849: ENGINEERING TRUST IN THE DIGITAL AEROSPACE ERA

 

Shared my views on the subject at the DSCI Summit

on 09 Sep 26

 

 

Aerospace is undergoing the deepest transformation since the shift from piston to jet propulsion, except that this one is digital rather than mechanical. Aerospace systems are becoming software-defined, networked, and AI-enabled.

Flight control laws, mission systems, maintenance procedures, and command networks are increasingly mediated by software, sensors, and, increasingly, machine learning models.  These models can make decisions or influence them at a speed no human operator can independently verify in real time.

In an era where aerospace systems are defined as much by lines of code as by laws of aerodynamics. A compromise of software, data or communications can have consequences comparable to physical damage. In this environment, the “Engineering Trust” is taking on a new connotation.

 

Transformation of the Definition of “Engineering Trust”.

Engineering trust means designing, testing, and building systems so predictably safe and transparent that humans and regulators can rely on them without hesitation. The digital aerospace era has transformed the scope of “engineering trust”. Beyond the stated definition, it now also includes “having complete confidence that digital tools, data networks, and artificial intelligence (AI) systems are safe, secure, and fully verified”.

Trust must therefore extend from the physical platform to code, data, identity, networks, AI and the supply chain. It is no longer merely a peripheral technical concern. Engineering trust has become a central focus. Engineering digital trust requires validating each link, including hardware, flight software, network communications, and operational execution. It must be demonstrated, verified, and maintained throughout the system lifecycle.

The challenges relate to both the software code and the Data.

    • Code-related matters emphasise the importance of trust, Verification, authentic updates, and isolating compromised software to enhance resilience.
    • Data-related matters include data poisoning, Model manipulation, Adversarial inputs, AI Hallucination, unreliable outputs, and supply-chain digital compromises.

 

Core Pillars of Digital Aerospace Trust

Safety, Reliability, and Airworthiness. Safety, reliability, and airworthiness require that digital systems (such as flight controls, mission systems, avionics, MRO platforms, and autonomous functions) act predictably in normal, failed, and off-nominal situations without compromising platform or mission safety.

Cybersecurity and Cyber Resilience. The term cybersecurity, with an expanding scope, has been transformed into “digital mission assurance”. Aircraft, satellites, ground systems, and supporting infrastructure must be protected against cyber threats. Protective systems must prevent, detect, contain, withstand, and recover from attacks. This protection is required across the product lifecycle and supply chain.

Software Assurance and Verification. The development, verification, and certification of flight-critical software must be thorough and should follow the certification procedures adopted by aviation regulatory bodies such as the FAA and EASA. Formal methods and mathematical verification can complement testing and provide greater assurance of correctness, especially for functions that require a high level of assurance. Assurance must also extend to software updates, digital twins, and the growing number of adaptive systems.

Data Integrity and Sovereignty. Ensuring data integrity and sovereignty means that navigation, telemetry, sensor, maintenance, and operational data must be accurate, genuine, and readily available. It must also be protected against manipulation or spoofing.  Solid data pipelines, anti-spoofing methods, and sensor integration (for example, combining GNSS, INS, and optical tracking) can increase resilience. Regarding data sovereignty, it is also necessary to control where the data is stored, who can access it, and which legal or regulatory system applies, especially for multinational and classified programs.

AI Trustworthiness and Bounded Autonomy. AI/ML is used in predictive maintenance, decision support, pilot assistance, and autonomous systems. In these cases, evidence of robustness, transparency, accountability, and suitable human oversight is required. Autonomous features must operate within clearly defined and verifiable safety limits; deterministic safety mechanisms or “wrappers” (protective software boundaries or guardrails that surround an adaptive AI algorithm to restrict its behaviour and ensure safety) should keep adaptive algorithms within their certified operational envelopes.

Human–Machine Trust. The trust humans place in automation requires that pilots, engineers, and operators have enough insight into the system’s status, limitations, uncertainty, and decision-making logic to know when to rely on the automation and when to intervene or take over.

Supply-Chain and Firmware Integrity. Trust must extend throughout the entire manufacturing process, from component sourcing to software development, integration, deployment, and maintenance.

Continuous Lifecycle Assurance.  Trust cannot be established once and then assumed; it must be maintained through configuration control, monitoring, vulnerability management, software updates, supplier changes, operational data, and evidence provided throughout the entire system lifecycle.

