At the NDTV AI Summit 2026, Dayananda Sagar University announced a collaboration with NVIDIA to establish what it describes as India’s first Academic AI Factory — a high-performance computing facility designed to help students build and train advanced artificial intelligence models.

Pro-Chancellor D. Premachandra Sagar said the initiative marks a shift from merely using AI tools to creating them within universities. The facility will run on 20 NVIDIA B200 Blackwell nodes delivering 160 GPUs, providing large-scale computing power typically available only in industrial research labs.

The infrastructure will allow students to train foundation models and develop a proprietary DSU GPT platform. According to the university, the aim is to enable hands-on AI research rather than limiting learners to application-level exposure.

Beyond core AI, the factory will integrate robotics, augmented and virtual reality, cybersecurity through cyber-range collaborations, and digital twin technologies. The programme will also extend across disciplines — including law, medicine, engineering and management — promoting interdisciplinary learning.

Sagar said the initiative intends to democratise access to high-end computing for nearly 40,000 students, especially those studying in tier-2 institutions. By equipping the campus with industry, grade infrastructure, the university aims to nurture talents who can create AI systems instead of relying on technologies imported from abroad.

This undertaking is a sign of a more extensive movement in India's higher education ecosystem to build homegrown AI capabilities and reshape India from being a global technology consumer to a creator.

The National Institute of Technology- Rourkela has signed a memorandum of understanding (MoU) with the Odisha Mining Corporation (OMC) for structured capacity building, technical upskilling and managerial development of professionals.

The collaboration will support joint research, innovation, digitisation and operational optimisation initiatives. The MoU was signed on Thursday by NIT-R director K Umamaheshwar Rao and OMC Director (HR) Alok Kumar Pal. It coincided with the inauguration of a three-day continuous professional development (CPD) programme for OMC professional on mineral resource management:

Technical, regulatory and strategic insights. Organised jointly by the Department of Earth and Atmospheric Sciences and the NIT, R's Mining Engineering department, the CPD programme was a kind of legitimate and technical training that combined mine research management's technical, regulatory and strategic aspects.

Dean (Alumni, Industry and International Relations) HB Sahu, who was coordinating the collaboration, said that the aim of the partnership is to strengthen the technical expertise and managerial capabilities of OMC professionals so that they can be able to meet the evolving demands of the mining sector.

He said that it will help promote cooperative research and innovation, knowledge, sharing on cutting edge mining technologies, sustainable and safe practices, environmental management, regulatory compliance, and the use of new digital tools to enhance overall business performance.

Pal said, “OMC plays a vital role in extracting key minerals such as iron ore, bauxite, chrome and ferrochrome, which support India’s core mineral-based industries. We are steadily transitioning from traditional mining practices to more mechanised and technology-driven operations to achieve our sustainable mining goals.

Through this knowledge partnership with NIT-R, we aim to build a high-performing and future-ready workforce, while jointly contributing to the industrial and economic development of Odisha.” Rao highlighted the state’s rich mineral base and said,

“Our region is blessed with iron ore, bauxite, coal, manganese, chromite, graphite, dolomite, rare earths and several other valuable minerals. Despite being resource-rich and contributing significantly to metal production, western Odisha region has not developed at the same pace. It is our responsibility to channelise these resources wisely for regional growth and ensure sustainable and value-added utilisation, including effective use of waste ore,” he added.

Agriculture sits at the complex intersection of India’s Viksit Bharat aspirations and its net-zero ambition. As the backbone of the rural economy, the sector supports 46 per cent of the workforce, ensures national food security and contributes about 14 per cent to Gross Value Added (GVA).

A NITI Aayog report, however, warned that this foundational role — characterised by the dominance of small and marginal farmers — is increasingly threatened by climate change, soil degradation and acute water stress.

The report, among other things, revealed that farming is responsible for almost 14% of the total greenhouse gas emissions in India. Methane and nitrous oxide from both livestock and soils are the main drivers. It said that climate change mitigation in the agriculture sector is a must, have for the implementation of the Viksit Bharat concept.

It described the methods for reducing emissions and simultaneously ensuring the availability of sufficient food, safeguarding farmers income and meeting climate goals, and it further elaborated on the extent that various changes in crops, livestock, and farming systems would be required.

Changing the diet from rice, which requires a lot of water and energy, to millets that are more tolerant to climate changes not only helps to lower the emissions but also the adaption capacity is improved. This could be supported by behaviour-change initiatives such as the Eat Right Movement and the National Millet Mission (NMM),” the report stated.

The government’s think tank further noted that for such transitions to scale without compromising farmer incomes or food and nutritional security, the state must deploy “phased”, “spatially targeted” and “socio-economically differentiated” roadmaps, particularly for expanding natural and chemical-free farming interventions.

“Consequently, agriculture in India cannot be approached through a narrow mitigation-centric lens. The priority is safeguarding productivity, farmers’ incomes and food and nutritional security. This will require a focus on measures that build resilience to climate change,” it said.

