Introduction: A Strategic Inflection Point
Two significant developments have recently taken place in India’s space sector. The first is the successful launch of the Vikram-1 rocket, developed by the Indian private startup Skyroot Aerospace, and the second is the discussion surrounding the departure of nearly 120 scientists from ISRO. These developments have sparked a broader debate about the current state of India’s space sector, as well as its future direction, opportunities, and challenges.
Skyroot Aerospace was founded and is led by former ISRO scientists Pawan Kumar Chandana and Naga Bharath Daka.
Vikram-1: A Historic Milestone for India’s Private Space Sector
The successful launch of the Vikram-1 rocket, developed by Hyderabad-based startup Skyroot Aerospace, established in 2018, marks the beginning of a new era in India’s space industry. Remarkably, the average age of the scientists and engineers behind this project was only 20 to 25 years, highlighting the capabilities, innovation, and entrepreneurial spirit of India’s younger generation.
Today, more than 400 startups are actively working in India’s space technology sector. This clearly indicates the emergence of a broad space ecosystem extending well beyond ISRO.
Space Technology: The Essential Infrastructure of the Future
Just as the internet has become an indispensable part of daily life, space technology will become a fundamental necessity in the future.
Weather forecasting, agricultural planning, defence, education, telecommunications, disaster management, and navigation all depend heavily on satellite technology. Therefore, space research is no longer merely a matter of national prestige; it is a cornerstone of national development.
Departure of 120 ISRO Scientists: Crisis or Natural Evolution?
The news of 120 scientists leaving ISRO attracted considerable attention. However, rather than viewing it solely as a crisis, it should also be seen as a natural process within a growing industry.
Higher salaries, better research facilities, faster decision-making processes, and greater opportunities in the private sector have encouraged many scientists to join private companies. Such talent migration is common in technology and research sectors worldwide.
While this may cause temporary delays in certain projects, there is no reason to conclude that it poses a serious threat to India’s overall space programme.
India’s Position in the Global Space Race
India aims to conduct approximately 13 launches annually. In comparison:
- China conducts around 100 launches per year.
- The United States conducts more than 200 launches annually.
As India emerges as the world’s fourth-largest economy, a corresponding increase in investments and launch capabilities in the space sector is both expected and necessary.
America’s Success and the Role of Private Enterprise
The success of the United States in space is not driven solely by NASA. Private companies such as SpaceX, Blue Origin, and Rocket Lab have played a transformative role.
Similarly, India is witnessing the rise of companies such as Skyroot Aerospace, Agnikul Cosmos, Pixxel, Dhruva Space, and GalaxEye.
As a result, ISRO’s role is gradually evolving from being the country’s sole space organisation to becoming a mentor, enabler, and regulator of a broader space ecosystem.
Reusable Rockets and Declining Launch Costs
Reusable rocket technology is dramatically reducing the cost of launching satellites.
- A few years ago, sending one kilogram of payload into orbit cost approximately $55,000.
- Today, that cost has fallen to only a few thousand dollars.
- In the coming decade, it may fall below $100 per kilogram.
This trend is likely to accelerate the commercialisation of space activities worldwide.
India’s strategic science and technology ecosystem is at a critical inflection point, illustrated most starkly by a visible exodus of talent from the Indian Space Research Organisation (ISRO) in recent years. At the very moment when India seeks great‑power status in space, missiles and advanced technologies, it faces serious questions: is this churn a dangerous brain drain, a productive brain gain for Indian private industry, or a stealthy strategic gain for foreign powers?
The Government of India has responded with tighter restrictions on scientists resigning mid‑mission, but this is only one piece of a much larger puzzle that spans organisational culture, pay structures, counter‑intelligence, and the design of India’s emerging defence–space industrial base.
Current Situation: Exits and Emergency Rules
Recent media and policy reports indicate that over 120 ISRO scientists and engineers have resigned or taken voluntary retirement over the past few years. These exits include personnel working on flagship missions such as Gaganyaan (human spaceflight) and other strategically important satellite and launch projects.
On 14 July 2026, the Department of Space (DoS) issued a memorandum directing ISRO centres not to “routinely” accept resignations or voluntary retirements of Group ‘A’ scientific staff associated with critical national missions. Centre directors have been instructed to refer such cases to DoS headquarters, effectively rolling back earlier decentralisation and ensuring that scientists in mission‑critical roles cannot exit easily before key milestones are achieved.
Drivers of Exit: Push and Pull Factors
The reasons behind the resignations reflect a complex mix of “pull” factors from a rapidly expanding private space sector and “push” factors within government R&D organisations.