 

Policy Framework for Engineering Trust in the Digital Era

Appropriate measures are required to ensure that India’s digital ecosystem for the aerospace and defence sector is secure, sovereign, traceable, certifiable and internationally trusted. The framework should contribute to national security, speed up the adoption of digital engineering and AI, improve supply chain resilience, support certification and exports, and, at the same time, increase confidence in India’s expanding indigenous aerospace and defence industrial base.

Make Digital Engineering Safe and Trustworthy. Set up a reliable digital engineering framework for the aerospace and defence sectors to guarantee the safety, reliability, security, and integrity of digital models, software, hardware, and digital twins. Adopt internationally recognised aerospace standards where appropriate and create end-to-end digital traceability covering the entire process from requirements, through design, implementation, verification, to certification. At the same time, maximise the automation of verification and testing and incorporate cybersecurity throughout the entire engineering lifecycle.

Protect Manufacturing and MRO from Cyber Attacks. Build robust and cyber-secure manufacturing, maintenance, repair and overhaul (MRO), testing, and operating environments using zero-trust principles. Ensure strong identity management, multi-factor authentication, least-privilege access, network segmentation, continuous monitoring, and strict third-party controls are in place. Cybersecurity requirements must cover the entire supply chain, including measures to ensure production and maintenance can continue during a cyber incident.

Make AI Safe and Trustworthy. We should establish a governance and assurance framework so that AI may be safely introduced into the aviation and defence sectors. Clear boundaries must be set regarding the level of autonomy of AI, and there must be adequate human supervision for any decisions which are of safety or mission importance. AI systems must be thoroughly tested under normal, abnormal, and failure conditions, monitored throughout their operational life, and supported by appropriate measures for accountability, data provenance, transparency, security, and auditability.

Create Digital Traceability for Parts and Products. Set up a complete digital traceability system for important aerospace and defence parts and components. Give each item a unique digital identity and keep reliable records relating to its origin, certification, configuration, inspections, repairs, modifications, and full lifecycle history. Apply tamper-evident technologies and digital product passports, as appropriate, in order to enhance authenticity, prevent the use of counterfeit components, and meet regulatory and customer assurance requirements.

Control Sensitive Data and use the Sovereign Cloud. Establish a national framework which covers the classification, protection, storage, processing, and controlled sharing of sensitive, classified, proprietary and export-controlled information. Sensitive aerospace and defence data should remain under the proper control of the nation and the organisation. For important programmes, use sovereign or controlled cloud environments, while allowing secure international cooperation without jeopardising sensitive data or intellectual property.

Develop Certifiable Digital Engineering Capability. Build national and industrial capabilities in the areas of model-based engineering, model-based systems engineering, and digital twins. Ensure digital engineering practices conform to international aerospace standards and automate verification where possible. Create definitive digital evidence to support airworthiness certification, obtain regulatory approval, and gain international customer acceptance.

Set up a Zero-Trust Defence Industrial Base. Introduce a zero-trust approach to cybersecurity in all defence organisations and within their industry ecosystem. Protect critical networks and systems by implementing robust identity management, using multi-factor authentication, applying segmentation, applying the principle of least privilege, and maintaining continuous monitoring. Make cybersecurity assurance a fundamental requirement of defence procurement and supplier management, backed by a common framework for managing cyber risk across the defence industrial base.

Develop sovereign AI and Cloud Capabilities. Create sovereign AI and cloud infrastructure for sensitive aerospace and defence applications, ensuring the nation maintains control over critical data, models, infrastructure, and intellectual property. Develop secure AI capabilities for areas including UAVs, predictive maintenance, mission support, simulation, and other defence applications, while allowing controlled collaboration with international partners.

Establish Governance for AI in Safety-Critical Systems. A governance protocol is required for using AI in safety-critical systems.  It should contain clearly defined sector-specific rules.  It should also include requirements for human supervision, intervention, testing, monitoring, accountability, and assurance throughout the system lifecycle. The governance framework must align with established principles of trustworthy AI, including safety, security, transparency, privacy, fairness, robustness, and accountability.