Economist Akash Jindal has noted that crop diversification might be a very important strategy, where farmers abandon monoculture systems of rice, wheat, or sugarcane, and move to high value crops such as horticulture and oilseeds or nutri, cereals as a climate adaptation measure.

"The switch can definitely raise farm incomes by lowering risk and elevating the value of each hectare, plus it can also improve nutritional security, " he said. It yields mitigation co-benefits as greenhouse gas emissions per hectare decline when farmers move from input-intensive monocultures to more diversified cropping systems,” he said.

The report also highlighted the role of Integrated Assessment Modelling (IAM) in generating data-driven insights for decision-making and navigating the complex interdependencies between climate, agriculture and socio-economic systems.

“For example, dietary shifts towards healthier diets could reduce India’s emissions by 60 per cent compared to the baseline. A robust IAM assessment, calibrated to India’s national context, can integrate supply-side interventions with demand-side dynamics, while quantifying trade-offs such as land-use competition between food security, afforestation goals and the needs of other land-dependent sectors,” it underlined.

Scaling natural farming in rain-fed areas for more equitable and sustainable agricultural growth was another key recommendation in the report as India moves closer to its net-zero goal.

Rain-fed agriculture covers 51 per cent of the country’s net sown area and contributes 40 per cent of food production. It is characterised by low productivity, low input use and monsoon-dependent yield volatility.

These regions face acute climate risks while supporting 81 per cent of the rural poor, including marginal, tribal and smallholder farmers.

Natural farming was highlighted as a low, risk, high, reward option for these locations in the report.

Adopting such methods could lead to better productivity, increased yields and profitability, as well as getting healthier and more nutritious diets since most farmers eat what they grow.

Besides that, it helps in stabilizing and making rain fed farming systems more resilient by restoring the soil and encouraging the use of climate resilient practices.

According to the report, the National Mission on Natural Farming (NMNF) gives priority to the rain fed areas for the scale up.

Assam Bio Ethanol Pvt Ltd (ABEPL) is planning to collaborate with over 30, 000 farmers within the next 3 years for sourcing bamboo for the world's only second generation bioethanol plant, a top company official told reporters.

The Rs 4, 930, crore plant having a production capacity of 49, 000 million tonnes per annum (MTPA) was inaugurated by Prime Minister Narendra Modi in September last year and the plant is currently stabilizing with limited raw materials.

"At the moment, we are going through the start, up phase. Within around next week, we should be able to stabilise the plant. Thereafter, we will go for full-scale production," ABEPL Chief Executive Officer Rupjyoti Hazarika told PTI in an interview.

Located at Numaligarh in Assam's Golaghat district, the unit is the only commercial second-generation bioethanol plant in the world using bamboo as the raw material. All other first-generation ethanol plants use food crops such as sugarcane or maize as biomass.

Besides ethanol, the plant will also annually produce 19,000 tonnes of furfural, 11,000 tonnes of acetic acid, 32,000 tonnes of liquid CO2 and 25 MW of green power.

"During the trial run, we produced fuel-grade ethanol with 99.7 per cent purity. The normal range is to have a 99.5 per cent purity level," he said.

To fully achieve the installed ethanol output, the 43-acre plant will require five lakh MTPA of green bamboo as raw material.

The CEO said that to achieve its targeted raw material sourcing, 12,500 hectares of bamboo plantation will be required, using 60 lakh saplings over the next three years.

"We have so far registered over 4,200 farmers for sourcing bamboo. We are targeting more than 30,000 farmers across a 300-km radius sourcing zone over the next three years," he added.

He said that the company has so far transferred Rs 2.4 crore to farmers' accounts for sourcing bamboo without involving any middleman.

"We have set a target to source bamboo from a 300-km radius of the plant. We will take green bamboo from 16 districts in Assam, four in Arunachal Pradesh, five in Nagaland and one in Meghalaya," Hazarika said.

Presently, bamboo cultivation is taking place on 300 hectares of land with the already registered farmers, he added.

"We have freely distributed one lakh saplings, the majority of which are for institutional players like tea gardens," Hazarika said.

With the government allowing five per cent of tea garden land for non-tea purposes, many owners have expressed willingness to use their land for bamboo cultivation, he added.

"We are identifying non-crop land and not encouraging farmers to convert agricultural land for bamboo cultivation. We are looking for barren and unused land for bamboo cultivation," he said.

Hazarika also said that when the company sources bamboo from 12,500 hectares of land, ABEPL will become a carbon neutral entity.

For producing ethanol, bamboo is chopped into small chips of 25 mm each. Although there are many varieties of bamboo available in the Northeast, no specific type is required for the fuel's production.

"We have identified 24 chipping units across four districts in the first phase. Of those, we have signed agreements with eight and four have already started supplying bamboo chips," the CEO said.

He said that at the full-scale operation, ABEPL will be the largest consumer of bamboo in the Northeast.

The world's first second-generation bio-ethanol plant is a 'zero-waste' facility, which will utilise all parts of the bamboo and is estimated to give a Rs 200-crore boost to the rural economy in the state.

The ABEPL is a joint venture company promoted by state-run Numaligarh Refinery Ltd (NRL), and Finland-based Fortum 3 BV and Chempolis Oy.