Pull: Attractive Opportunities Outside
India’s decision to open its space sector to private participation in 2020 and the adoption of the Indian Space Policy in 2023 have triggered rapid growth in private space firms—launch startups, small satellite manufacturers, downstream analytics companies and space‑tech service providers. These entities actively seek experienced ISRO talent to provide systems‑engineering depth, credibility with regulators and customers, and mentorship for young teams.
Private firms often offer compensation and culture that are difficult for a government pay‑scale organisation to match: significantly higher salaries, stock options, faster promotions, flatter hierarchies, and a more flexible, innovation‑driven environment. For mid‑career scientists with 15–25 years of experience, the financial and professional upside of moving out can be substantial.
Push: Internal Frustrations and Structural Issues
Within ISRO, several structural issues drive discontent:
- Pay compression: Government pay scales underpay high‑end technical talent relative to the global and domestic private market.
- Career stagnation: Perceptions of delayed promotions, limited lateral movement and bureaucratic delays in decision‑making contribute to frustration, especially when mission slippages occur.
- Workload stress: A shrinking experienced cadre and ambitious mission tempo place intense pressure on those who remain, without commensurate organisational support.
For a strategic‑studies audience, the key point is that the talent churn is not random; it reflects systemic stress in India’s state‑led R&D model, at the very time when the state is trying to leverage that model for strategic effect.
Brain Drain or Brain Circulation?
From a national‑power perspective, the crucial questions are: where are these scientists going, and what are they doing?
Domestic Brain Gain: Private Space and Defence Industry
Many ISRO alumni are joining Indian private space companies, defence‑related firms and technology startups, often in leadership or chief‑designer roles. Their expertise strengthens India’s broader space and defence industrial base, expanding the country’s capacity to design, build and operate advanced systems beyond what ISRO and DRDO can undertake alone.
If the majority of exiting scientists remain within India, under Indian jurisdiction and regulatory oversight, this can be seen as “brain circulation” within the national ecosystem rather than pure brain drain. The strategic challenge becomes managing this circulation so that:
- ISRO and DRDO do not suffer hollowing out of core capabilities; and
- Transfer of sensitive or classified know‑how to the private sector is controlled and legally framed.
Major Challenges Before ISRO
Retaining Talent
ISRO now faces competition from world-class private companies. It must improve compensation, research facilities, and career opportunities to retain top talent.
Bureaucratic Delays
Unnecessary administrative interference in scientific decision-making needs to be minimized. Research projects often face delays during approval processes.
Lack of Succession Planning
ISRO must ensure that trained replacements are available for scientists occupying critical positions.
Insufficient Research Investment
India’s annual space budget is approximately $1.6 billion. In comparison:
- China: Approximately $20 billion
- United States: More than $25 billion
The funding gap remains substantial.
Foreign Brain Gain: Risks and Unknowns
There is long‑standing anecdotal evidence of Indian scientists moving to foreign space agencies, universities and aerospace firms, contributing to global programmes that may or may not align with Indian interests, but open‑source data does not show a recent, large wave of top ISRO scientists joining adversarial programmes directly.
However, the risk is indirect: once in foreign or globally integrated organisations, scientists may contribute to capabilities that later shape the strategic environment around India, especially in dual‑use fields like satellite surveillance, missile technology, or space‑based navigation. This underlines the need for robust legal and regulatory guardrails around post‑service employment, especially concerning adversary‑linked entities.
Espionage, Honey Traps, and Rogue Actors
Any discussion of scientific brain drain in a strategic context must consider the dark side of talent mobility: espionage, honey traps, and the possibility of “rogue” scientists aiding enemy countries.
DRDO Honey‑Trap and Espionage Cases
Recent cases in DRDO illustrate the vulnerability:
- Pradeep Kurulkar case (Pune): In 2023, the Maharashtra Anti‑Terrorism Squad arrested senior DRDO scientist Pradeep Kurulkar, then heading a DRDO lab in Pune, on charges of passing sensitive information on missile, drone and robotics projects to a Pakistan‑based female intelligence operative in a honey‑trap operation. A special court has since framed charges under the Official Secrets Act; the trial is underway.
- Chandipur case (Odisha): In another incident, a DRDO employee at the Integrated Test Range, Chandipur, was arrested in 2023 for allegedly sharing sensitive information with a Pakistani agent.
These cases underscore that even senior personnel in high‑security establishments can be vulnerable to targeted social‑engineering and emotional manipulation. They also highlight the need for continuous, not one‑time, counter‑intelligence and psychological security measures.
The ISRO Espionage Case: A Cautionary Tale
The infamous ISRO espionage case of the 1990s, involving scientist Nambi Narayanan and others, is now widely recognised as a miscarriage of justice. The CBI found the charges baseless, and courts have awarded compensation to the wronged scientists, who suffered career and reputational destruction for decades.
