M S Nazki
In other words, successful generalship involves first figuring out what to do, then getting people to do it. It has one foot in the intellectual realm of critical thinking and the other in the human world of management and leadership. It is thinking and doing
I think his success was largely due to his great human qualities: his sense of humor, his common sense and his essential honesty and integrity. He inspired love and unfailing loyalty; he had a magic touch when dealing with conflicting issues or clashes of personalities; and he knew how to find a solution along the lines of compromise, without surrendering a principle. He is, in fact, a great democrat.
Especially in the key task of translating broad strategic concepts into feasible operational orders. Marshall understood that Eisenhower had a talent for implementing strategy. And that job, Marshall believed, was more difficult than designing it. “There’s nothing so profound in the logic of the thing,” he said years later, discussing his own role in winning approval for the Marshall Plan. “But the execution of it, that’s another matter.” In other words, successful generalship involves first figuring out what to do, then getting people to do it. It has one foot in the intellectual realm of critical thinking and the other in the human world of management and leadership. It”…………… ― Thomas E. Ricks, The Generals: American Military Command from World War II to Today
The lines which we got to do the story went something like this……..
Chief of Defence Staff General NS Raja Subramani reaffirmed the Defence Forces’ unwavering commitment to safeguarding India’s sovereignty and advancing national security. On assuming charge as the CDS, General Subramani said that focus will be on accelerating military transformation and enhancing jointness across the Services. The Defence Forces remain committed to operational excellence, capability development and the welfare of soldiers, sailors, air warriors, veterans and VeerNaris.
We will again start this one with Veer Naris:
A Veer Nari is the brave widow of an Indian Armed Forces personnel who made the ultimate sacrifice for the nation. Rather than being defined merely by their loss, many transform their deepest grief into strength by choosing to join the military themselves, carrying forward their husbands’ legacies in uniform.
The story of one such inspiring Veer Nari, Lieutenant Neeru Sambyal, highlights this incredible journey:
The Story of Lt. Neeru SambyalAt just 28 years old, Neeru Sambyal lost her husband, Rifleman Ravinder Sambyal of the Jammu & Kashmir Rifles. Rather than succumbing to the heartbreak of losing her partner, she resolved to live out the dreams they had shared.
The Challenge: Despite facing unimaginable personal tragedy and being the mother to a young daughter, she decided to don the olive green and serve her country.The Preparation: Supported by her family and her husband’s battalion, she drew upon her strong educational background (BA, BEd, MA, and MEd) and underwent a rigorous training routine to physically and mentally prepare for one of the toughest examinations in the country.
The Triumph: Defying all odds, she cleared the Services Selection Board (SSB) in her very first attempt.
The Commission: After a year of intense training at the Officers’ Training Academy (OTA), she was officially commissioned as a Lieutenant in the Army Ordnance Corps, becoming a true “Iron Lady” and proving that determination has no limits.
A Tradition of ValorSince 1998, the Indian Army has made history by allowing widows of martyred soldiers to be commissioned into the forces. Countless other Veer Naris have followed this challenging path to become officers, including:Lt. Col. Ravinder Jeet Randhawa: The pioneering first Veer Nari to join the Indian Army after the loss of her husband,
Major Sukhwinder Jeet Randhawa.Lt. Soni Bisht: Who turned her grief into glory after losing her husband to join the Officers’ Training Academy.Lt. Rigzin Chorol: Who became the very first Ladakhi woman officer in the Indian Army, honoring her late husband from the Ladakh Scouts.
About the General:
General N. S. Raja Subramani, PVSM, AVSM, SM, VSM (born 21 July 1965) is a fourstar general of the Indian Army who has served as the 3rd Chief of Defence Staff of the Indian Armed Forces since 2026. He previously served as the Military Adviser to National Security Council Secretariatprior to which he served as the 47th Vice Chief of the Army Staff. He earlier served as the General Officer CommandinginChief, Central Command, as the Chief of Staff of the Northern Command and as General Officer Commanding II corps. He also served as General Officer Commanding Uttar Bharat Area.
The general officer is an alumnus of the 67th course of the National Defence Academy and the 77th course of the Indian Military Academy. The General Officer also attended the Joint Services Command Staff College, Bracknell (UK) and National Defence College, New Delhi. He later studied at King’s College London and earned Master of Arts Degree from University of London and an M Phil in Defence Studies from University of Madras.