A young man, 19, who was a NEET aspirant and a non-working youth (NEET) from Madhya Pradesh represented his own case in the Supreme Court of India and as a result, MBBS admission under the Economically Weaker Section (EWS) quota was granted to him.

During the conversation with TOI Atharva Chaturvedi said, "I didn't argue emotionally; I just presented the law as it is".

NEET Aspirant secures MBBS Seat via EWS Quota after Legal Battle

Atharva cleared NEET 202425 with a score of 530 out of 720 marks in the EWS category. But even after fulfilling all the criteria for admission, he was refused entry because the EWS reservation policy was not implemented correctly in private medical colleges in Madhya Pradesh.

The constitution provides for 10 percent reservation to EWS category candidates in private non, minority institutions, but the policy has not been implemented in the state's private medical colleges.

Being firm in his decision to take the complaint forward, Atharva decided to personally argue the case instead of hiring a senior advocate.

Legal Argument Supported by 103rd Constitutional Amendment

In front of the Madhya Pradesh High Court, Atharva argued that the 103rd Constitutional Amendment, especially Articles 15(6) and 16(6), which allow for 10% reservation for the Economically Weaker Sections in the educational institutions and public employment, be taken into consideration.

The High Court directed the state to increase seats and implement the EWS quota in private medical colleges within a year.

Nevertheless, the policy was not put into practice in the following admission cycle.

Article 142 Relief Granted by Supreme Court

When Atharva was rejected admission once more in spite of being at 164 rank EWS in NEET 202526, he took the matter to the Supreme Court through an online petition.

On 10 February, the panel chaired by Chief Justice Surya Kant was just about ending the session for the day when Atharva, after asking for ten minutes, got the opportunity to argue his case. The bench permitted him to argue.

Invoking its powers under Article 142 of the Constitution, the Supreme Court noted that the petitioner was denied admission due to factors that were out of his control and that the state authorities had failed to comply with previous judicial directions.

The court ordered the National Medical Commission and the Madhya Pradesh government to make sure that he is admitted to an MBBS program in a private medical college and warned that if the matter is delayed any further, a deserving candidate would be irrevocably harmed.

Self-Representation and Virtual Hearing

Speaking to TOI, Atharva explained that he was initially nervous, but after carefully going through the earlier orders, he became confident that law was on his side.

His father, advocate Manoj Chaturvedi, helped him decipher the earlier rulings but deciding to argue the case himself was a conscious decision. Doing court visits in Delhi would have been financially and logistically exhausting and as such, he decided to file the petition online and attend the hearing virtually.

Court observers were impressed by how respectfully and convincingly Atharva dealt with the issues of constitutional intent, reservation policy, and administrative lapses, a degree of accuracy that even seasoned lawyers hardly ever achieve.

Although suggestions were made to Atharva that the courtroom was perhaps opening up a path for him to pursue a legal career, he is still dead set on his medical doctor goal.

While India is the epicenter of international deliberations on what will be the impact of Artificial Intelligence globally, Rajendra Prasad Central Agricultural University (RPCAU), through different media, has informed about the endeavors made to be at the forefront of digital agriculture in Bihar with the integration of AI, drones and other cutting, edge technologies in farming.

The university Vice Chancellor, P.S. Pandey said that the university is acting as a torch bearer in the transition from the use of traditional farming methods to data, based precision agriculture through the implementation of their Fasal IoT, SaaS platform. The initiative has helped convert Kothiya village in Samastipur district into a model for digital agriculture.

“The platform enables farmers to move away from instinct-based decisions and adopt scientific, real-time data monitoring,” Pandey said. The Fasal system gives farmers information on soil moisture and temperature along with hyper, local weather forecasts, which helps them decide when to irrigate and other crop management activities.

As per the university, the platform includes features like precision irrigation, automated fertigation, early pest and disease warning and AI, based crop monitoring. Farmers from Kothiya and surrounding areas are adopting smartphone, operated drip irrigation and IoT sensors to raise efficiency and output.

Pandey claimed the impact has been substantial. Farmers participating in the programme have noticed crop yields going up by 30 to 40 per cent besides significantly lowering the costs of inputs. The technology has further facilitated the cultivation management of prized crops like litchi, maize and turmeric.

RPCAU's extension services have been instrumental in farmer training and adoption of digital tool facilitation, thus helping to connect the dots between research in the lab and implementation in the fields. We concentrate on equipping farmers with technology that enables them to make knowledgeable, data, supported decisions, Pandey stated.

The VC further remarked that following better productivity and quality control, some farmers have claimed annual turnovers of 34 crore. Besides yield improvement, the initiative has also led to more efficient use of resources, especially water and fertiliser.

RPCAU is keen on growing its digital agriculture activities and the university is hopeful that the model can bring about a change in the way farming is done not only in Bihar but throughout India by allowing AI, based agriculture to be more reachable to small and medium farmers.