Strategically, this episode is a dual caution:
- It shows how false espionage allegations can cripple critical programmes (in this case, India’s cryogenic engine development) and demoralise entire organisations.
- It warns against overzealous or politically driven counter‑intelligence that treats scientists as suspects rather than assets.
Homi Bhabha’s Death and Sabotage Theories
Dr Homi J. Bhabha, father of India’s nuclear programme, died in the crash of Air India Flight 101 on Mont Blanc in 1966. The official inquiry attributed the crash to navigational error and miscommunication between the aircraft and air traffic control, not sabotage.
Over time, conspiracy theories have claimed possible CIA involvement, citing alleged conversations with former intelligence officials, but no declassified official documents have conclusively supported these claims. For strategic professionals, the lesson is to distinguish between legitimate security concerns and speculative narratives that can distort policy priorities.
How Widespread Are Rogue Incidents?
Publicly available sources do not contain a comprehensive count of “rogue scientists” or confirmed sabotage incidents within Indian scientific establishments, as many investigations remain classified and only a subset reaches the media. What is visible, however, is a small but serious number of confirmed espionage cases (notably in DRDO) and one high‑profile but discredited ISRO espionage case; this is enough to justify robust counter‑intelligence, but not enough to paint the scientific community as systematically compromised.
ISRO Launch Failures: Engineering Flaws or Sabotage?
Between 2017 and early 2026, ISRO experienced several mission failures, including notable setbacks involving its PSLV workhorse. A January 2026 report highlighted that out of 44 missions during this period, five had failed, with the mid‑flight failures of PSLV‑C61 (May 2025) and PSLV‑C62 (January 2026) raising particular concern because of their strategic payloads.
These failures prompted understandable speculation about possible sabotage, especially after India’s National Security Adviser visited an ISRO centre post‑incident. However, in February 2026, India’s Space Minister Jitendra Singh publicly stated that the government had “not come across any report of sabotage” in relation to the recent PSLV failures, emphasising that internal and external failure assessment committees were treating them as technical anomalies.
For planners, this implies that ISRO’s current problem set is primarily about:
- Ensuring quality control in an increasingly complex, multi‑vendor supply chain.
- Strengthening testing, software validation and configuration management.
- Managing mission tempo and risk tolerance as India attempts more ambitious strategic payloads.
Absent hard evidence, attributing failures to sabotage risks distracting from these engineering and managerial imperatives.
Recommendations: Preserving, Protecting, and Leveraging Scientific Manpower
For India to convert its scientific human capital into durable strategic advantage, policy must move beyond restrictive memos to a holistic framework covering talent, security, and ecosystem design.
- Strengthen Talent Retention in ISRO/DRDO
- a) Competitive and differentiated compensation
- Introduce special allowances and variable pay for mission‑critical roles in propulsion, avionics, cryogenics, systems engineering and mission design, narrowing the gap with private and foreign offers.
- Create “distinguished scientist” and “national mission fellow” tracks that allow high performers to rise faster and enjoy greater autonomy.
- b) Flexible, not feudal, career models
- Allow structured sabbaticals and “innovation fellowships” for scientists to spend 2–3 years in Indian startups, academia or friendly foreign labs, under robust conflict‑of‑interest rules, with guaranteed re‑entry.
- Develop a formal ISRO/DRDO alumni network that channels ex‑officials into advisory, adjunct teaching and consulting roles that continue to serve national objectives.
- c) Make exit controls mission‑centric and time‑bound
- The new restrictions on resignations for critical missions are understandable but must be accompanied by transparent criteria, clear timelines, and incentives such as completion bonuses and accelerated promotion.
- Scientists should feel honoured and rewarded for staying through a mission, not treated as captives.
- Enhance Counter‑Intelligence and Security Culture
- a) Continuous vetting and digital hygiene
- Upgrade security vetting from a one‑time background check to a continuous evaluation model, including periodic reviews of digital behaviour, financial stress indicators and foreign contacts for those in sensitive posts, with strict privacy safeguards.
- Mandate regular counter‑intelligence training, with specific modules on honey‑traps, social‑engineering and cyber‑espionage, using anonymised lessons from cases like Kurulkar’s.
- b) Secure project architectures
- Apply “need‑to‑know” and compart mentalization more rigorously for projects with direct security implications, so that compromise of one individual does not expose entire systems.
- Transition to hardened collaboration platforms with robust logging and anomaly detection; treat logs as a real‑time security sensor, not a bureaucratic afterthought.
