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Defence reform is not simply about acquiring new weapons or restructuring command. It is about safeguarding sovereignty, enhancing operational efficiency and ensuring that the armed forces remain a pillar of national unity and stability, writes HRM Rokan Uddin

IN AN era marked by shifting geopolitical fault lines, rising hybrid threats and increasing strategic competition in South Asia, Bangladesh must re-evaluate the structure, role and modernisation of its armed forces. Defence reforms are no longer a matter of convenience. They are a strategic necessity. However, reforming the defence establishment of a sovereign nation such as Bangladesh must be approached with foresight, sensitivity and utmost caution, ensuring that national security is preserved, military professionalism is upheld and foreign or political interference is strictly resisted.

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Clear strategic vision

AT THE heart of any meaningful defence reform lies a long-term, cohesive and adaptive national defence strategy. For Bangladesh, the need for such a vision is now more urgent than ever as the nation faces a rapidly evolving security environment shaped by internal challenges and external dynamics. The strategic vision must look beyond traditional threats and incorporate non-conventional dangers such as cyber warfare, information operation, asymmetric tactics, border skirmishes and maritime disputes in the Bay of Bengal. The defence strategy should be regionally-aware and globally-conscious, recognising India’s assertive posturing, China’s growing regional influence and the emerging Indo-Pacific strategic architecture.

Reforms under this vision must not be undertaken merely in response to crises or under foreign advice. Instead, they must be anchored in Bangladesh’s sovereign interests, historical context and constitutional values. A sound doctrine, aligned with this vision, should guide the force modernisation, procurement priorities, research and development and human capital investments. This will ensure readiness for joint operations, peacekeeping and national emergencies. Strategic foresight must also anticipate wars of cognition and disruption and, therefore, invest in space, artificial intelligence, cyber-defence, electronic warfare, and robust intelligence networks. A vision 2041 defence road map — similar to the country’s economic ambitions — can be conceived to outline clear stages of doctrinal, structural, and technological transformation of the armed forces.

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Civil-military balance

MAINTAINING a healthy civil-military relationship is a pillar of stable democracies. In Bangladesh, this equilibrium is vital for both military effectiveness and democratic continuity. Civilian oversight must be institutional, and not arbitrary. It should operate through competent and impartial bodies such as the parliamentary standing committee on the defence ministry, an empowered ministry of defence and constitutionally defined executive authorities.

This oversight, however, must be exercised with restraint and respect for military autonomy. Civilian leaders should set policy, not micromanage operations or interfere in professional military matters. The politicisation of the military — whether through selective promotions, intelligence manipulation or the use of forces in domestic political matters — poses a grave threat to military unity and morale. Once the officer corps is divided along ideological or political lines, the chain of command collapses and the institution risks long-term dysfunction.

The military must foster internal mechanisms to remain apolitical, including clear codes of conduct, non-engagement in political discourse and career progression based solely on merit and service records. Defence reforms should ensure that the armed forces remain loyal to the state, not to any government, leader or ideology. Preserving this balance will allow the military to perform its constitutional role with honour while reinforcing civilian supremacy and democratic accountability.

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Institutional integrity, transparency

FOR any defence system to remain credible and effective, integrity and transparency must be embedded within its structure. Bangladesh must initiate systemic reforms to counter corruption, favouritism and inefficiency in defence administration. Large procurement projects, land allocation and officer appointments must all follow rigorous vetting, open competition and multilayered scrutiny. A centralised defence audit authority, reporting independently to the president or a parliamentary body, could be established to monitor financial and procedural compliance across all branches of the armed forces.

Procurement processes — especially for arms, equipment and infrastructure — should be governed by a defence procurement policy aligned with global standards, ensuring value for money, operational suitability and long-term maintenance. Whistleblower protection and anonymous reporting channels must be institutionalised so that misconduct, the abuse of power or the misuse of resources could be addressed without fear of reprisal. The defence ministry and respective service headquarters should adopt a uniform code of ethics and conduct, updated regularly and enforced strictly.

Reforms must also address the culture of entitlement or impunity that sometimes grows in hierarchical institutions through regular leadership training in accountability, ethics and civilian-military interface. A defence institution that is ethically grounded and transparent commands respect not only within the country but also among regional and global partners. This becomes especially critical as Bangladesh seeks to elevate its role in UN peacekeeping, regional cooperation and defence diplomacy.

