Impediments to Operational Excellence: Bridging Gaps Through Technological Facilitators

“In war, you do what you must to survive. In training, you prepare so you never have to test that.”

Decades of service in the Indian Army taught me that real-world unpredictability can dismantle the most textbook-perfect plans. Often, what bridged the gap was not training, but leaders’ instincts; Paltan’s grit, bravery and perseverance; loads of improvisation and at times even pure, plain luck!

Throughout my military journey, efforts to train my unit, subunit and students often fell short of meaningfully simulating operational realities. Resources were scarce. Time was scarcer. And challenges on the ground had a way of humbling even my best efforts and plans. Candidly, that wasn’t have been the best way to operate!

Boots on Ground Experiences that Shaped my Perspectives. Real-life experience across command, staff and instructional roles revealed a stark reality: training gaps persist at every level. As my responsibilities grew, so did the complexity of missions – and with it, my resolve to bridge these gaps deepened.

Sharing some personal experiences where I felt sharper systems and smarter training could have elevated outcomes:

As a young Lieutenant during Operation Vijay (Kargil War)

• Newly inducted Fire Control Radars provided minimal time for conversion training.
• Legacy firing practices (e.g. Canberra towed targets) failed to replicate real air threat profiles.

As a young Captain during Bhuj Earthquake

• The unpredictable and devastating nature of natural disasters underscored that even our super swift rescue and relief efforts could have been amplified with better practiced drills.

As a Captain commanding an Independent Air Defence Troop during Operation Parakram

• Training lagged behind the emerging drone threats as well as newly provisioned proximity-fuzed ammunition.
• Integration training of returning soldiers and fresh recruits presented induction training challenges that were constrained by deployment.
• Training on radars and radio was restricted due to operational sensitivity and equipment limitations.

As an Instructor at Air Defence College

• Low scaling of training missiles and limited availability of low population, specialised equipment restricted practical training.
• Training simulators were limited in breadth, depth as well as scope- hardly any equipment had requisite scales and offered ability to train realistically.
• Gaps in electronic warfare training due to equipment unavailability.
• Linguistic and educational diversity diluted instructional effectiveness.
• Even training of initial batches of women officers presented unique challenges, largely cultural, but also spanning equipment constraints

As Second in Command with unit’s triple operational responsibilities (Air Defence, Line of Control and Counter Insurgency)

• Limited ability to impart counter-insurgency training post induction at Corps Battle School
• Operational LoC deployments provided minimal opportunities for induction and refresher training.
• Overstretched manpower due to security duties meant that only a fraction of personnel could be trained even during live firings
• Electronic security protocols curtailed hands-on training and inter-service joint drills.
• Joint training with the Air Force suffered from inter-service cultural and scheduling misalignments
• Establishing quantifiable training standards remained a tremendous challenge

As Brigade GSO-1 of Infantry & Air Defence Brigades

• Limited capacity to conduct integrated training across composite combat groups.
• Tactical Exercises with Troops allowed limited time to train troops for very few, selected operational plans and combat groupings, never adequate to simulate the requisite dynamism associated with Strike formations
• Absence of standardised mechanisms to assess operational readiness remains an improvement area.
• Quantifying individual and unit-level training standards remained an elusive goal, making it difficult to accurately gauge our preparedness.

As GSO1 Operations at Army HQ

• Integrated training for joint security during high-risk national events – where failure wasn’t an option!
• Ensuring effective induction training for units transitioning to next gen weapon systems highlighted deficiencies in scaling of training resources.
• Orientation training for newly raised units to ensure mission readiness in short timeframes highlighted need for training to emerge as top priority.

As Commanding Officer of an Air Defence Regiment

• Persistent gaps in joint Air Defence operations with Air Force, due to operational silos and cultural misalignments.
• Synchronising Air Space Management protocols with Air Defence Control & Reporting structures and processes proved to be a complex challenge.
• Fusion training of new age surveillance radars with legacy fire control radars
• Cross-functional training with multiple command HQs and logistical echelons was often hampered by lack of unified SOPs and limitation of training resources.
• Simulating target profiles for emerging air threat, with sub-conventional forms of air threat playing an increasingly dominant role, stretched unit’s resources & ingenuity to their limits.