 

Concluding Thoughts

A digital platform, network, or system that you do not trust should not be considered a capability but rather a liability. The principle in question—that trust is essential—has not changed with digitalisation; in fact, digitalisation has made it harder and more urgent to engineer trust.

Trust in the digital aerospace era should not be treated as a secondary issue or as a compliance item to be dealt with after the project has been completed; instead, it must be built into the system from the very first line of code, the very first component, and the very first hour of operator training. It must be maintained throughout the system’s entire lifecycle.

Engineering trust in the digital era is therefore not merely about aerospace system reliability. It is about ensuring that their safety and security are continuously demonstrable, auditable, and verifiable.

 

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References and credits

To all the online sites and channels.

Pics Courtesy: Internet

Disclaimer:

Information and data included in the blog are for educational & non-commercial purposes only and have been carefully adapted, excerpted, or edited from reliable and accurate sources. All copyrighted material belongs to the respective owners and is provided only for wider dissemination.

 

 

References: –

  1. SAE International. “Guidelines for development of civil aircraft and systems”, SAE Aerospace Recommended Practices ARP4754B, 2023.
  1. International Civil Aviation Organisation. “Cybersecurity action plan”, 2022.
  1. Rose, S., Borchert, O., Mitchell, S., & Connelly, S., “Zero trust architecture”. Special Publication 800-207, National Institute of Standards and Technology, 2020.
  1. Boyens, J., Smith, A., Bartol, N., Winkler, K., Holbrook, A., & Fallon, M. “Cybersecurity supply chain risk management practices for systems and organisations”. Special Publication 800-161 Rev. 1, Update 1, National Institute of Standards and Technology, 2024.
  1. National Institute of Standards and Technology. “Secure software development practices for generative AI and dual-use foundation models”, NIST AI 600-1, supplementary guidance, 2024.
  1. Tabassi, E., “Artificial intelligence risk management framework (AI RMF 1.0)” (NIST AI 100-1), National Institute of Standards and Technology, 2023.
  1. Autio, C., Schwartz, R., Dunietz, J., Jain, S., Stanley, M., Tabassi, E., Hall, P., & Roberts, K., “Artificial intelligence risk management framework: Generative artificial intelligence profile”, NIST AI 600-1, National Institute of Standards and Technology, 2024.
  1. Lee, J. D., & See, K. A. “Trust in automation: Designing for appropriate reliance”, Human Factors, 46 (1), 50–80, 2004.
  1. Indian Computer Emergency Response Team. “Blueprint for reducing exposure and defending against AI-assisted vulnerabilities exploitation in digital infrastructure”, 2026.
  1. Ministry of Defence, Government of India. *Security manual for licensed defence industries, 2025.

848: GROWTH MINDSET: THE POWER TO GROW, LEARN AND BECOME BETTER

 

Recently, I was invited to Apex University (Jaipur) as a guest. I met Prof. (Dr.) Raghuvir Singh, the President and Vice-Chancellor of Apex University, Jaipur. Our interaction highlighted several key aspects of a growth mindset. That interaction inspired this blog.

 

 

GROWTH MINDSET: THE POWER TO GROW, LEARN AND BECOME BETTER

Our life is not determined only by where we start. It is greatly influenced by what we do along the way.

 

A growth mindset is the belief that our abilities, intelligence, skills and character can be developed through effort, learning, practice and perseverance. It does not mean believing that everyone can succeed and achieve everything simply by wishing for it. Instead, it means believing we can learn, improve, and adapt.

Success. What does success really mean? The answer is not the same for everyone. Success can mean getting a good job for one person, starting a business for another, raising a happy family for someone else, or simply becoming a better version of oneself. More importantly, our definition of success can change at different stages of life. What we considered success at the age of twenty may be very different from what we value at forty or sixty. This changing understanding of success is closely connected to one important idea of continuous learning and growth.

Intentions Do Not Take Us Places—Actions Do. Many people have good intentions. They intend to exercise, read more, learn a new skill, start a business, improve their relationships or become more disciplined. But intentions alone do not create results. Intentions are like the destination on a map. They tell us where we want to go, but they don’t take us there. Action is what moves us forward. This is why a growth mindset is closely connected with action. Instead of thinking and saying, “I am not good at this,” one should think and say, “I am not good at this yet.” The word yet changes everything. It turns a permanent judgment into an invitation to learn. Small actions repeated consistently can produce remarkable results over time.

