RajitO wrote:My assertion? Or the one-track discourse going on in your own mind.
OK RajitO ji, let us see what you have been saying (or inferring)
You said:
Yeah everyone is accountable and no one is accountable. How many people in any of these three verticals have been fired on the LCA program? The apologists who keep bringing up the F-35 fiasco, and it is one, should check how many got fired there. The irony is that if the IAF had been given a real stake in this program, it would have been the IAF top brass scurrying around defending the program
The inference is that IAF was never given a real stake in the program. My question – IAF was part of the verticals, what prevented it from taking a real stake in the program, instead of sitting on the fence and denigrating local efforts? Was it a fundamental lack of belief that civilians can actually do something? Or was it the cozy relationship developed with foreign suppliers? (Check out ISRO success stories – Can one speculate that if IAF had been in charge we would have still been using soyuz and launching from Baikonour? - because an IAF ASR for rockets in the 1960s would have asked for 'GSLV standards' and therefore PSLVs would be considered 'disasters' and not used - so better to stick to imports).
You said:
What is the bottomline about oversight? To hold regular meetings to show that oversight was done? To produce status reports about a program? To "recommend" action but not take it? Firing someone is an extreme step but it needs to be done in specific cases - and yes if you follow the fundamental direction of my argument, had an IAF program manager been put in charge, he would have been the first to get the sack.
You tell me. IAF was part of this oversight committee. Did anyone ask it to take a back seat? Is the inference here that only IAF are the ‘do-ers’ and all other verticals are basically talk-shops of which the IAF does not wish to be a part of? If so – can you prove it? Or was it that IAF negativity in these oversight meetings ensured that the program management lagged?
Regarding program management. Has IAF shown any capability historically in managing a defence program? (To quote the village idiot: You can’t give Rs1,0000,0000 to a 16 year old and turn him into Ambani. Well at least HAL has some experience to show for it. On what basis should the IAF be given the lead? On their proclivity to depend on imported stuff?)
You said:
What you consider as adequate IAF involvement/role and "silliness" may not be considered the same by other folks. What you consider as oversight and accountability may not be considered as adequate by other folks.
It is not for me to comment on the level of adequacy. IAF has to learn to engage within the boundaries and responsibilities of each of the verticals engaged in the development of the product. There is no god given rule that IAF will deign to involve themselves only if they think they have ‘adequate’ responsibilities (meaning what exactly? – leading the project? If so, on what basis?)