- c) Ensure continuity during investigations
- Whenever a scientist is investigated, pre‑identified deputies should immediately assume project responsibilities, with rehearsed contingency plans to prevent mission slowdowns.
- Maintain detailed documentation and cross‑training to avoid single‑point‑of‑failure human dependencies.
- Foster an Ethos of Mission, Not Suspicion
- Re‑anchor scientists in a national‑mission ethos akin to that of the armed forces, emphasizing their role as guardians of strategic capability rather than mere employees.
- At the same time, ensure that any allegations of espionage are handled with due process and respect for rights; as the ISRO espionage case shows, wrongly targeting scientists can damage morale and retard programmes for decades.
The Need to Develop a Scientific Culture
Scientists in India often do not receive the level of social recognition accorded to cricketers or film stars.
There is a need for successful missions such as Vikram-1 to be discussed widely in schools and universities, inspiring students to pursue careers in science and technology. Scientific achievements should become a matter of national pride and public celebration.
The Future Space Economy
The next decade will witness rapid growth in:
- Space tourism
- Space-based manufacturing
- Pharmaceutical research in space
- Satellite internet services
- Lunar and Martian industries
The convergence of space technology and the internet is expected to form the foundation of the next global economic revolution.
Building Manpower for Private Defence and Space Industry
India’s emergence as a technological and scientific power will depend on the health of its entire defence and space industrial base, not only its government labs.
- Structured Talent Pipelines
- University–ISRO/DRDO–Industry programmes: Create integrated degree and apprenticeship schemes where students spend time in academic labs, ISRO/DRDO facilities and accredited private companies, building a tri‑sector exposure from early career.
- Defence Tech Scholar schemes: Offer scholarships for STEM students in exchange for service commitments in domestic defence and space firms, similar to armed forces short‑service commissions.
- Centres of Excellence
- Establish co‑governed centres of excellence in key domains (hypersonics, AI/ML for ISR, quantum communications, advanced materials, space situational awareness) managed jointly by ISRO/DRDO, PSUs and private firms.
- Encourage retiring ISRO/DRDO experts to transition into these centres as directors or mentors, ensuring their expertise remains within the national ecosystem.
- Regulatory Guardrails and IP Frameworks
- Implement clear cooling‑off periods and disclosure requirements for scientists leaving sensitive posts, with specific rules against joining foreign or adversary‑linked entities for a defined period.
- Standardise NDAs and IP‑sharing norms so that state‑funded core technologies remain under sovereign control, while allowing private industry sufficient freedom to innovate in less sensitive segments.
Strategic Way Ahead: Towards Scientific Great Power Status
If India wishes to become a genuine technological and scientific great power, not just a large market with pockets of excellence, three strategic imperatives stand out.
Protect and empower the sovereign core
ISRO, DRDO and BARC must retain a critical mass of top talent, ensured by competitive compensation, mission‑driven culture and robust security, to sustain capabilities in areas where the state must lead: nuclear safety, strategic missiles, heavy‑lift and reusable launch, space‑based ISR, and missile defence.
Leverage, not fear, talent mobility
Some talent churn is inevitable in an open, ambitious economy. Policy should aim at maximising “brain circulation” within India and among friendly partners, while minimising leakage to adversaries, through legal guardrails, sabbaticals, alumni networks and structured collaboration models.
Institutionalise learning from shocks
Each mission failure and espionage incident should feed into a systematic “lessons learned” process that strengthens institutions, instead of only tightening control. This requires a culture of honest debriefing, cross‑institutional knowledge sharing and strategic foresight capacity within the S&T community.
The central takeaway is that India’s scientific manpower is a critical national asset on par with its armed forces. Whether the current churn in ISRO and related establishments becomes a strategic liability or a source of renewed strength will depend on how deftly India manages the trade‑offs between control and creativity, security and openness, and state leadership and private dynamism.
The Way Forward for India
To accelerate the growth of India’s space sector, the following measures are essential:
- Significantly increase funding for space research.
- Improve salaries, incentives, and facilities for scientists.
- Reduce bureaucratic hurdles in decision-making.
- Encourage greater participation by private industry.
- Expand science and technology education.
- Strengthen the culture of research and innovation.
- Enhance national recognition and appreciation of scientists.
Conclusion
The success of Vikram-1 is not merely the achievement of a startup; it marks the beginning of a new era in India’s space journey. While the departure of some ISRO scientists is a matter of concern, it is also a reflection of increasing competition and the expansion of India’s space industry.
India’s future in space will not depend solely on ISRO. The combined efforts of ISRO, private enterprises, startups, research institutions, and young scientists can transform India into a global space power. Vikram-1 represents the first significant step in that direction, and the coming decade is likely to be decisive for India’s emergence as a leading space-faring nation