Inner Content Matters More than External Appearance. Consider a balloon. The balloon’s colour does not determine whether it rises into the sky. What is inside makes it rise. The same principle applies to human beings. External appearance may attract attention, but what truly determines our direction is what we carry within us—our beliefs, values, knowledge, attitude, discipline, courage and willingness to learn. Two people may appear equally capable on the outside, yet their results can differ completely because of their internal mindset. A growth mindset therefore asks us to balance appearances with what we develop inside.

Surrounding Environment. One of the strongest influences on our growth is the company we keep. The people around us can shape our thinking, habits, ambitions and even our understanding of what is possible. If we spend time with people who constantly complain, discourage learning, or fear change, their attitudes can gradually influence us. On the other hand, being surrounded by curious, positive and hardworking people can encourage us to think bigger and challenge ourselves. This does not mean that we should only associate with people who agree with us. In fact, people who respectfully challenge our ideas can help us grow even more. A growth mindset welcomes feedback because feedback provides an opportunity to improve.

Travel and Experiences. Growth also comes from stepping outside familiar surroundings. Travel exposes us to different cultures, languages, lifestyles and ways of thinking. We discover many ways to live, work, communicate, and solve problems. But travel does not necessarily mean going to another country. We can travel through books, conversations, education, new experiences and meeting people who are different from us. Every new experience can become a lesson if we are willing to learn from it.

Feeding the Body and Mind. Our physical and mental growth are also affected by what we consume. Food fuels the body, while information fuels the mind. What we read, watch and listen to influences our thoughts. Just as unhealthy food can affect our physical well-being, constantly consuming negative or unproductive information can affect our mental outlook.

Using Knowledge, Skill, Attitude and Wisdom.

Knowledge tells you what to say.

Skill tells you how to say it.

Attitude tells you how much to say.

Wisdom tells you whether to say it or not.

 

    • Knowledge is the foundation. It gives us information and understanding. But knowledge alone is not enough.
    • We also need skill, i.e., the ability to apply what we know effectively.
    • Then comes attitude. Our attitude determines how we approach people, challenges and opportunities. A person with knowledge and skill but a poor attitude may still struggle to succeed.
    • Finally comes wisdom. Wisdom helps us understand when to use knowledge and when silence may be better. It teaches us that being capable of saying something does not necessarily mean that we should say it.

True growth is therefore not simply about becoming more knowledgeable. It is about becoming more thoughtful.

 Failure Is Part of Growth. We often treat failure as evidence that we are not capable. But failure can also be evidence that we tried something difficult. Every mistake can show what needs to change. A child learning to walk falls many times, but we do not call the child a failure. We understand that falling is part of learning. Adults should give themselves the same permission to learn. The important question after failure is not, “Why am I so bad at this?” but, “What can I learn from this, and what will I do differently next time?”

The Journey Matters. Ultimately, a growth mindset is about understanding that success is not a fixed destination. It is a journey of continuous development. Our definition of success may change. Our circumstances may change. Our priorities may change. What remains within our control is our willingness to learn, adapt and take action. The people we surround ourselves with, the experiences we seek, the information we consume, the skills we practise and the conversations we have with ourselves all contribute to the direction of our lives. We cannot always control what happens to us, but we can influence how we respond.

So, instead of asking only, “Am I successful?”

perhaps we should also ask:

Am I learning?

Am I improving?

Am I taking action?

Am I becoming wiser?

A growth mindset reminds us that we are not finished products. We are works in progress. The real meaning of success is not simply achieving a goal, but having the courage, curiosity and discipline to keep growing throughout the journey of life.

 (Grateful to the Professor).

 

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847: DETERRENCE IN THE AUTONOMOUS WARFARE SCENARIO

 

Article published in the Sep 26 edition of “News Analytics” magazine

 

The character of warfare evolves alongside technological innovation. Today, another transformative revolution is reshaping global security.  The integration of artificial intelligence (AI), autonomous weapons systems, and human-machine teaming into military operations is underway.

Deterrence has traditionally depended on a human adversary believing that the costs of aggression will outweigh its expected benefits. Nuclear weapons made this logic especially powerful by creating the prospect of unacceptable retaliation.