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Legal, constitutional framework

DEFENCE reforms must be firmly anchored within the constitutional and legal framework of the state, ensuring that all actions taken are both lawful and democratically accountable. The constitution, especially Article 61–63, lays out the foundational role of the armed forces. Any deviation from the mandates — whether in domestic law enforcement, political crises or development roles — must be guided by explicit legal instruments, not verbal instructions or executive discretion. Reforms should aim at clarifying and codifying the division of responsibilities between the military, civil administration and law enforcement agencies. This includes rules for aid to civil power, defining when, how and under what conditions military forces can be deployed domestically.

The role of the armed forces in disaster response, infrastructure development and peacekeeping must be formally integrated into the law, with clear limitations, so that such engagements do not dilute the core war-fighting capabilities of the military. Special care must be taken to ensure that military courts, detention facilities and internal disciplinary measures are compliant with fundamental human rights and due process, especially in cases where civilians are indirectly affected by military operations. Oversight bodies, such as the parliamentary standing committee on the defence ministry, should be strengthened with legal authority to review defence policies, budget use and strategic deployments in coordination with the law ministry and the judiciary, if needed. In the long term, a comprehensive defence reforms act could be considered — similar to those in countries such as India, Indonesia or the United Kingdom — to institutionalise checks and balances and modernisation under a single, structured legal framework.

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Capacity building

MODERN defence capability is not solely measured by weaponry or the troop number, but by the institutional depth, adaptability and strategic flexibility of the armed forces. Bangladesh must adopt a multi-dimensional modernisation strategy. This includes upgrading air and naval platforms, securing maritime domain awareness systems and expanding armoured and drone capabilities. Critical investment is required in cyber defence, space surveillance and electronic warfare units, especially as threats move from the physical to the digital and cognitive spheres.

Bangladesh should prioritise the development of a domestic defence industry in partnership with the private sector, universities and international collaborators. A defence industrial policy must encourage innovation, research and development and the indigenous production of logistics support items, ammunition, small arms and tactical communications systems. Equally vital is human capital development. The battlefield will be led by intellectually agile, technologically savvy and ethically grounded leaders. This demands a revamp of military education with enhanced exposure to global doctrines, joint operations planning, and strategic simulation.

Military academies should collaborate with foreign institutions to host exchange programmes, war games and joint training exercises, preparing officers not only for warfare but also for diplomatic missions, peacekeeping and inter-agency coordination. Investment in leadership training, language proficiency, staff college curriculams and professional ethics will ensure a modern officer corps capable of operating in complex, multi-domain environments. This capacity-building vision must be sustainable, not flashy — balancing operational readiness with fiscal responsibility.

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Internal, external threat assessment

ANY meaningful reforms of the defence architecture must be threat-informed and scenario-based, rather than assumption-driven or politically motivated. Bangladesh must maintain a robust strategic intelligence framework capable of continuously analysing regional military developments, especially along the Myanmar border, in the Chittagong Hill Tracts and across maritime boundaries.

With growing external interference in domestic affairs — from fake news and funding networks to foreign intelligence operations — counter-intelligence and information warfare capabilities must be elevated to national priority status.

Internally, the rise of radical extremism, organised crimes and ethnic insurgency calls for better civil-military coordination, joint task forces, and intelligence-sharing mechanisms among security forces. Environment-related security threats — such as cyclones, floods and migration linked to climate change — should also be treated as core defence challenges. The armed forces must be equipped to handle large-scale humanitarian operations in increasingly frequent natural disasters. On the maritime front, Bangladesh must bolster its naval surveillance, deep-sea patrolling and base security to safeguard its exclusive economic zone, particularly given the discovery of offshore resources and regional maritime ambitions.

Cyber threats from state and non-state actors, including foreign intelligence services, are likely to increase. Hence, Bangladesh must invest in cyber hygiene, data sovereignty and offensive cyber deterrence. In summary, threat assessments must be living documents, updated regularly through multi-agency collaboration, strategic foresight tools, and scenario-building exercises.