In a major boost to digital creativity and AI learning, Adobe has announced free access to its premium creative and productivity tools for Indian students. The initiative, launched in collaboration with the Government of India, will make industry-standard applications available to accredited higher education institutions nationwide.

Under the programme, students will get complimentary access to popular tools including Photoshop, Acrobat and Firefly along with more than 20 desktop, mobile and web apps from the Creative Cloud ecosystem. These include Illustrator, Premiere, Express and Lightroom — software widely used in media, design, filmmaking and marketing industries.

AI-first certifications with industry partnership

The company has also partnered with NASSCOM FutureSkills Prime to provide AI-focused certification programmes. Along with free software access, students will receive structured training to learn how to practically use generative AI tools in real-world workflows.

The scheme will initially benefit students from 15,000 schools and 500 colleges that host Content Creator Labs — a government initiative introduced in the Union Budget 2026 to promote digital skills and creative entrepreneurship.

What students will get

Eligible students will receive:

• Access to 20+ Creative Cloud applications
  
  
• Mobile and web versions of key apps
  
  
• 100 GB cloud storage
  
  
• Standard fair-use credits
  
  
• 25 premium generative AI credits per month
  

To activate the offer, students must have a Federated ID. If not available, Adobe will send a VIP enrollment invitation which must be accepted before account setup.

Not the same as paid plan

The company clarified that this “Creative Cloud Pro India for HED” package differs from its regular student subscription plan, which costs ₹400 for the first month and ₹2,714 thereafter. Some premium features available in Creative Cloud Pro Plus are not included in the free version.

The offer will be reviewed annually, and Adobe retains the right to modify or discontinue it in the future.

A storm is brewing over the rising cost of professional education in Madhya Pradesh after it was revealed that the Admission and Fee Regulatory Committee fixed fees for a staggering 1, 437 institutions in just 14 meetings in 2025. In fact, fees for 370 institutions were decided in a single meeting of May 20, 2025. Then, on June 17, 293 institutions were cleared, 244 on June 15, 224 on June 9, and finally, 178 more on December 10.

These figures were handed over to the legislator Pratap Grewal by Higher Education Minister Inder Singh Parmar in a written reply which is the reason for political as well as public debates on transparency and fairness.

Medical education, particularly MBBS, is the crux of the problem as the figures are very high. The least fee for MBBS for the year 2025, 26 has been fixed at Rs 9 lakh and the highest at Rs 12.60 lakh. Hence, the tuition alone for the five year course can be more than Rs 60 lakh, without counting hostel fees, books, equipment, and other expenses. For thousands of candidates who clear competitive exams like NEET after several years of hard work, the biggest challenge seems to be the availability of funds now.

The escalation does not end with MBBS. Ayurvedic medical education has also moved into the "lakhs bracket." MD (Ayurvedic) non clinical courses are running with a minimum fee of a yearly Rs 1.91 lakh. The upper limit can be as high as Rs 6 lakh. BAMS cursuses have an annual fee problem rate between Rs 2.20 lakh to Rs 6 lakh. The situation in Dentistry is pretty much similar, with BDS fees varying from Rs 2.60 lakh to Rs 6 lakh yearly. Effectively, the choice of profession as a doctor either in modern or traditional medicine is a capital requirement equivalent to some cities' urban real estate.

In fact, the jump is so high that its significance is hardly lost if looked at over time. While the lowest course fees had gone up by 8% to 13% between 2017, 18 and 2025, 26, the highest ones had shot up by 80% to 120%. The maximum fee in 2025, 26 for some courses, notably MBA and BE, is more than 20% higher compared with the fee in 2024, 25.

With MBA courses, a minimum fee of Rs 40, 000 and a highest point of Rs 1.90 lakh are recorded. In case of BE and other technical courses, the lowest figure is about Rs 42, 000 while the highest has attained Rs 1.44 lakh. Law courses also reveal similar disparities: LLB programmes can be found at Rs 23, 000 but the topside can be Rs 98, 000, on the other hand, LLM courses are between Rs 25, 000 and Rs 82, 500.

Teacher education has also seen a steady rise. BEd fees, which stood at Rs 82,000 in 2017-18, rose to over Rs 1.09 lakh in 2020-21 and crossed Rs 1.19 lakh in 2024-25. Physiotherapy courses such as MPT and BPT range from Rs 42,000 to Rs 1.44 lakh and Rs 40,000 to Rs 1.90 lakh, respectively. Across sectors, medicine, management, engineering, law, and teacher education, professional education now firmly sits in the lakhs bracket.

Minister Parmar defended the variation in fees, stating that each institution's income and expenditure statement forms the basis for calculation. According to him, salary expenditure, including faculty and staff payments, is a significant component and can naturally result in higher fee structures in certain institutions. However, the explanation has not silenced critics.

MLA Pratap Grewal questioned how fees for the same course can vary four to five times between institutions when faculty qualifications, pay norms, and course standards are regulated by central and state authorities. He pointed out that the committee's meeting minutes list only institution names and final approved fees, without detailing expenditure components or whether any physical verification was conducted.