Cutting-edge equipment and brilliant operational plans count for little if troops aren’t trained to act instinctively across diverse combat conditions. Yet, training often takes a backseat to obsession with new age military hardware, doctrines and strategies. Despite being central to combat effectiveness, training remains underfunded, under prioritised and under-innovated

These experiences collectively underscore the imperative for a significant revitalisation of military training.  Cutting-edge equipment and brilliant operational plans count for little if troops aren’t trained to act instinctively across diverse combat conditions. Yet, training often takes a backseat to obsession with new age military hardware, doctrines and strategies. Despite being central to combat effectiveness, training remains underfunded, under prioritised and under-innovated. Needless to say, these cracks may show up only during crises and may have devastating consequences for our forces.

The Strategic Imperative for a Training Renaissance. The modern threat landscape is no longer linear, it has transformed into multi-dimensional, fluid and is turning increasingly challenging. From low-intensity conflicts and insurgencies to high-end conventional and near-nuclear scenarios, today’s battlespaces span the full spectrum of warfare. Add to this the pervasive threats of information warfare, cyber-attacks and electronic disruption, where the first shot may be digital, not kinetic, make the overall threat increasingly complex. India’s unique threat perception and the 2.5 front challenge demand simultaneous preparedness against two fundamentally different adversaries adopting different doctrines and across vastly different geographies. Fighting and winning in such a complex environment requires more than courage and command, it calls for nuanced, multidomain training that is continuous, adaptive and deeply integrated. The current pace, scale and resources for training simply do not match the gravity of these challenges. A transformative boost has emerged as operationally imperative.

India’s unique threat perception and the 2.5 front challenge demand simultaneous preparedness against two fundamentally different adversaries adopting different doctrines and across vastly different geographies. Fighting and winning in such a complex environment requires more than courage and command, it calls for nuanced, multidomain training that is continuous, adaptive and deeply integrated

Harnessing Technology as a Training Multiplier.  Technology presents a powerful opportunity to revolutionise how we train our soldiers. Simulators, AR/VR platforms, AI-enabled modules and mobile training solutions now allow immersive training across the training spectrum – from individual soldiers to crew teams to integrated combat groups. Real-time feedback, performance analytics and quantifiable outcomes enable sharper training cycles that continuously raise the bar. Advanced wargaming ecosystems further facilitate simultaneous training of commanders at different hierarchical levels, refining coordination, speed and decision-making abilities under pressure.

True transformation cannot come from procurement alone, it must stem from embedding these tools into our doctrine, force structures and daily routines. This demands a fundamental shift in our mindset that enhances focus on training bold leadership and rapid adoption of technology to boost the foundation of our combat readiness.

Ironically, policies that mandate training integration tend to be side-lined when it matters most

While procurement norms require simulators and training aids with every new weapon system, a significant percentage of procurements through emergency, G2G revenue procurements often bypass this mandate. Even where simulators are provisioned, they are neither scaled nor proliferated across the breadth and depth of equipment in service. Worse still, a significant proportion of legacy systems, still widely deployed, lack even basic training facilitators. The result is a fragmented training landscape where modern platforms arrive without support ecosystems, and older ones operate in a vacuum, leaving units to bridge critical gaps with improvisation. Consequently, the burden of training often falls on individual units, which are forced to improvise without adequate tools or support.

Training Renaissance is Mission-Critical. Training needs to be viewed and emphasised as a strategic enabler of combat power. In an era of multi-domain threats and accelerated warfare, incremental fixes will not suffice. What’s needed is a systemic shift, a training renaissance that is deeply embedded across doctrines, procurement protocols, field formations and training establishments. The following tangible steps may help:

Training needs to be viewed and emphasised as a strategic enabler of combat power. In an era of multi-domain threats and accelerated warfare, incremental fixes will not suffice. What’s needed is a systemic shift, a training renaissance that is deeply embedded across doctrines, procurement protocols, field formations and training establishments

