Air power is no longer an escalator—it can hasten conflict termination : ACM AP Singh states at Ran Samvad

• Air Power, Technology, and Jointness : Air Chief at Fireside Chat with Lt Gen Raj Shukla
• Wraparound Technologies, Conflict Termination, and Future Wars: Key takeaways from this interaction
• Drones Alone Can’t Win Wars reiterated the Chief

By Sangeeta Saxena

MHOW, India. 27 August 2025.  At the Army War College in Mhow, Central India, the inaugural Ran Samvad witnessed an engaging fireside chat between Air Chief Marshal AP Singh, Chief of Air Staff, and Lt Gen Raj Shukla (Retd.), former Army Training Command Chief. Before an audience of distinguished officers, veterans, diplomats, academics media and industry leaders, the two delved into themes of technology, operational poise, joint structures, innovation, and the changing character of warfare. Their exchange brought out candid insights on lessons from recent conflicts, the future of Indian air power, the role of wraparound technologies, and the imperative of balancing tradition with transformation.

“The primacy of air power has come to the fore. It must be used offensively, decisively, and will only grow in relevance. Air power in India has long been seen as an escalator. This conflict has broken that myth—air power can actually hasten conflict termination. Our objectives were clear: strike terrorist targets and stop once the point was made. Technology gave us confidence and precision. Conflict termination came quickly because aim was never confused. Unlike Ukraine or West Asia, where goalposts shifted endlessly, Operation Sindoor ended decisively. That is the power of clarity of aim combined with technology,” strongly stated ACM AP Singh in the fireside chat.

Conflict termination is a critical aspect of warfare because it ensures that military operations remain aligned with clearly defined political and strategic objectives, preventing escalation, resource exhaustion, and unintended consequences. Prolonged conflicts often blur goals, invite external pressures, and risk disproportionate costs compared to the intended gains. India’s decision to terminate hostilities during Operation Sindoor once its objectives—striking terrorist targets and delivering a calibrated punitive message—were achieved, demonstrated both strategic clarity and restraint. By halting operations at the right juncture, India avoided unnecessary escalation, showcased responsible use of military power, and strengthened its credibility as a state capable of decisive yet controlled action. This decision highlighted the balance between operational success and political prudence, ensuring that the outcome reinforced deterrence without sliding into an open-ended confrontation.

“In Ukraine, West Asia and our own operations, technology has been the main player. But we must resist the temptation of seeing drones as a silver bullet. They are enablers, not war-winners by themselves. The future lies in a mix of manned and unmanned systems, supporting each other like two plus two making five. But man will remain in the loop—for ethical, strategic, and operational reasons , ” declared the Air Chief.

And very aptly so. Despite the rapid proliferation of drones and unmanned systems in modern warfare, man will always remain in the loop in air wars because ultimate responsibility for life-and-death decisions cannot be delegated entirely to machines. Drones and autonomous platforms are invaluable as enablers—extending reach, reducing risk, and providing precision—but they lack the ethical judgment, contextual understanding, and adaptability that human operators bring to combat. Air wars often involve dynamic, high-stakes environments where collateral damage, escalation risks, and strategic signaling must be weighed carefully. A human in the loop ensures accountability, ethical oversight, and the flexibility to respond to unforeseen circumstances that algorithms cannot fully anticipate. Thus, even as unmanned systems grow in sophistication, the decisive role of human judgment in authorizing, guiding, and terminating missions remains indispensable.

Responding to a question on the most talked about subject jointness the Air Chief explicitly stated, “Any joint structure must not elongate the OODA loop or dilute core service competencies. Joint planning at the apex level, centrally planned but decentralised execution—that is the model India needs. The CDS’ role in Operation Sindhu was pivotal, bringing all services together. We must strengthen joint planning, not rush into theatreisation models blindly borrowed from others.”

The Indian Air Force (IAF) has underlined that its concerns regarding integration and jointness do not stem from opposition to the concept itself, but rather from a desire to preserve its core competencies and avoid hasty structural changes. While it fully supports the larger objective of creating a more integrated and effective military, the IAF is cautious about prematurely implementing theatre commands or similar structures without adequate groundwork. Its leadership believes that protecting the unique capabilities of each service is essential to ensuring that integration enhances, rather than diminishes, overall combat effectiveness.

