- The video is a tribute to General Bipin Rawat, who recently passed away in a helicopter crash.
- General Rawat was highly respected in the Indian Army and had extensive combat experience.
- He had received numerous medals and honors for his service.
- The speaker had trained General Rawat at the Indian Military Academy and had maintained a productive relationship with him throughout his career.
- General Rawat was known for his focus on change and reform within the military.
- He successfully revolutionized the military acquisition process and integrated the Ministry of Defence with the military.
- He played a key role in boosting India's defense capabilities, including acquiring fighter aircraft and missile systems.
- General Rawat faced controversy for his plans to integrate the three services and reduce the number of headquarters.
- Despite opposition, he displayed moral courage and determination in pursuing his goals as Chief of Defence Staff.

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Our guest today, Major General G. D. Bakshi, is a retired Indian Army officer. He served in Jammu & Kashmir Rifles.  He subsequently commanded the Romeo Force (Part of elite Rashtriya Rifles) during intensive counter-insurgency operations in the Rajouri-Poonch districts of Jammu and Kashmir and succeeded in suppressing the armed militancy in this area. He served in the Army from 1971 - 2008. He has been awarded several medals for his distinguished service in the Indian Army.

Author of several well-researched books on military strategy, he is best known for his forceful articulation of the national interest on prime time news on several channels. His new book "The Quantum Book of Soma: Reinterpreting the Wisdom of the Vedas" has been appreciated immensely and includes over 50 years of research and insight.

Grim times for the nation as we mourn the loss of General Bipin Rawat and the other 12 very dependable army officers in the recent fatal helicopter crash. Major General G.D. Bakshi & I got a chance to discuss Chief - Gen. Bipin Rawat and salute the courage shown by him all through the years of serving in the Indian army.

#generalbakshi  #1048

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About :
TRS Clips is a collection of SHORT CLIPS from The Ranveer Show podcast. The Ranveer Show by Ranveer Allahbadia has grown to become India's biggest and smartest English Podcast on audio platforms. Hope you enjoy our latest knowledge-fueled videos from the BeerBiceps team.

It's not everyone's cup of tea to consume an entire podcast, that's why welcome to The Renvi Show's highlights channel, TRS Clips.

Its great sons including General Bipin Rawat sir.

You know we even had to postpone the recording of this podcast because of whatever happened this past week.

So what's the general sentiment in the Indian Army like?

I know that you knew General Rawat personally, sir.

I can't even imagine what you are going through yourself.

We'd love to hear what you have to say about the situation.

You know, it has been a monumental national tragedy of massive proportions.

And we've lost, you know, some very brilliant officers on his staff and his guard.

His entire entourage went down with the helicopter.

Only, there is only 1 survivor who's battling for his life right now.

Group captain from the Air Force who was an instructor at the Staff College.

It has been a massive tragedy and a great blow.

General Bipin Rawat was the chief of the army staff and he went on to be India's first chief of defence staff.

After 1 assignment, after another, he had been in combat.

You know, whether in JNK, 2, 3 tenures, he had served as a brigade commander of the RR sector in the valley.

Then he was on the UD on the line of control commanding a division.

Earlier than that, he has been in a number of other combat assignments.

Param Vishisht Seva Medal, Uttam Yudh Seva Medal, Ati Vishisht Seva Medal, Yudh Seva Medal, Sena Medal, Vishisht Seva Medal.

He had been in combat, seen it all, done it all.

And I don't think that, you know, it's very right for anybody to aspire to be the chief, unless he has had solid extensive combat experience.

He has experienced the fog of war, taking, you know, calls in the fog of war.

I was very privileged that I was posted as an instructor in the Indian Military Academy from 1977 to 1980.

When, during this period, he was a gentleman cadet at the IMA under training.

And I had the privilege to impart him training.

And he had earned the sword of honor there.

And we knew he was cut out for great things, because he was showing very early signs of all that he would achieve subsequently in life.

So we had marked him out as separate from the rest.

And it was very satisfying to see the growth, professional growth and rise of 1 of your students, 1 of your cadets, you know, as an instructor.

He was a very, he was a second generation soldier.

His father was a general in the army too, a lieutenant general.

He was an infantry officer, salt of this earth, etc.

Very bright, very brilliant, very future oriented, very much change oriented.

You see, a good officer is 1 who has an aura of creative change around him.

His going, therefore, is a personal loss.

Even after the, you know, the academy, his training got over, we kept in touch.

Our paths kept crossing at numerous places.

When I was commanding a battalion in Kargil, he was in the military operations directorate where I had served previously.

He had come with a DGMO to visit my battalion.

And then we continued, our paths continued to cross when he was the vice-chief.

