How CSIR-NAL is Reinventing India’s Aerospace Innovation Engine

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For decades, CSIR-National Aerospace Laboratories (NAL) has been the quiet backbone of India’s aerospace programs, best known for its testing work on projects like the LCA Tejas. But that’s changing. 

“We are now looking to expand into technology development, especially in the deep tech space,” CSIR-NAL Director Abhay Pashilkar told MIT Sloan Management Review India.

The lab’s shift is about creating innovations that don’t just serve India, but compete worldwide.

CSIR-NAL’s new mantra is to transition from isolated services to full-fledged product development. 

“Our goal is to move beyond just testing or development—to building products, particularly through collaborations with industry partners,” Pashilkar said.

This shift aims to ensure that India keeps pace with the accelerating global innovation landscape and positions NAL as a critical enabler within the ecosystem.

Challenges and Collaboration 

One of the major challenges facing the aerospace sector, particularly in drones and urban air mobility, is India’s dependence on imported components. “We need to increase the indigenous content in these systems, everything from flight controllers to motors and rare earth magnets,” said Pashilkar.

As urban air mobility evolves, from small drones to larger multi-rotor vehicles capable of carrying up to eight passengers, the need for scalable, indigenously developed components becomes urgent. Customized propellers, lithium-ion batteries, and secure communication modules are just a few of the critical areas where India must build self-reliance.

To meet these challenges, NAL is leveraging the power of collaboration, both within CSIR’s network of specialized labs and through direct partnerships with private industry. 

“We’re moving toward a direct partnership model, rather than the traditional transfer-of-technology approach. This will help us accelerate innovation and strengthen the domestic ecosystem,” he said.

Startups and the Long Game

Startups are central to this new vision. NAL has been an early supporter, developing drone systems and transferring technologies to seven startups over the years. Now, the lab hosts an in-house incubator to provide design support, access to infrastructure, and co-development opportunities.

“We’re particularly open to collaborations in autonomy, where we’ve already demonstrated capabilities like autonomous takeoff and landing for military-grade drones,” Pashilkar said.

But he’s candid about the hurdles. Much of the underlying hardware is still not indigenously developed. However, with the government’s push for semiconductor self-reliance, they are optimistic. Avionics and advanced materials will be the key focus areas going forward, he added.

The Tejas Experience

CSIR-NAL’s legacy in India’s Light Combat Aircraft (LCA) Tejas program is a shining example of impactful public-private collaboration. 

“Over 150 carbon composite parts used in Tejas were initially developed, tested, and validated at NAL. These were later successfully transferred to both HAL (Hindustan Aeronautics Ltd) and private industry, contributing significantly to the Tejas program’s success,” said Pashilkar.

Many aerospace firms that are now well-established had their genesis in partnerships with NAL, often through programs like RTOP (Research and Technology Operating Plan). This long-standing experience now informs their vision for deeper engagement with startups and SMEs (Small and Medium Enterprises) in the coming decade.

Another key evolution is NAL’s emphasis on long-term planning. “Historically, we haven’t emphasized roadmaps, but we now see how vital they are. Whether you’re a public lab or a private startup, a 5-to-10-year outlook is essential,” he said.

This strategic foresight helps avoid stop-start innovation cycles and builds continuity in R&D investments. “Good partnerships accelerate impact. A clear roadmap brings stability to innovation. That’s the kind of ecosystem we aspire to build.”

The Landing Note

Pashilkar underscored that traditional models of R&D are too slow for today’s dynamic tech environment. “The ‘develop-then-transfer’ model doesn’t work anymore. What we need now is deep collaboration with startups and specialized partners, especially in areas like deep tech,” he noted.

With its nonprofit status, CSIR-NAL is uniquely positioned to de-risk early innovation by offering access to expensive infrastructure, wind tunnels, and testbeds, especially critical in aerospace, where success often hinges on real-world flight validation.

As CSIR-NAL takes flight into its next phase, its mission is set to accelerate India’s deep tech capabilities in aerospace through innovation, collaboration, and indigenous excellence. With the right partners and a bold roadmap, the team is setting the stage for a high-altitude future.