Autonomous warfare, however, is altering the speed, visibility and psychology of military competition. Artificial intelligence-enabled systems can detect, classify, track and engage targets with limited human intervention. In contrast, autonomous drones, loitering munitions, cyber tools, underwater vehicles and defensive systems may operate across several domains simultaneously. The central question is whether autonomous systems will replace conventional or nuclear deterrence or alter its dynamics.

 

The Transformative Effects on Deterrence

At the core of this transformation is the integration of AI across the full spectrum of military functions, including intelligence, surveillance, and reconnaissance (ISR), targeting, command and control, logistics, and, increasingly, the application of force. Autonomous platforms (ranging from loitering munitions and drone swarms to AI-enabled decision-support systems) operate with varying degrees of independence once activated. Human-machine teaming seeks to combine the strengths of both.

Autonomous systems are particularly suited to denial because they can support persistent sensing, distributed defence, and rapid disruption. Unmanned aerial vehicles can monitor approaches to military installations; autonomous underwater systems can observe maritime activity; ground robots can support border surveillance; and AI-enabled command systems can fuse information from multiple sensors. A networked force may complicate an adversary’s effort to achieve surprise, suppress defences or destroy high-value targets.

Autonomy can enhance capability by allowing military systems to process enormous quantities of data and act faster than human operators. An AI-enabled surveillance network may identify changes in an adversary’s deployment patterns before traditional intelligence systems do. Autonomous platforms can then maintain continuous patrols, coordinate with one another and respond to selected threats without waiting for detailed instructions. Such capabilities may strengthen deterrence by denial.

The importance of denial will increase as military forces become more dispersed. Instead of protecting a small number of vulnerable platforms, states may deploy large numbers of mobile, concealed and networked systems. An adversary would then face a difficult targeting problem: destroying some autonomous platforms would not necessarily turn off the entire force. This resilience can reduce the attractiveness of a first strike.

Autonomy can influence credibility. A state with resilient, dispersed, and relatively inexpensive autonomous systems may be able to respond to aggression even after suffering damage to its command centres, air bases, or naval facilities. Swarms and unmanned systems can generate operational effects without exposing large numbers of personnel to danger. This may make retaliation more politically acceptable and therefore more credible.

Autonomy can also impose operational costs. Defensive systems may use algorithms to detect incoming missiles, drones or aircraft and recommend or initiate responses. If these systems are reliable and their employment conditions are clearly defined, they can reduce the prospect that an adversary will achieve a quick victory. The strategic message becomes: aggression will encounter a persistent, adaptive and difficult-to-suppress defence.

 

Escalation Dynamics

The most serious challenge is compressed decision time. Autonomous systems can identify and respond to threats faster than human institutions can verify information, consult political leaders or establish whether an incident was deliberate. In a crisis, this may generate a “use-or-lose” mentality. Commanders may fear that delaying action will allow an adversary’s autonomous systems to destroy their own sensors, communications or retaliatory forces.

Machine-speed operations can therefore create pressure for pre-delegation. Political and military leaders may authorise automated responses in advance because human approval would be too slow. Yet pre-delegation carries significant risks. An algorithm may misinterpret a civilian aircraft, a training exercise or a cyber intrusion as an attack. A technical malfunction could trigger a chain of responses that neither side intended.

Autonomous warfare also creates the possibility of machine-to-machine interaction. One state’s defensive algorithm may classify the activation of another state’s autonomous system as hostile. The second state may then respond automatically, producing reciprocal escalation. Unlike human decision-makers, algorithms do not possess political intuition, historical memory or an inherent preference for restraint. They optimise according to programmed objectives and available data. If the data are incomplete or manipulated, the resulting decision may be technically rational but strategically disastrous.

 

Strategic Stability

Autonomous warfare will have its most consequential impact on strategic stability when it interacts with nuclear forces. AI-enabled systems may improve early warning, intelligence analysis and the protection of nuclear assets. They could help identify suspicious activity and strengthen command-and-control resilience. In this respect, autonomy may reduce uncertainty and support more informed decisions.

The opposite is also possible. AI-enabled surveillance and autonomous strike systems could threaten mobile missiles, submarines, command centres and communications networks. If one state believes that its nuclear deterrent is becoming vulnerable, it may adopt more aggressive readiness postures or delegate greater authority to military commanders. The combination of improved detection, persistent tracking and rapid attack could generate fears of a disarming first strike.