Grewal further alleged that the committee's framework clearly states students should not be charged for development costs, building construction, capital investments, or loan interest unrelated to education. He claimed that before approving any hike, the committee or its representatives are required to physically verify institutional expenditures. However, according to him, there is no mention of such verification in the meeting records.

Adding to the controversy, a note reportedly recorded during the May 20, 2025 meeting suggested obtaining proof of TDS deducted by the Income Tax Department to verify faculty salaries, a safeguard against inflated salary claims. Grewal alleged that this measure was not implemented in subsequent approvals covering more than 1,000 institutions.

In a strong charge, Grewal claimed that the committee's functioning is enabling fee escalations amounting to Rs 400-500 crore annually.

For students and families across Madhya Pradesh, the debate is no longer abstract. Clearing competitive exams may open academic doors, but stepping inside increasingly demands financial capacity. As one medical aspirant said, "We fight for rank, but the real battle is with the fee receipt."

With MBBS crossing Rs 12.60 lakh per year and professional course fees steadily rising, higher education in the state stands at a crossroads between opportunity and affordability - between aspiration and exclusion. The numbers are out. The questions continue to grow.

For decades, Biology students in India were largely limited to medicine as a career path. Today, biomedical engineering is among the rapidly developing fields which essentially combine healthcare with technology and innovation. The BTech programme that spans four years blends engineering principles with biological sciences to come up with and upgrade medical equipment and healthcare delivery systems.

Students are exposed to various subjects including human physiology, biomaterials, medical electronics and medical imaging, and technologies such as MRI scanners, CT scan systems, pacemakers, ventilators and prosthetic devices are the focus of their projects.

Top Colleges Offering Biomedical Engineering

Some leading institutions offering this course include:

• IIT Hyderabad
• IIT Bombay
• IIT Madras
• IIT Kanpur
• IIT (BHU) Varanasi
• NIT Rourkela
• NIT Raipur
• SRM Institute of Science and Technology
• BIT Mesra
• Manipal Institute of Technology

Admission usually happens through JEE Main and JEE Advanced followed by counselling via Joint Seat Allocation Authority (JoSAA) or institute-level selection.

Career Options After Biomedical Engineering

Graduates can work in hospitals, research labs and medical technology companies. Popular roles include:

• Medical Device Engineer
• Clinical / Hospital Engineer
• Research Scientist or R&D Engineer
• Medical Device Product Manager
• Bioinformatics or Health Data Analyst

Placement Trends

NIT Rourkela provides BTech, MTech and PhD courses in the field of Biomedical Engineering. The latest placement data (2024, 25) indicates that approx 50, 60% of the students get placed in this branch. Students receive job offers from medical device companies, healthcare startups and research organizations, and a good number also continue with their studies or research.

Reasons for the Sector's Expansion

Biomedical engineers are wanted because of India's rapidly developing healthcare industry, the growing number of medical technology startups and the need for locally produced medical equipment. This area of study allows students who like biology but are not into medicine to enter healthcare innovation, thereby making it one of the most future, ready engineering careers in the country.

What we feed the present is what we sow in the future. When we involve young minds to

interpret, analyse and educate, we are setting a strong foundation for the future. The young

minds bring pragmatism, progressiveness and passion into the debates; something that the media today is lacking behind.

When journalistic scholars and schools collaborate, news stops being passive consumption

and becomes civic education. The fragmented, informal exposure students receive through

headlines and feeds can be transformed into a structured understanding. Instead of reacting to

events, students can learn to analyse them — to question sources, interpret data, and

understand institutional processes.

Such partnerships are not optional add-ons. In a digital age saturated with information, they

are necessary safeguards for informed citizenship.

Collaboration between newsrooms and schools must move beyond token workshops. It

requires structured, intentional models.

First, modular lesson kits. Newsrooms can co-create concise, topical modules that integrate

directly into civics or social studies classrooms. These should not be passive explainers, but

interactive frameworks — short briefings, guided discussions, source-tracing exercises, and

verification tasks. Students must learn not just what happened, but how information is

constructed.

Second, sustained classroom partnerships. Journalists can work with a class over a term —

not as guest speakers, but as mentors. Weekly discussions, feedback on student reporting, and

exposure to real editorial constraints can demystify journalism. It teaches accountability,

deadlines, and ethics — not as theory, but as practice.

Third, student bureaus. Schools can host student-run news desks under the guidance of

professional editors. When students report on local issues, they move from consumers to

contributors. Media literacy deepens when responsibility is shared.

Finally, teacher training in media literacy. News organisations must invest in equipping

educators with tools to teach fact-checking, bias recognition, and verification methods. If

Teachers are empowered, the classroom becomes the first newsroom of democratic thinking.

These models are not innovations. They are necessities in an age where information is

abundant, but understanding is fragile.

The Indian Institute of Technology Delhi (IIT Delhi) has started the admission process for the second batch of its Online Postgraduate Diploma in Healthcare Product Development and Management. The programme, offering a multidisciplinary learning experience from biomedical innovation to product management, is being conducted by the Centre for Biomedical Engineering, IIT Delhi. A well, structured syllabus helps students develop skills essential for turning healthcare solutions into products that can be sold in the market.

