India's Intelligence Landscape Shifts: What Does Parag Jain's Appointment Mean?
A New Era for India's Intelligence
India's intelligence framework is undergoing a significant transformation. The recent appointment of Parag Jain as the head of RAW comes at a time of global instability. Following Iran's execution of individuals accused of being Mossad agents and the detention of many others, several nations, including India, have reportedly initiated emergency backchannel communications. This situation led to the swift repatriation of Indian students caught in the turmoil in Mashhad, highlighting the reality that covert conflicts often emerge into the public eye.
Jain's ascension to the leadership of RAW signifies more than just a routine change; it marks a strategic shift. Renowned for his crucial involvement in Operation Sindoor, Jain is recognized for his unique combination of human intelligence and operational expertise, which has been instrumental in India's targeted actions against terrorist strongholds across the border.
This kind of discreet yet effective leadership is precisely what India's intelligence sector requires at this juncture. The focus is not only on preempting threats but also on executing operations with accuracy in an age where drones, data breaches, and digital footprints shape geopolitical risks.
As National Security Adviser Ajit Doval, the architect of India's contemporary covert capabilities, nears the end of his tenure, the race for his successor has quietly commenced. The next NSA will inherit a role that has evolved dramatically over the past five years. Current challenges involve navigating the increasingly blurred lines between military, intelligence, and technology, managing international perceptions, and addressing the complex ethical dilemmas of espionage in democratic societies.
In a landscape where espionage is increasingly conducted through digital channels and battlefield networks, India's strategic core is in a state of flux. The pressing question is not whether our intelligence operatives are capable, but whether our leadership and succession strategies are adequately prepared.
Can a Former Bureaucrat Revive Air India?
Air India has recently made headlines, but not for positive reasons. With incidents of crashes, numerous flight cancellations, technical failures mid-flight, and a plethora of passenger complaints, the airline is in dire straits. Amidst this chaos, a retired senior bureaucrat is reportedly stepping in to take charge at the airline.
Bureaucrats are often recognized for their roles in policy-making, crisis management, and navigating internal conflicts. However, managing an airline facing such turbulence presents a unique set of challenges.
Sources indicate that this particular individual has a track record of effective problem-solving. Given the current state of Air India, where facilities are in disarray and staff morale is low, decisive action is urgently needed. The airline is in desperate need of accountability, training, and maintenance, as well as leadership that can proactively manage public relations.
Nevertheless, a single appointment will not suffice if the underlying issues remain unaddressed. Air India is currently plagued by overworked employees, unfulfilled route promises, and subpar service. These challenges cannot be resolved through mere strategic presentations.
If this former bureaucrat can bring both vision and determination to the role (and is not merely a figurehead), there may be a chance for a turnaround. Otherwise, it could just be another chapter in Air India's long history of mismanagement. Stay tuned, as the journey ahead may still be turbulent.
The GST Tribunal: A Case of Promises Unfulfilled
For those who recall, the Goods and Services Tax Appellate Tribunal (GSTAT) was expected to be operational by December 2024. Fast forward to mid-2025, and it remains a mere concept. What was once a promising initiative has turned into a tale of unfulfilled expectations.
Initially, the tribunal's launch was met with enthusiasm, featuring flashy promotions and a busy selection committee that interviewed over a hundred candidates in the summer of 2024. For a brief moment, it seemed we might finally have the missing piece in the GST dispute resolution framework. However, just as momentum built, bureaucratic inertia took hold.
Reports suggest that the committee failed to even finalize the minutes of its meetings. In a twist typical of Delhi's bureaucratic landscape, the key figure in the process, Revenue Secretary Sanjay Malhotra, departed to assume the role of RBI Governor, effectively stalling progress.
By May 2025, another attempt at selection was made, but a judicial candidate's intervention in the Orissa High Court once again halted the process. That's two attempts with no appointments made. The tribunal requires 72 members, yet currently, it has none. Moreover, many states have yet to nominate their representatives or even secure a location for the tribunal.
Nearly eight years after the GST's introduction, we are still waiting for the tribunal that could alleviate the burden on overloaded courts. As disputes continue to accumulate, the GSTAT remains ensnared in a bureaucratic limbo, epitomizing the challenges of establishing a new institution in India: all announcements, no actual implementation.
Conclusion
By Dilip Cherian