime Minister Narendra Modi during the NIIO seminar Swavlamban on 18 July 2022. This launch of the problem statements was unprecedented and generated a lot of enthusiasm in startups and MSMEs. The fact that the scheme was linked to the ‘Azadi ka Amrit Mahotsav’ and the Indian Navy had committed to developing at least 75 indigenous technologies/products with accelerated timelines also generated intrigue and scepticism.
Would innovation at this scale be feasible? Seventy-five products in one year meant virtually a new product every few days. Considering that in the years since the launch of iDEX, there had been only a handful of successful cases amongst all three Services, Coast Guard and all DPSUs combined, the plan by the Navy was indeed ambitious. In the words of the Prime Minister during his speech at Swavlamban, even conceptualising that such a feat was achievable was an achievement in itself!
One year down the line, the Navy – and indeed the nation – can look back with pride at what has been achieved. The aim of developing at least 75 products has not only been met but has indeed been surpassed. Full details of all the products are not yet available in the public domain and it is understood that the Navy intends to showcase them in the next edition of Swavlamban, likely to be held shortly.
Enough teasers about Swavlamban 2023 have been released on social media by the Navy. The technology being developed includes blue-green lasers for underwater applications, ultra-long endurance drones, a multitude of sensors, smart mobility solutions, AI-based applications for maintenance as well as war-fighting, and many nano-technology applications. Some glimpses of these prototypes were also displayed at the India Pavilion during the Aero India exhibition earlier this year. These are all niche, high-end products, and a small organisation like the NIIO achieving even one of these in a span of one year could have claimed to have delivered beyond expectations. To deliver seventy-five simultaneously is mind-boggling. It is where the start-ups come in.
The innovations were mostly done not in-house by NIIO but by the start-ups. These volumes could be achieved as a number of small teams were simultaneously working on multiple projects. NIIO played the role of a mentor and a facilitator and was also the interface between the users and the industry. There was also an infectious positive ‘can-do’ attitude, and the enthusiasm spread to the industry. The results are there for all to see.
It is too early to study what worked for SPRINT and its limitations, but studying the initiative could make an interesting case study for any business school. This level of result-oriented delivery against very tight timelines in what has been traditionally considered an unfavourable market will certainly lead to lots of lessons. The Service Headquarters themselves need to examine the issues and cull out lessons that may need to be learnt to further refine and streamline the processes. The Ministry of Defence has shown a lot of willingness to modify procedures and amend rules. It is in keeping with the government’s articulated vision of ‘Atmanirbhar Bharat’. The success of SPRINT will undoubtedly be a harbinger of better things in the future. A beginning has been made. We need to build upon it.
The proactive role of the iDEX team and the DIO has also played an essential role in the success of the initiatives, and the aim should be to build further hereon and grow from strength to strength. Having seen what is achievable, the SPRINT should not allow it to be a flash in the pan but should lead to sustainable changes in the defence ecosystem in the years to come.
Quite a few of these products will also have utility for the other Services. Coast Guard can use most, even if not all, of these products directly. It is internal to the Ministry of Defence, and I’m sure it would follow naturally. The more significant point is that other ministries/departments can have utility for these products. In the short term, the government machinery should support the initiative. A whole-of-government approach is required. The Ministry of Home and Ministry of Foreign Affairs, especially, may have an important role to play.
Processes need to be put into place so that the indigenous capability that has been developed is given wide publicity. Dual-use products, especially, need to be publicised so that governmental agencies and the private sector widely accept them. It is something that the Navy cannot do alone, and it must be taken up centrally.
Export promotion for suitable technologies should also be given due emphasis. It will need to be suitably pushed. It, again, needs to be progressed at a twin level. Whilst defence-specific technology should be showcased in various exhibitions and included in staff talks, there is also a need to promote dual-use products for exports in the civil markets abroad. It may not be an exaggeration to say that the SPRINT products themselves have the potential to substantially boost India’s defence exports.
The industry is teeming with excitement and anticipation regarding the next edition of Swavlamban. There is a lot of discussion on social media as well. What had been promised has been delivered and will be showcased soon. The need now is to take it to the next level. The nascent organisations that have delivered need to be replicated in other services, nurtured within the Navy and encouraged to aim even higher at the apex level.
Captain DK Sharma VSM (Retd.)