The Online Postgraduate Diploma in Healthcare Product Development and Management, spread over 12 months, is a perfect fit for those working or intending to work in the healthcare product industry, be it in biotechnology research, healthcare entrepreneurship, medical technology or regulatory functions. The curriculum is built with a view to providing students with the necessary skills for working in the biotech, medical devices, pharmaceuticals, healthcare IT and digital health innovation sectors. It deepens the fundamental knowledge of human anatomy and disease pathways to facilitate product conceptualization, gives students hands, on experience with materials and mechatronics for medical applications, and helps students to become better at identifying research trends and innovation opportunities in the development of healthcare products.

India's healthcare sector keeps growing at a fast pace. This is mainly due to population density, access gaps and the increasing use of technology, led delivery. According to estimates, India still needs 2.4 million hospital beds which is roughly equivalent to 2 billion sq. ft. of new healthcare infrastructures if it is to have facilities of the same level as the rest of the world. Brickwork Ratings has predicted that India's hospital sector may reach USD 202.5 billion by 2030 from a market size of USD 122.30 billion in 2025. This will mostly be attributed to rising demand, private investments, government initiatives, and the application of technologies such as AI and telemedicine. The healthcare market share of AI is anticipated to reach over 30% by 2030 from about 15% currently. Simultaneously, the market for wearable medical devices is forecasted to reach USD 184.75 billion by 2033 from the existing level of USD 42.1 billion, by 2024, driven by consumer adoption, healthcare digitalization, and smart monitoring technologies.

On announcing the second batch, Prof. Arnab Chanda, Programme Coordinator, IIT Delhi, remarked, "India's healthcare growth necessitates a workforce that is capable of making scientifically deep products which can be commercialized. This diploma equips students to transform unmet clinical needs into solutions that are validated, compliant, and commercially scalable. We fuse the engineering, clinical perspective, and product strategy through a demanding curriculum, real, life projects, and expert, led sessions, so that the participants can come up with innovations that will meet the regulatory and market standards.

Graduates, postgraduates and working professionals with BE/BTech/BCA/BIT in any engineering discipline or equivalent, BSc (or equivalent) in life sciences and related basic sciences, and MBBS, BDS, BPharm or allied disciplines can apply. The programme is also open to professionals from healthcare, biomedical, biotech or related industries with qualifications of BE/BTech/BSc/Diploma in Engineering/MBA/MCA. Participants are enabled to take up career roles like Healthcare Product Manager, Medical Technology Consultant, Regulatory Affairs Specialist, Health Data Analyst, etc.

The year- long programme offers a total of 450+ hours of learning which consist of 200 hours of live online sessions, 120 hours of practical work and projects, and a two day campus immersion. The curriculum consists of 18 academic credits over two semesters and features eight modules that cover, among other things, the following topics: Mechanics of Biomaterials, Biofabrication, Research Techniques in Biomedical Engineering, Soft Tissue Characterisation and Applications, Healthcare Wearables Design and Applications, and Healthcare Entrepreneurship and Management. Besides, learners get hands, on with Pick 3D Printer, AutoCAD, and UX/UI platforms.

Delivered by IIT Delhi faculty and industry experts, including eminent healthcare industry experts, the programme runs through live, interactive online classes and combines academic rigour with practical application. Participants engage in real-time simulations, case-based analyses and hands-on projects, with an optional two-day campus immersion designed to deepen peer learning and professional exchange. On successful completion, learners receive Affiliate Alumni Status.

About Indian Institute of Technology Delhi

Indian Institute of Technology Delhi (IIT Delhi) is among the 23 IITs set up as Centres of Excellence for training, research, and development in science, engineering, and technology in India. The College of Engineering was the first name of this Institute when it was established in 1961. Later, the Institute was recognized as an Institution of National Importance under the "Institutes of Technology (Amendment) Act, 1963" and was given the new name Indian Institute of Technology Delhi. It became a Deemed University with the authority to formulate its own academic policy, conduct its examinations, and award its degrees.

In the management sector, IIT Delhi has been ranked among the top 5 institutions for several years and has been ranked as the number 1 institute in Research and Professional Practice according to the NIRF 2022 and NIRF 2021 Management Category rankings respectively.

Centre for Biomedical Engineering, IIT Delhi

The Centre for Biomedical Engineering (CBME) was set up in 1971 as a collaborative project between the Indian Institute of Technology Delhi and the All India Institute of Medical Sciences (AIIMS), Delhi. The centre has been mainly focused on using engineering concepts to come up with solutions for healthcare problems. Currently, the centre has 17 faculty members who are dedicated towards teaching and research in the areas of Biomaterials, Bioinstrumentation, Biomechanics, Medical Imaging, and Medical Implants.

The centre offers a wide range of PG programs (Ph.D., M.Tech, and MS (Research)), Executive Programs (Healthcare Entrepreneurship, Healthcare for Industry 5.0, and Robotics), Fellowship Programs (School of Biodesign and WIPO Global Health Innovation), UG courses in Healthcare Engineering, and a Minor in Biomedical Engineering.