When he became the vice-chief, you know, we met at a function and then he requested me to sort of come and meet him and used to occasionally call me, take my inputs, advice, consult me on various professional issues, take my views.

I was, I was, now of course, he was 3223 ranks above, 2 ranks above me then.

But he was gracious enough to an old instructor.

He would get up from his office chair and come and receive me at the door and take me, sit down and discuss, take notes and act on them.

So, we had a very, very, what shall I say, very productive kind of a relationship in which I could put in my 2 pennies worth even after retirement.

And it was very, very pleasant to be listened to with so much of attention and regard.

After he successfully commanded the Indian Army as a chief, and in his time, he launched proactive operations, cross-border operations into Myanmar.

And then, he was there in chair when the Uri operations went into the surgical strike by our special forces, 2, 3 kilometers inside occupied Kashmir.

And then, of course, he was there during the Bala court time also.

He became the chief of defence staff, India's first Chief of Defence Staff.

He has left an indelible impact upon our military acquisition process.

And critical time because you can't let military acquisition projects languish for decades.

He was given the powers of a secretary of the government of India.

And that gave him the financial powers to do this.

He integrated really the Ministry of Defence with the military.

Opened a military affairs bureau there and headed that bureau.

He worked very closely with the National Security Advisor, Mr.

Doval And he also worked very closely with the Prime Minister, the top of the political establishment.

He had their trust and faith and their ear.

So, he could push through a lot of projects.

You see, this whole arms acquisition process, he revolutionized.

And to the extent that, you know, when China created problems for us last year, within a matter of months, he got us 3 squadrons of, you know, fighter aircraft.

A squadron of Sukhoi's, 2 squadrons of MiG-29s.

And because he was the chief of defence staff, he got in the Bay… Navy MiG-29s, you know, moved them up towards Ladakh.

He synergized operation, used Marcos commandos and the others for operations against the Chinese.

He, you know, the S400 missiles have come in his time.

There were lot of controversy around him because he was a man in a hurry, very keen to bring about sweeping reforms and changes.

Now, there were people who felt, you know, he wanted to integrate the 3 services.

There are 17 different single service headquarters, command level headquarters, right?

So, he wanted to reduce them to just 4 theatre commands.

On the American model, on the Chinese model, he wanted to reduce them to 4 theatre commands.

People were very worried, very frightened that, you know, China is threatening us, Pakistan is threatening us.

There is the Taliban in Afghanistan, there are Turkey trying to create problems for us, there are the Maoists, there are the Jihadis and all these anti-national elements within the country.

So, at such a grim national security scenario, should we be creating organizational turbulence of our own?

Should we be bringing in such massive across the board changes?

And you need great moral courage and willpower to do that in the face of trenchant opposition.

Yes, of course, we had our professional differences.

But he was remarkable and very, he did justice to the job of the chief of defence staff.


Speaker 0: It's not everyone's cup of tea to consume an entire podcast, that's why welcome to The Renvi Show's highlights channel, TRS Clips. Subscribe and hit that bell icon. Its great sons including General Bipin Rawat sir. You know we even had to postpone the recording of this podcast because of whatever happened this past week. So what's the general sentiment in the Indian Army like?

What's happening on ground right now? I know that you knew General Rawat personally, sir. I can't even imagine what you are going through yourself. We'd love to hear what you have to say about the situation.

Speaker 1: You know, it has been a monumental national tragedy of massive proportions. We've lost General Vipin Rawat. We've lost the lady. And we've lost, you know, some very brilliant officers on his staff and his guard. His entire entourage went down with the helicopter.

Only, there is only 1 survivor who's battling for his life right now. Group captain from the Air Force who was an instructor at the Staff College. It has been a massive tragedy and a great blow. General Bipin Rawat was the chief of the army staff and he went on to be India's first chief of defence staff. Right?

He was a combat soldier. After 1 assignment, after another, he had been in combat. You know, whether in JNK, 2, 3 tenures, he had served as a brigade commander of the RR sector in the valley. Then he was on the UD on the line of control commanding a division. Earlier than that, he has been in a number of other combat assignments.

He had served in the Northeast etc. You know, his decorations say it all. Param Vishisht Seva Medal, Uttam Yudh Seva Medal, Ati Vishisht Seva Medal, Yudh Seva Medal, Sena Medal, Vishisht Seva Medal. By God! That's quite a chest full of ribbons.

Quite a chest full of ribbons, you know. And he was, he was a soldier's soldier. He had been in combat, seen it all, done it all. And I don't think that, you know, it's very right for anybody to aspire to be the chief, unless he has had solid extensive combat experience. He has experienced the fog of war, taking, you know, calls in the fog of war.

