Systemic issues that hinder research needs to be addressed.
What are the administrative challenges?
The system is also largely run by scientists-turned-bureaucrats and “nepotism, patronage culture” are prevalent.
Notably, Indian scientists perceive success as ‘becoming an administrative head in research institutions’, rather than advancing research.
Also, the prevalent incompetence across the spectrum has taken a toll on ‘peer reviewing’ where incompetent scientists get to reinforce their mediocrity.
There is a culture of elitism in our labs, were the manual work is done by lab assistants and scientists mostly just command orders.
Also, rather than contributing to social debates, Indian scientists shun public commentary, unless it is to serve as government spokespersons.
This has led to a situation where prominent politicians pass off popular myths as science, without attracting a backlash from the scientific fraternity.
What are the challenges regarding funds?
Currently, it has been observed that, small elite research institutions get most of the grants, while universities get very less research funds.
Consequently, universities focus mainly on teaching, which has resulted in a clear segregation of education & research – thereby affecting both.
Due to funding constraints, almost all the significant work from India is in the theoretical domain, as these are less burdened by money requirements.
Poor performance in experimental sciences is attributed mainly to the lack of significant collaborative efforts and sustained long-term funding.
What could be the way forward?
With globalisation, it is easier to notice the growing contrast between the designs for promoting innovation in the western world and in India.
Having a young population and a strong Diaspora that is more affluent than any other country, India has the potential pioneering high-tech innovation.
As a first step, it is important to acknowledge the significant contributions of Indian scientists aboard and capitalise on their learning through collaboration.