Over the years, CBME has established strong relations with many hospitals and medical institutes in the NCR region and has trained students in emerging areas of healthcare product design and development, clinical translation, and entrepreneurship, with a focus on conception-to-commercialization of healthcare technologies, through executive and Swayam-NPTEL based courses.

This one-of-its-kind ecosystem has led students, faculty, and mentors from AIIMS to join hands to invent products and processes, file patents, and initiate technology translation and healthcare startups.

For more details, please visit: https://cbme.iitd.ac.in/

India’s healthcare industry is seeing a big shift that is being driven by digital technologies, according to a new report. The report titled ‘Beyond the stethoscope: The digital pulse of healthcare’, by Grant Thornton Bharat and the Association of Healthcare Providers (India) (AHPI), evaluates how prepared Indian hospitals are for this digital transition.

The report takes into account the perspectives of hospital executives and senior professionals and reviews the strength of existing digital infrastructure, confidence in governance and regulatory compliance, the extent of artificial intelligence adoption, organisational and workforce factors shaping transformation, and areas expected to attract future investments.

Around 95% of hospitals have implemented Hospital Information Systems (HIS),. This suggests that foundational digitisation has largely happened across the sector. Electronic Medical Records (EMR) and laboratory information systems have been adopted by roughly two-thirds of hospitals.

However, what stands out is that even with this high rate of adoption of digital systems, the automation levels remain low. Less than 25% of hospitals make use of technologies such as robotic process automation. This means that administrative processes continue to rely heavily on manual effort, and clinicians and hospital staff still face documentation and operational workload.

About 34% of hospitals at present operate with real-time enterprise dashboards. This results in slower decision cycles and reduced operational efficiency.

A large majority of respondents in the report , over 90%, identified documentation workload as the key factor accelerating digital transformation.

The report discloses that Indian hospitals have achieved significant milestones in developing basic digital capabilities. However, changes in system integration, automation, and governance practices have lagged behind technology adoption to the same extent.

Nearly 60% of hospitals are looking to increase their digital investments in the next year. The upcoming phase of transformation will be less about the deployment of new technologies and more about the effective integration of existing systems into healthcare delivery, ensuring proper governance, and allowing clinicians to use digital tools in ways that lead to improved clinical outcomes and operational performance.a

Lost in the management entrance exams in India? There is JEE, CAT and numerous others and it is hard to know how to select the right exam. This is where GMCAT (Global Management Common Aptitude Test) comes in, an excellent student-focused test that is gaining momentum among BBA and MBA applicants. This article will help you understand what GMCAT is, what courses it opens and why it is the most suitable to your management career.

What is GMCAT?

GMCAT (Global Management Common Aptitude Test) is a national-level online entrance test of undergraduate level (BBA) and postgraduate (MBA/ PGDM) level management courses. GMCAT is introduced to simplify the admission process and evaluate the simple skills needed for pursuing a course in management, like:

• Mathematical Ability: Elementary math, statistics.
• Verbal Skill: reading, grammar, reading comprehension.
• Rational thinking: Puzzles, analytical ability.
• General knowledge: Business news, current affairs.

Important Details:

• An hour, 100 multiple-choice questions (no negative marks)
• 100% online entrance test
• 3 Attempts permissible (highest score will be counted)
• Admission into top management universities 

Management Courses You Can Pursue After GMCAT

Undergraduate courses:

Postgraduate courses:

In comparison to CAT, GMCAT is not competitive enough, and working students have a chance to retake it. Registration is done in Dec-Jan and exams are done on a monthly basis.

Fast-Track 3-Month Prep Plan

• Pattern: 25 percent weightage to every section.
• Books: RS Aggarwal (Quant), Norman Lewis (Verbal).
• Practice: Free practice at gmcat.org.
• Requirements: 90 or above percentile to enter the best colleges.

Which Path is Right for You?

• Select BBA if you have completed Class 12th 
• Select MBA when you possess 1-3 years working experience or right after completing BBA

Pro Hack: Crack GMCAT and gain easy admissions to 600+ colleges in BBA/MBA.

The Best BBA/MBA Specialization to Pursue a Career.

The following is a 3-step trick that all students can try to find their specialization: 

1. Ask: "What work excites me?"

• Love numbers and money? Go for Finance (Investment Banking, 8-15lpa).
• Enjoy creativity and people? Select Marketing (Brand Manager, 6-12lpa).
• Passionate about startups? Entrepreneurship is ideal.
• Good with people? Leadership careers are developed by HR.

2. Check Job Demand & Salary

At this point (2026) Business Analytics + Digital Marketing = most demanded. Finance stays evergreen. Check Naukri.com trends to find out what is hot in your city?

3. Match Your Background

• Fresh Class 12 pass-out? BBA General (general foundation).
• 2+ years work experience? MBA Finance/Marketing provides the highest ROI.

Quick Test: Visualise your dream-job in 5 years. Will it require a number, imagination, interpersonal, or world travel? Your best choice is that specialisation!

Is GMCAT a Good Choice?