So, he had that all. I was very privileged that I was posted as an instructor in the Indian Military Academy from 1977 to 1980. When, during this period, he was a gentleman cadet at the IMA under training. And I had the privilege to impart him training. And he had earned the sword of honor there.

He had earned the sword of honor there. And we knew he was cut out for great things, because he was showing very early signs of all that he would achieve subsequently in life. So we had marked him out as separate from the rest. And it was very satisfying to see the growth, professional growth and rise of 1 of your students, 1 of your cadets, you know, as an instructor. It was a great privilege for me.

He was a very, he was a second generation soldier. His father was a general in the army too, a lieutenant general. And he served in the Gurkha Rifles. He was an infantry officer, salt of this earth, etc. Very bright, very brilliant, very future oriented, very much change oriented.

You see, a good officer is 1 who has an aura of creative change around him. You know. So, he was, he was, he was brilliant. His going, therefore, is a personal loss. I knew him very well.

Even after the, you know, the academy, his training got over, we kept in touch. Our paths kept crossing at numerous places. When I was commanding a battalion in Kargil, he was in the military operations directorate where I had served previously. He had come with a DGMO to visit my battalion. We had met after ages.

And then we continued, our paths continued to cross when he was the vice-chief. When he became the vice-chief, you know, we met at a function and then he requested me to sort of come and meet him and used to occasionally call me, take my inputs, advice, consult me on various professional issues, take my views. And he was gracious enough. I was, I was, now of course, he was 3223 ranks above, 2 ranks above me then. And thereafter, 4 ranks above me.

But he was gracious enough to an old instructor. He would get up from his office chair and come and receive me at the door and take me, sit down and discuss, take notes and act on them. So, we had a very, very, what shall I say, very productive kind of a relationship in which I could put in my 2 pennies worth even after retirement. And it was very, very pleasant to be listened to with so much of attention and regard. He was a man in a hurry.

Like I said, he was change-oriented. After he successfully commanded the Indian Army as a chief, and in his time, he launched proactive operations, cross-border operations into Myanmar. And then, he was there in chair when the Uri operations went into the surgical strike by our special forces, 2, 3 kilometers inside occupied Kashmir. And then, of course, he was there during the Bala court time also. He became the chief of defence staff, India's first Chief of Defence Staff.

He has left an indelible impact upon our military acquisition process. That was mired, steeped in delays. Bureaucratic red tape. Just wasting time amounting to nothing. And critical time because you can't let military acquisition projects languish for decades.

Not years, decades. He changed all that. He designed his next job himself. The chief of defence staff job. He was given the powers of a secretary of the government of India.

And that gave him the financial powers to do this. He integrated really the Ministry of Defence with the military. He brought in uniformed soldiers there. Opened a military affairs bureau there and headed that bureau. He worked very closely with the National Security Advisor, Mr.

Doval And he also worked very closely with the Prime Minister, the top of the political establishment. He had their trust and faith and their ear. So, he could push through a lot of projects. You see, this whole arms acquisition process, he revolutionized. Right?

Revolutionized this process. And to the extent that, you know, when China created problems for us last year, within a matter of months, he got us 3 squadrons of, you know, fighter aircraft. A squadron of Sukhoi's, 2 squadrons of MiG-29s. And because he was the chief of defence staff, he got in the Bay… Navy MiG-29s, you know, moved them up towards Ladakh. So, he synergized.

He synergized operation, used Marcos commandos and the others for operations against the Chinese. He got in the Rafales. They came in his time. He, you know, the S400 missiles have come in his time. Missile system, a game changer.

The assault rifle has come in his time. So, he has left an enduring legacy. There were lot of controversy around him because he was a man in a hurry, very keen to bring about sweeping reforms and changes. Now, there were people who felt, you know, he wanted to integrate the 3 services. There are 17 different single service headquarters, command level headquarters, right?

So, he wanted to reduce them to just 4 theatre commands. On the American model, on the Chinese model, he wanted to reduce them to 4 theatre commands. People were very worried, very frightened that, you know, China is threatening us, Pakistan is threatening us. There is the Taliban in Afghanistan, there are Turkey trying to create problems for us, there are the Maoists, there are the Jihadis and all these anti-national elements within the country. So, at such a grim national security scenario, should we be creating organizational turbulence of our own?

Should we be bringing in such massive across the board changes? But he stuck to his gun. He stuck to his guns. And you need great moral courage and willpower to do that in the face of trenchant opposition. And he did that remarkably well.

I, we used to discuss very often. Yes, of course, we had our professional differences. But he was remarkable and very, he did justice to the job of the chief of defence staff. So, that's about General Rawat.

See all TRS Clips transcripts on Youtube

Gen Bipin Rawat: The Untold Story