Instead of rushing into restructuring, the IAF has advocated for a more balanced and phased approach. It has proposed the establishment of a joint planning and coordination center in New Delhi that would enable centralized strategic planning at the apex level while allowing for decentralised execution by the individual services. This model, the IAF argues, would shorten decision-making cycles, safeguard the strengths of each service, and deliver operational synergy without the risks associated with creating entirely new command structures. By encouraging openness and patient dialogue across services, the IAF stresses that jointness can be achieved without unnecessary disruption.

At the same time, the IAF continues to demonstrate its commitment to integration through practical initiatives. The ongoing development of the Integrated Air Command and Control System (IACCS), which links air defence networks of the Air Force and Army, is a clear step towards achieving enhanced situational awareness and coordinated responses to emerging threats. Alongside the broader evolution of the Joint Doctrine and other frameworks, this reflects the IAF’s dedication to jointness in a manner that is both deliberate and effective. Ultimately, the Air Force’s position rests on the principle that all reforms must be carefully deliberated, aligned with national security priorities, and executed in a way that strengthens—not fragments—the collective capabilities of India’s armed forces.

“Operation Sindoor was an operation short of war. Its lessons must be applied carefully to full-scale conflict scenarios. But what it shows us is that clarity, synergy, and technology can deliver decisive outcomes. Combat power today lies as much in wraparound technologies as in platforms—cyber to neutralise command, EW to blind radars, AI to power decision-making. These are no longer enablers; they are force multipliers. An aircraft is not combat-worthy unless its EW, cyber protection, and mission-critical systems are fully operational, ”  ACM AP Singh responded to Lt. Gen Raj Shukla’s statement, “We are not moving fast enough in these.”

Combat power in contemporary warfare is no longer defined solely by platforms such as fighter jets, tanks, or ships; it is equally shaped by the wraparound technologies that enable, protect, and amplify their effectiveness. Cyber capabilities can cripple an adversary’s command and control networks before a shot is fired, while electronic warfare (EW) can blind radars, disrupt communications, and neutralise air defence systems, creating vital windows of operational freedom. Artificial intelligence (AI), meanwhile, serves as a force multiplier by processing vast amounts of data, enhancing situational awareness, and accelerating decision-making cycles far beyond human speed. Together, these technologies transform traditional platforms into integrated systems of warfighting, where success depends not just on hardware, but on the ability to dominate the invisible domains of information, networks, and cognition.

“Start-ups worldwide are giving better technology at lower cost and speed. In the US, even Silicon Valley CTOs are being inducted into military structures. We must empower our start-ups similarly. Start-ups in India face regulations and slow orders. We must give them access to labs, seed money, and accept that innovation involves failure. Without this, we cannot leapfrog in defence technology ,” said the Chief.

Startups play a pivotal role in India’s defence and aerospace ecosystem as they bring agility, innovation, and cost-effective solutions that complement the efforts of larger public and private sector players. Unlike traditional defence manufacturing, startups can rapidly experiment, adapt, and integrate cutting-edge technologies such as drones, AI, cyber tools, and advanced materials, thereby addressing critical capability gaps.

Their contributions are vital for Atmanirbhar Bharat and the Make in India initiative, as they reduce dependence on foreign imports, nurture indigenous intellectual property, and create a self-reliant industrial base.By fostering collaboration with the armed forces, research institutions, and incubation hubs, startups not only enhance operational readiness but also strengthen India’s strategic autonomy. In the long run, their innovative spirit and entrepreneurial drive are essential to building a robust, homegrown defence ecosystem capable of competing globally.

MHOW, a cantonment town near Indore in Madhya Pradesh, holds a unique place in India’s military history as it derives its name from the acronym Military Headquarters of War. Established during the British era, it has since evolved into a premier hub for military education and training, housing the prestigious Army War College and several other defence institutions. Hosting Ran Samvad in MHOW carries deep symbolic and