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Stakeholder engagement

DEFENCE reforms must be national in scope, inclusive in process and participatory in spirit. A top-down or secretive approach may produce short-term changes but will ultimately lack legitimacy and resilience. The defence ministry must establish a multi-stakeholder consultative mechanism, where regular dialogues occur among serving military officers, veterans, parliamentarians, academics, strategic analysts and civil society organisations. Veterans possess not only battlefield experience but also institutional memory — an invaluable asset in shaping reforms. Their voices can serve as a bridge between traditional practices and emerging needs.

Engaging policymakers ensures reforms are aligned with national interests, budget realities and constitutional mandates. The inclusion of technocrats and professionals from the finance ministry, the Planning Commission and the foreign affairs ministry is equally important. Bangladesh’s emerging defence industry partners and local manufacturing stakeholders should be brought into the reform dialogues to discuss indigenous production, supply chain management and technology transfer potential.

Civil society institutions and the media play a role in building public trust, enhancing transparency and disseminating accurate information. Their constructive involvement helps to counter disinformation and undue politicisation. Partnerships with credible think tanks, universities and defence research institutes can provide evidence-based analysis, scenario simulations, policy white papers and independent evaluationsÌý — essential for informed decision-making. An institutional advisory board on defence reforms composed of representatives from the sectors can act as a permanent structure to guide, review, and advise on implementation.

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Avoidance of foreign manipulation

IN AN increasingly interconnected world, no country can reform its defence architecture in isolation. However, engagement must not become entanglement. Bangladesh must tread cautiously in its international military cooperation to preserve sovereignty and operational independence. While military diplomacy through training exchanges, joint exercises and technology acquisition is necessary for exposure and capability enhancement, it must be carefully regulated through government-to-government agreements and not left to foreign lobbying or private intermediaries. Foreign-funded projects or consultancies in strategic sectors must be vetted for national security implication, especially those that involve access to defence data, communications infrastructure or command protocols.

Intelligence sharing arrangements or interoperability protocols with other nations must be reciprocal, limited in scope and monitored by a national security council to avoid information leakage or embedded surveillance risks. Bangladesh must be particularly cautious about dual-use technologies, encrypted communications systems or military-grade software/hardware that could create vulnerabilities to cyber-espionage or remote control. Foreign powers, whether regional or global, must not be allowed to dictate force deployments, influence promotion systems or embed advisors within strategic military decision-making organs. Internal vigilance is also necessary. Attempts by foreign agents, non-governmental organisations or contracted entities to shape defence narratives, public opinion or policy outcomes should be treated as serious threats and addressed through a counter-influence strategy. The overarching principle must be: cooperation without compromise.

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Phased and adaptive approach

DEFENCE institutions are inherently conservative — and rightly so —Ìý given their mandate to protect continuity and stability. As such, reforms must be designed with a realistic, phased and flexible timeline. A phased reform strategy enables the armed forces to absorb changes, test new systems and adapt operationally without risking readiness or morale. Bangladesh should adopt a model of pilot projects — testing new doctrines, technology integration or organisational changes in limited units or sectors before wider implementation.

A central defence reforms coordination cell can be established within the defence ministry to monitor timelines, identify bottlenecks and report progress. Strategic simulations and war gaming can be used to evaluate reforms proposals under various conflict scenarios — helping policy-makers and commanders foresee unintended consequences or mission failures. A formal mid-term review and post-implementation review mechanism must be embedded into each reforms phase, allowing lessons to be learnt and applied iteratively.

Adaptive planning must also account for political transitions, global shifts and economic downturns, ensuring that reforms can be paused, modified or redirected without destabilising the entire structure. Finally, the reforms must include a succession plan for leadership and institutional knowledge transfer so that progress is not reversed with personnel changes. In this adaptive model, defence reforms become a continuous journey, not a destination — a process that evolves with time, experience, and strategic necessity.

Defence reform is not simply about acquiring new weapons or restructuring command. It is about safeguarding sovereignty, enhancing operational efficiency and ensuring that the armed forces remain a pillar of national unity and stability. In an increasingly contested Indo-Pacific region, a strong, professional and strategically autonomous military is not a luxury; it is a necessity.

But reforms must be done wisely, not hastily. It must respect history, draw from global best practices and, above all, reflect the spirit of the nation it serves.

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HRM Rokan Uddin is a retired brigadier general.