Theaterisation of the Indian Armed Forces

Context: The recently concluded Tri-service seminar (Ran Samwad 2025) at Army War College, Mhow, has reignited debate on theatre commands.

What is Theaterisation?

• Theaterisation is a major defence reform that seeks to integrate the Army, Navy, and Air Force under unified commands based on geography or adversaries.
• Instead of operating under separate, service-specific commands, all forces and assets in a particular “theatre” (region of operation) would be commanded by a single theatre commander, ensuring joint planning, joint operations, and optimal use of resources.

Currently:

• Army → 7 commands
• IAF → 7 commands
• Navy → 3 commands
• 2 tri-service commands already exist: Andaman & Nicobar Command (ANC) and Strategic Forces Command (SFC).

Why is Theaterisation Needed?

• Changing nature of Warfare: Future wars will be multi-domain: land, sea, air, cyber, and space.
  • Eg: Conflicts may involve drones, high-precision missiles, cyberattacks, space-based surveillance, and simultaneous land battles → requiring seamless coordination.
• Better Integration and Efficiency: At present, the services often function in silos, leading to duplication of resources and slow response. Theaterisation ensures pooling of resources and quick decision-making under a unified command.
• Learning from Past Lessons: Kargil War (1999) revealed gaps in joint planning and coordination, leading to the creation of HQ IDS, but without a binding operational structure.
• Optimal Use of Limited Assets: India has a scarcity of critical assets (e.g., fighter jets, AWACS, drones). Dividing them across different commands weakens overall capacity; integration under theatre commands allows centralised allocation.
• Strategic Ambitions: As India aspires to be a regional power and host mega sporting/strategic events (like Commonwealth or Olympics), credible defence integration enhances deterrence and global image.

Challenges in Implementing Theaterisation

• Institutional Resistance: Dismantling 70+ years of service-specific command structures is difficult. Each service fears losing control over assets and operational autonomy.
• IAF’s Concerns:
  • Scarce assets (fighters, AWACS, tankers) risk being divided across multiple theatres.
  • IAF insists air power is a strategic, independent arm, not merely supportive.
  • Former IAF chiefs (R.K.S. Bhadauria, V.R. Chaudhary, and current ACM A.P. Singh) have stressed the need to avoid doctrinal dilution.
• Doctrinal and Operational Issues: Risk of longer decision-making chains if command structures are overly centralised. Lack of clarity on lead service responsibility for different theatres.
• Political and Legal Complexities: Final approval rests with the Government, which must balance civil-military control, budget constraints, and inter-service disagreements.
• Transition and Training Costs: Relocating HQs, restructuring chains of command, retraining personnel → heavy financial and organisational burden.

Way Forward

• Phased Implementation: Begin with one or two pilot theatre commands (e.g., Maritime, Northern border) → expand gradually.
• Consensus Building: Address IAF’s concerns by ensuring flexible allocation of air assets across theatres. Create clear doctrinal frameworks to define roles.
• Legislative and Policy Support: Enact a Defence Reforms Act to give statutory backing to theatre commands and ensure continuity beyond political cycles.
• Capacity Building: Expand India’s combat assets (fighters, UAVs, naval ships, cyber/space units) so resources are not stretched too thin.
• Joint Training & Culture: Establish National Defence University and joint academies for officers at all levels to inculcate a culture of jointness.
• Technology Integration: Focus on cyber, AI, space assets, and multi-domain operations; ensure theatre commands are future-ready.

Sharing is caring!