Officer disgruntlement and, indirectly, shortage also feeds off the stifling organisational culture of the military whose ethos, to a large extent, curbs initiative and discourages self-criticism. The Indian army’s institutional culture is traditionally risk averse, top-down and discourages initiative in junior ranks. This ‘passing the buck’ culture is harmful to the development of junior officers and has completely destroyed any independent, leadership roles for JCOs and NCOs. This problem is compounded by the manner in which self-critical analysis is sacrificed for the sake of career advancement. Changing this organisational DNA is undoubtedly a long drawn out process but it requires urgent attention from the current generation of senior officers, if they wish to attract idealistic and enterprising youth.

The military has historically served as a vehicle for social mobility. There has been a dramatic decline in the number of Ivy-league college graduates who join the US military, for instance. This is an inevitable and welcome process if the ‘elite’ move onto more lucrative careers, creating opportunities for others. Dealing with these, and future changes, will require an innovative approach. It is not evident whether military, bureaucracy or political leaders are up to this task.

The writer is a PhD candidate at the School of Advanced International Studies at Johns Hopkins University, Washington D.C.