This danger is not limited to actual technical capability. Perception also does matter. A state may respond to what it believes an adversary can do, even if the adversary’s systems are not as effective as assumed. Strategic competition could consequently become unstable through exaggerated assessments of AI-enabled counterforce capabilities. The combination of advanced intelligence, strike systems and missile defence may challenge the traditional assumption that retaliation remains assured after a first strike.

Autonomous systems may also blur the boundary between conventional and nuclear operations. An attack on dual-use command-and-control infrastructure by conventional autonomous weapons could be interpreted as preparation for a nuclear attack. If a state cannot distinguish between an anti-conventional operation and an anti-nuclear operation, it may escalate rapidly. Maintaining clear separation between nuclear and conventional assets, preserving human decision authority and establishing crisis communication channels will therefore become increasingly important.

 

Implications for India and Regional Security

For India, autonomous warfare is directly relevant to a security environment characterised by contested borders, maritime competition, terrorism, cyber threats, and the possibility of simultaneous pressure from multiple directions. Autonomous systems can enhance surveillance along difficult terrain, improve maritime domain awareness and support the protection of critical infrastructure. They can also strengthen deterrence by denial by making surprise incursions, drone attacks and limited aggression more difficult to execute successfully.

However, technology alone cannot provide deterrence. India would require an integrated architecture combining sensors, secure communications, electronic warfare, cyber resilience, air defence, space-based support and trained human operators. Autonomous platforms must remain connected to a wider command-and-control system that can function even when communications are degraded, or networks are attacked.

 

Concluding Thoughts

The transition to algorithm-assisted autonomous warfare will not change the basic concept of strategic deterrence. It will mandate a more controlled version of it. One that accounts for machine-speed decision cycles and distributed, ambiguous chains of responsibility. It will also have to cater for an adversary whose calculations are also based on software architectures. Autonomy will create an additional layer of deterrence, one based on persistent surveillance, rapid response, distributed force structures, denial of objectives and the ability to impose costs at machine speed.

As autonomous capabilities continue to grow, policymakers will have the important task of adapting and finding balance during this transition. In autonomous warfare, deterrence will depend not just on cutting-edge technologies but also on ensuring these systems operate within clear, transparent guidelines, robust command structures, well-rounded legal frameworks, and internationally accepted norms. The goal isn’t to slow technological progress, but to ensure that humans, who are ultimately responsible for warfare, still have the power to choose peace.

 

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References and credits

To all the online sites and channels.

Pics Courtesy: Internet

Disclaimer:

Information and data included in the blog are for educational & non-commercial purposes only and have been carefully adapted, excerpted, or edited from reliable and accurate sources. All copyrighted material belongs to the respective owners and is provided only for wider dissemination.

 

 

References: –

  1. Institute for Defence Studies and Analyses. (2019). Artificial intelligence and national security: Indian perspectives. Manohar Parrikar Institute for Defence Studies and Analyses.
  1. Rajaraman, V. (2014). Robot soldiers: Artificial intelligence and the future of warfare. Resonance, 19(11), 1037–1048.
  1. Horowitz, M. C. (2016). The ethics & morality of robotic warfare: Assessing the debate over autonomous weapons. Political Science Quarterly, 131(2), 331–351.
  1. Boulanin, V., Saalman, L., Topychkanov, P., Su, F., & Peldán Carlsson, M. (2020). Artificial intelligence, strategic stability and nuclear risk. Stockholm International Peace Research Institute.
  1. Su, F., Wan, W., Saalman, L., & Chernavskikh, V. (2025). Pragmatic approaches to governance at the artificial intelligence–nuclear nexus. Stockholm International Peace Research Institute.
  1. Boulanin, V., Saalman, L., Topychkanov, P., Su, F., & Peldán Carlsson, M. (2020). Artificial intelligence, strategic stability and nuclear risk. Stockholm International Peace Research Institute.
  1. Johnson, J. (2020). Artificial intelligence, drone swarming and deterrence. Journal of Strategic Studies, 43(5), 1–24.
  2. Horowitz, M. C. (2019). When speed kills: Lethal autonomous weapons, deterrence, and stability. Journal of Strategic Studies, 42(5), 764–788.
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