The Unseen Asset: Institutional Knowledge
Every complex organisation runs on two types of knowledge. The first is explicit: engineering diagrams, mission protocols, and scientific papers. The second is implicit, or institutional: the unwritten wisdom gained through decades of trial and error.
It’s the veteran engineer who knows why a particular component failed a decade ago, or the mission director who can sense a problem before the data confirms it. This collective memory is what allows organisations like ISRO to achieve incredible feats, like its iterative Chandrayaan missions. When experienced personnel leave, they take this invaluable, undocumented expertise with them, creating a void that no manual can fill.
A Shift in India's Space Ecosystem
The recent wave of departures, with some reports citing between 100 to 120 scientists leaving in recent months, is not a simple case of 'brain drain' to other countries. Instead, it’s a direct consequence of a policy success. The Indian government's 2020 reforms opened the space sector to private enterprise, leading to a boom in startups. Today, with over 1,200 space startups in the country, there is a thriving private ecosystem eager for experienced talent. Companies like Skyroot Aerospace, founded by former ISRO scientists, are achieving major milestones, such as the successful orbital launch of the Vikram-1 rocket. These private firms offer competitive salaries, stock options, and a different work culture, proving highly attractive to mid-career professionals.
The Risk to Strategic Missions
While a growing private sector is good for the national economy, the exodus poses a tangible risk to ISRO's strategic goals. The departures are reportedly concentrated in critical centres and affect personnel with specialised knowledge of flagship projects like the Gaganyaan human spaceflight programme and future Chandrayaan missions. These are complex, multi-year endeavours where continuity and learned experience are paramount for success. The government has acknowledged the severity of the issue, with the Department of Space tightening rules on resignations for staff working on critical projects to prevent missions from being suddenly impacted.
Adapting to a New Reality
Simply trying to block exits is unlikely to be a sustainable long-term solution. The challenge for ISRO is to adapt to its new role as one major player in a broader ecosystem, rather than the only one. This involves a fundamental shift from being the sole driver of India’s space ambitions to a collaborator and anchor institution. Instead of just competing for talent, ISRO can foster a more fluid relationship with the private sector, similar to how NASA collaborates with companies like SpaceX. Experts suggest this requires proactive strategies like better retention incentives, formal mentorship programmes, and robust succession planning to ensure knowledge is systematically transferred.
