The Need for an Indian Scientific Service

Context

The proposal for the Indian Scientific Service (ISS) has been under discussion following the Economic Survey 2025-26 and recent high-level meetings of the Empowered Technology Group. These highlighted the need for a specialized cadre to manage India's transition to a deep-tech and AI-first administration.

About the Indian Scientific Service (ISS)

• The ISS is envisioned as a permanent, all-India specialized cadre of scientists and technologists.
• Unlike the general Indian Administrative Service (IAS), the ISS will perform the following functions:
  • Directly integrate scientific expertise into the decision-making process of ministries
  • Operate under specific service rules that prioritize scientific integrity and peer review over traditional administrative neutrality
  • Provide researchers with a structured career path to contribute to policymaking, so they are not constrained by colonial-era conduct rules.

Key Trends in Science and Technology in India (2025-26):

• Advances in Innovation: India has risen to 38th place in the Global Innovation Index (GII) 2025 and has been a leader in the lower-middle income category for 15 consecutive years.
• Stagnation in Research and Development: Despite growth, India's Gross Research and Development Expenditure (GERD) remains at 0.64% of GDP, significantly lower than the US (3.48%) or South Korea (4.91%).
• Surge in Patents: The number of patent applications has nearly doubled between 2020 and 2025, and India now ranks 6th globally in terms of total patents filed.
• Deep-tech focus: The government is pursuing mega-missions, including the National Quantum Mission (₹6,003 crore) and the IndiaAI Mission, which have shifted the focus from services to high-end hardware and IP creation.

Need for a dedicated ISS

• Complexity of modern administration: General experts often lack the technical knowledge to regulate emerging areas such as biotechnology or artificial intelligence. For example, the rapid drafting of the Digital India Act 2025 required a deep understanding of algorithmic bias, which is not included in standard administrative training.
• Bridging the gap: India faces difficulty converting laboratory research (TRL 1-3) into market-ready products (TRL 7-9). For example, despite world-class research in the field of green hydrogen, large-scale implementation of this technology for industrial use has been delayed due to fragmented technical oversight.
• Scientific integrity and independence: Current rules (CCS Conduct Rules 1964) can penalize scientists for speaking truth to power if it is contrary to policy. For example, during the recent ecological crises in the Himalayas, scientists often faced bureaucratic hurdles in officially documenting environmental warnings challenging infrastructure projects.
• Global competitiveness: India needs scientist-diplomats to become a leader in global standards (G2G certification). For example, negotiating semiconductor supply chains with the US and EU requires negotiators who understand lithography and materials science at a micro level.
• Long-term vision: Administrative roles are often volatile and short-term, while scientific challenges require decades of continuity. For example, the National Supercomputing Mission requires a decade-long action plan, far longer than the typical 3-year tenure of a Joint Secretary.

Global Best Practices

• United States (Scientific Integrity Policies): US federal agencies have formal policies that protect scientists from political interference and ensure that data is not altered for political convenience.
• United Kingdom (Government Science and Engineering Profession): The UK has established a dedicated GSEP cadre with over 10,000 members in the government and has ensured that the Chief Scientific Adviser in each ministry has a structured team of experts.

Challenges Related to the ISS

• Conflict between generalists and specialists: Integration could lead to a power struggle between IAS and ISS officers over seniority and authority. For example, differences between medical professionals and administrative secretaries in the Ministry of Health often slow down the implementation of health policy.
• Barriers to Lateral Entry: Bringing in high-potential scientists at mid-career levels faces resistance from traditional service unions. For example, the limited success of lateral entry initiatives in the early 2020s reflects significant internal systemic resistance.
• Pay Parity: Given government pay scales, it is difficult to attract top-level scientists from the private sector or Silicon Valley. For example, instead of going to ISRO and DRDO, the country's talent often goes to global tech giants that offer up to five times higher salaries for specialized roles in AI and rocketry.
• Rigidity in promotion structures: Scientific merit is often overlooked in favor of seniority-based promotions. For example, senior scientists in CSIR laboratories have expressed frustration with administrative roles often being prioritized over active research for career development.
• Setting boundaries: A sensitive balance is required between scientific advice and political policymaking, otherwise it can lead to conflict. For example, in climate change negotiations, a scientist may argue for "zero emissions," but the government must balance this with economic development goals.

Way Forward

• Pilot cadres: Starting with high-impact sectors like the Indian Environment and Ecology Service and the Indian Public Health Service.
• Structural protection: Recording scientific assessments in official records should be legally mandated, even if the final policy differs.
• Dynamic pay scales: To prevent brain drain, the ISS should be implemented. Implement performance-based incentives and market-competitive salaries for IAS officers.
• Collaborative training: Organize joint training programs for IAS and ISS officers at the Lal Bahadur Shastri National Academy of Administration (Mussoorie) to promote a holistic approach to government.
• Fund-style grants: Provide financial autonomy to ISS officers to fund high-risk, high-yield indigenous research without multi-level approvals.

Conclusion

The creation of the Indian Scientific Service is the final step in India's transformation from a colonial administrative state to a modern, technology-based power. By institutionalizing expertise, India can ensure that its policies are not only efficient, but also scientifically sound and future-ready. The time has come to consider science as the foundation of governance, not just an accessory.