the east india company introduced cannons and guns in india warfare.
the east india company introduced cannons and guns in india warfare.
who introduced cannons and guns in india warfare?
the east india company
artillery was not widely employed in central asia prior to the 16th century, despite chinese mortars having been known to the mongols hundreds of years earlier. even some limited use of cannon at hisar by the timurid sultan husayn mirza in 1496 did not lead to a substantial military role for artillery in india, nor did the presence of portuguese ship's cannon at the 1509 battle of diu. however, following the decisive ottoman victory over the safavid empire at the 1514 battle of chaldiran, babur incorporated artillery and ottoman artillery tactics into his military. although authorities disagree about how many cannons he brought to india, babur's artillery played a "key role" in the establishment of the mughal empire. in 1526, the first battle of panipat saw the introduction of massed artillery tactics to indian warfare. under the guidance of ottoman gun master ustad ali quli, babur deployed cannons behind a screening row of carts. enemy commander ibrahim lodi was provoked into a frontal attack against babur's position, allowing him to make ideal use of his firepower. this tactic also panicked lodi's elephant cavalry, beginning the end of elephant warfare as a dominant offensive strategy in india. these new weapons and tactics were even more important against the more formidable army faced in the battle of khanwa the following year.
mughal artillery
a controversial figure widely associated with gm's decline, smith's tenure is commonly viewed as a failure, as gm's share of the us market fell from 46% to 35% and the company lapsed close to bankruptcy during the early 1990s recession. consequently, cnbc has called smith one of the "worst american ceos of all time," stating, "smith...had the right idea but may have lacked the intuition to understand how his rip-up-the-carpet redo would affect the delicate web of informal communication that gm relied upon." in 2013, he was included on "fortune"s list of the "10 worst auto chiefs," with writer alex taylor iii stating, "he wasted billions trying to revive the sagging giant through diversification (eds and hughes), automation (robotized factories), reorganization (two superdivisions b-o-c and c-p-c), commonization (gm-10 cars) and experimentation (saturn). smith's legacy was a fleet of lookalike autos, an unqualified successor, and a mountain of debt that pushed the company close to bankruptcy in 1992." smith and his legacy remain subjects of considerable interest and debate among automotive writers and historians.
roger smith (executive)