Military career
He was commissioned into the 8th battalion of the Garhwal Rifles on 14 December 1985. In a career spanning over four decades, he has tenanted various command, staff & instructional appointments.
He served as a Divisional officer at his almamater, the National Defence Academy. He then attended the Joint Services Command and Staff College in Bracknell, United Kingdom.
After completing the course, he returned to India and was appointed Brigade major of a mountain brigade and later commanded the 16th battalion of the Garhwal Rifles in Assam.
The battalion was deployed in a counterinsurgency role as part of Operation Rhino. He was subsequently appointed as the Defence attaché at the Embassy of India in Astana, Kazakhstan. In the rank of Colonel, he also served as the Assistant Military Secretary in the MS branch at Army headquarters, as the Colonel General Staff (Operations) at Headquarters Eastern Command and later as the Deputy Commander of a Rashtriya Rifles sector in Jammu and Kashmir,.
On promotion to the rank of Brigadier, he commanded the 168 Infantry Brigade in Samba. He was then selected to attend the National Defence College in New Delhi, as part of the 55th course. After the course, he took charge as Deputy Director General Military Intelligence (DDGMI) at Army HQ. He subsequently served as the Brigadier General Staff (Operations) at Eastern Command.
General officer
The general officer was promoted to the rank of Major General and appointed General Officer Commanding 17th Mountain Division in Sikkim. After completing his tenure, he moved to the Defence Services Staff College, Wellington as the Chief Instructor (Army). On getting promoted to the rank of Lieutenant General on 3 February 2020, he was appointed General Officer Commanding, Uttar Bharat Area. On 12 February 2021, Lieutenant General Raja Subramani took over as the General Officer Commanding II Corps succeeding Lieutenant General Surinder Singh Mahal. After a yearlong tenure, he moved to the Northern Command in Udhampur as the Chief of Staff, taking over in May 2022.
On 1 July 2024, Lieutenant General N. S. Raja Subramani took over as the 47th Vice Chief of the Army Staff. He assumed the post from General Upendra Dwivedi upon his elevation as the Chief of Army Staff. Following his retirement from active military service, the Government of India appointed him as the Military Adviser to the National Security Council Secretariat (NSCS) assuming charge on 1 September 2025.
Chief of the Defence Staff
On 9 May 2026, the Government of India appointed Lieutenant General N. S. Raja Subramani as the next Chief of Defence Staff marking his return to active military service. On 31 May 2026, General Raja Subramani took over as the 3rd Chief of Defence Staff succeeding General Anil Chauhan, who superannuated after more than four decades of service.
The Chief of Defence Staff (CDS) is the highestranking uniformed officer in the Indian Armed Forces and serves as the Principal Military Advisor to the Minister of Defence. The position was created in 2019 to improve operational synergy, jointness, and integration among the Army, Navy, and Air Force.Key Roles and ResponsibilitiesDepartment of Military Affairs (DMA): The CDS heads the DMA within the Ministry of Defence, functioning as its Secretary to streamline military processes and procurement.SinglePoint Advisor: Provides the government with unified, impartial military advice, while the individual service chiefs continue to advise the Defence Minister on servicespecific matters.Permanent Chairman: Serves as the permanent head of the Chiefs of Staff Committee (COSC).Joint Commands: Oversees triservices organizations, including cyber and space commands, and assists in the rollout of integrated theatre commands.
Genius and Tactics: Archibald Wavell famously identified the “irrational tenth” of genius, separate from conventional tactics, as the true test of a commander.Execution……………..
George C. Marshall emphasized that successful command is defined by the ability to implement a plan, not just conceive it.
Leadership and Troops: Douglas MacArthur recognized that a leader’s success is deeply connected to their troops, while Dwight D. Eisenhower defined leadership as motivating others to act. Practicality and Resolve: George S. Patton viewed military genius as the application of common sense, and Ulysses S. Grant highlighted the absolute duty to achieve objectives. (Major’s Diary)
This is what the CDS said:
Enhancing jointness across the Indian Armed Forces is now a core operational necessity to effectively tackle multidomain threats across land, sea, air, space, and cyberspace.
The effort aims to improve interoperability, streamline resource allocation, and foster a cohesive crossservice culture.