1. Strengthen and Operationalise Training Doctrines. Doctrinal emphasis on training exists but its practical implementation needs an invigorated structure and accountability. Doctrines must define clear training pathways that mirror integrated combat scenarios like mobile integrated battle group operations, sensor-to-shooter coordination, convoy driving in low light and no-light conditions under insurgency environment or CI/ LoC missions under EW threat. Each doctrine should be paired with clearly articulated training objectives and scalable outcomes at individual, crew, subunit and integrated combat grouping unit levels. Joint service training philosophies need to be evolved and integrated to ensure that training reflects actual threat conditions as close as possible.
2. Use Technology to Scale Training from Individual to Integrated Battle Group Levels. Training must scale progressively from individual proficiency to full-spectrum operations. Technology-enabled systems must be employed at all levels:

• Individual Level. Simulators, AR/VR tools and AI-enabled modules can strengthen equipment handling (sensors, shooters, vehicles, communication equipment et al) and sharpen reflexes as well as decision-making in realistic conditions.
• Crew Level. Platform-specific training for multi-operator systems (e.g., radars, guns, tanks, special vehicles et al) fosters coordinated action and role clarity.
• Subunit Level. Tactical drills using networked simulators build cohesion across detachments, fire units, troop or platoon training, elevating their proficiency to operate in unison.
• Integrated Battle Group Level. Integrated simulation environments and wargaming tools enable full-spectrum training – linking sensors, shooters, command & control centres and support elements to replicate complex battlefield dynamics.

3. Reform Procurement Frameworks to Institutionalise Simulator Integration. To truly transform training effectiveness, procurement policy must treat simulators and training tools as core combat enablers. The following reforms may help:

• Enable Indigenous Co-Development through Collaboration. Foster structured co-development between Indian defence firms, academia and Army training institutions. This ensures simulators are:
• Simulators are tactically relevant and doctrine-aligned.
• Customised to Indian terrain and threat realities.
• Continuously improved through feedback from combat units and training establishments.
• Support long-term self-reliance under Aatmanirbhar Bharat.

b) Create a Rapid Simulator Fielding Mechanism for all Equipment that lack Training Aggregates. A dedicated Rapid Simulator Fielding Fund (RSFF) may be established. This would:

• Enable fast-track acquisition of simulators.
• Ensure progressive capability development.

• Ensure troops can train concurrently with platform deployment.

c) Mandate Cross-Platform Simulator Interoperability. Modern battlefield systems demand joint, networked responses. Simulators must evolve likewise. Future RFPs should mandate:

• Open-architecture, interoperable simulation ecosystems.
• Capability to simulate cross-functional missions (e.g., sensor-to-shooter chains, AD-Arty coordination).

• Training of composite combat groups across platforms and services.

The future battlefield will demand not just brave soldiers, but brilliantly prepared ones. This transformation will not be immediate, but its initiation is of utmost urgency. Our doctrines and philosophies must prioritise training, our procurement processes must mandate it, and our institutions must drive it

4. Optimise Training Delivery at the Point of Use in Field Units & Training Institutions. Training systems must be deployed where they matter most – in combat units preparing for operational tasks, and in institutions shaping the next generation of leaders and trainers.

a) Empower Combat Units with Deployable Training Solutions. Field units must be equipped with mobile, ruggedised and field-adaptable simulators that allow for continuous training, even during deployment. These tools should mirror mission-specific scenarios, enabling soldiers and subunits to train under real-world constraints of terrain, bandwidth and operational tempo.

b) Transform Training Establishments into Capability Accelerators. All military training establishments must be upgraded into digitally enabled, cross-domain training hubs equipped with integrated simulation suites that provide real-time performance analytics and are interoperable across spectrum of warfare (e.g., cyber, EW, ISR).

The future battlefield will demand not just brave soldiers, but brilliantly prepared ones. This transformation will not be immediate, but its initiation is of utmost urgency. Our doctrines and philosophies must prioritise training, our procurement processes must mandate it, and our institutions must drive it. Having witnessed the training shortcomings, right through the perspective of a young officer to a Commanding Officer, I carry the firm conviction that enhanced training will save lives, improve operational outcomes and provide our soldiers with the decisive edge they deserve.

Training is way beyond preparation, it is a critical enabler and it is time we recognise and treat it as such. Let’s live the adage “Train like you fight. Fight like you trained.”

Col Amit Baveja

The writer is an Indian Army veteran, passionate about Nation Building and Capability Development. He has played pivotal role in planning and executing multiple Greenfield projects with niche capabilities across the defence and health ecosystems. The views expressed are personal and do not necessarily carry the views of Raksha Anirveda