The Indian military is driving this operational transformation through several
key initiatives:
Integrated Theatre Commands: The Ministry of Defence is advancing a plan to merge servicespecific commands into integrated, geographyspecific commands. The goal is to unite Army, Navy, and Air Force assets under a single operational structure.Joint Instructions & Orders: The Chief of Defence Staff (CDS) is authorized to issue unified instructions for all three services, replacing the previous system of separate service orders.
InterServices Organisations Act: Passed to establish a unified disciplinary chain, this act empowers triservice commanders with authority over personnel from all branches, significantly reducing interservice red tape.
Joint Doctrine and Training: The launch of doctrines like the Joint Doctrine for MultiDomain Operations (MDO) ensures seamless integration of military and civil capabilities, supported by shared human resources and standardized procurement.
On accelerating military transformation:
Accelerating military transformation relies on the strategic convergence of structural jointness, technological absorption, and defense selfreliance. This mandate has taken center stage globally, most recently underscored by India’s newly appointed Chief of Defence Staff (CDS),
This is achieved through three critical pillars:
Enhancing Jointness & Integration: Merging the separate command structures of the Army, Navy, and Air Force into unified frameworks. This includes implementing theater command systems to maximize interservice synergy and operational readiness.
Technology Absorption over Induction: Moving past simply buying equipment to actively absorbing advanced capabilities. Key areas include deploying swarm drones, loitering munitions, precision artillery, and advanced digital battlefield tools.Domestic SelfReliance (Atmanirbharta): Building secure, independent domestic supply chains. Strategic autonomy relies heavily on integrating indigenous weapon systems to avoid foreign dependency during crises.
Structural Drivers of Modernization:
To accelerate this transformation process, modern defense departments are rewriting their traditional procurement and organizational processes:Defense Innovation Ecosystems: Actively collaborating with commercial startups, private industries, and academic hubs to fasttrack cuttingedge military hardware.MultiDomain Task Forces: Raising agile, dedicated units designed to handle simultaneous threats across land, air, sea, cyber, and space environments.
Agile Human Resource Management:
Upgrading training paradigms to prepare personnel for datacentric, hightech future warfare.If you are researching a specific aspect of defense modernization, please let me know:Which country or region’s military you are focusing on?Whether you want to focus on technological advancements (AI, cyber, drones) or structural reforms (theater commands)?If you are preparing a policy brief, an academic paper, or studying strategic defense metrics?
Capability development and the welfare of soldiers are dual pillars of modern military strategy, ensuring forces remain technologically advanced and highly motivated. Modernization maximizes combat potential, while holistic welfare programs—ranging from mental health support to improved living conditions—sustain troop morale and operational readiness.
1. Capability Development Building a futureready, techenabled force is driven by continuous innovation and structural transformation:Technological Edge: Focus is placed on modernizing communication systems, nightvision devices, and battlefield situational awareness tools like nanodrones and surveillance systems.Indigenization:
Accelerating the induction of indigenous equipment, such as swarm drones, loiter munitions, and modern artillery, supports selfreliance and local defense manufacturing.Integrated Planning: Aligning military reforms (like Integrated Theatre Commands) with industry and academia drives efficient procurement and rapid trial of niche technologies.
2. Welfare and Human Resources: To balance technological advancement, armed forces prioritize the physical, mental, and familial wellbeing of personnel, veterans, and their families:
Mental Health & Support: Mechanisms like ‘Buddy Pairs’ and ‘Chaar Yaar’ systems promote regular interaction to identify stress. Access to psychological counselors and medical facilities is widely provided.
Operational Relief: Spacedout training schedules, structured leave policies, and enhanced Risk and Hardship allowances for field postings are designed to destress personnel.
Family Stability: Provision of quality married accommodation, recreation facilities, and education for children ensure personnel can discharge their domestic responsibilities with peace of mind.If you are looking for specific insights, I can elaborate on:Current indigenous defense acquisitions in 2026.Psychological and stressmanagement programs in highaltitude postings. Rehabilitation and welfare schemes for veterans and Veer Naaris.
So to the final lines: That your power of command, with simple language was, one of the magnificent things of our century. The sign of a good leader is easy to recognize, though it is hardly ever seen. For the greatest leaders are those who share as equals in the trials and struggles, the demands and expectations, the hills and trenches, the laws and punishments placed upon the backs of those governed. A great leader is motivated not by power but by compassion. Therefore he can do nothing but make himself a servant to those whom he rules. Such a leader is unequivocally respected, and loved for loving…….