YES, when you are interested in a management career but are not ready to waste your energy in a highly competitive and traditional exam, GMCAT proves to be a saviour.  

Enroll in gmcat.org now and be eligible for admission into top 100+ management universities in India. However, if you are unsure and need guidance, connect with us for free career counselling at  8071296497. 

Ever wondered how Spotify knows which type of songs you might listen to today or how Netflix picks shows just for you? That's computer science; that’s AI making computers smart to solve everyday puzzles. It's not just coding; it's creating the future, from AI chatbots to secure online shopping, everything is powered by computer science. In India, where tech jobs are exploding, CS is a golden ticket for lakhs of students like you.

In this article, we will understand what this field has in store and how Indian students can top careers in this field in 2026. Continue reading. 

What is Computer Science?

Computer Science is the study of computers and the way they can be used to address real-world problems with the help of code, algorithms, and data. It’s like raising a baby;  you teach machines to think by creating apps, protecting data, or running AI tools such as ChatGPT. The industry is expanding in India, and tech giants, startups, and banks are offering a considerable number of jobs.

Why Study Computer Science in India?  

India is experiencing rapid technological growth. We forecast that the number of technology occupations will increase by 12-15 percent by 2026. Such fields as AI, cybersecurity, and cloud computing will require over 100,000 new employees annually. The employment rate of graduates in computer science is approximately 80 percent and the median starting salary is 5-10 lakh per year that may proceed to 20-30 lakh in 3 to 5 years. Be it in Bengaluru that you are coding or crunching data in Mumbai, a career in tech will provide a sure line to families with simple means with big dreams.

Major Areas of Computer Science. 

• App & Web Dev: Build Instagram clones or e-shops.
• AI/ML: Train bots for self-driving cars or health predictions.
• Data Science: Dig gold from numbers for Netflix recs.
• Cybersecurity: Be the hero stopping hackers.
• Cloud & DevOps: Keep Netflix streaming without crashes
• These competencies facilitate the possibilities in IT, finance, health and e-commerce.

How to Study Computer Science? Best Entrance Test

1. Build Basics (Class 11-12): Learn Maths, Physics, and Python (free on YouTube).  
2. Crack Entrances: tough IITs (1% success rate) JEE; state exams are less tough. New tests such as GCSET open up to quality private CS programmes with industry connections.  
3. Colleges: Best are IITs, BITS Pilani, VIT; for affordable yet quality university, take admission via  GCSET (Global Computer Science Entrance Test).  
4. Skill Up: Develop AI/ML with Coursera, and create projects on GitHub.  
5. Intern and Place: TCS, Infosys campus drives; seek real experience in startups.  
6. Advanced: Take into consideration MCA/MTech or employment, and then an MS in foreign countries.  

Code today, it is easy with tools such as Replit.

Problems and Tips to Success

The competition is fierce, yet regular 6-8 hours study time, as well as real-time projects are the key. Girls can make use of WISE schemes for aiding their career. Furthermore, online preparation can be done by rural students through Unacademy. Don’t fall for scams and fake exams, choose the right entrance test of national level like GATE, CAT, GCSET, JEE &CUET. 

Computer Science in India is a stable career with international opportunities and the possibility of innovations. Start your journey by clearing entrance exams and pave your way towards a brighter future. If you are confused about your career or want support, connect with us via call or whatsapp at 9124573196 for free career counselling. 

National Forensic Sciences University (NFSU) admissions for 2026-27 are entrance-based through CUET UG/PG, JEE Main, and CLAT after NFAT cancellation. Class 12 PCB students searching "NFSU exam date 2026", "NFSU BSc Forensic Science admission", or "forensic science entrance exam 2026" get the accurate process, eligibility, and timelines here. Apply now at nfsuadm.samarth.edu.in before deadlines. Take the AIFSET entrance test for admission into top universities other than NFSU. 

NFAT 2026 Cancelled: NFSU Admissions Via National Exams Only

NFSU discontinued NFAT for 2026-27 admissions. BSc Forensic Science, MSc Forensic Science, BTech Forensic Engineering, and other programs now accept CUET UG/PG, JEE Main, CLAT scores exclusively.

Official Admission Matrix [NFSU Notice]:

• BSc Forensic Science: CUET UG (PCB domain)
• BTech Forensic: JEE Main 2026  
• MSc Forensic: CUET PG (Forensic domain)
• Integrated MSc: CUET UG
• LLB Forensic: CLAT 2026

CUET UG 2026: Key Exam for NFSU BSc Forensic Science

CUET UG 2026 registration opens February 2026 for NFSU BSc Forensic Science (Class 12 PCB eligibility):

Expected Timeline:

• Registration: February 1 - March 15, 2026
• Exam: May 8-25, 2026 (3 shifts daily)
• Domain: Physics + Chemistry + Biology
• Result: June 2026
• Eligibility: Class 12 PCB 60% aggregate (55% reserved categories).

CUET PG 2026 Schedule for NFSU MSc Forensic Science

CUET PG 2026 covers NFSU postgraduate forensic programs:

Eligibility: Bachelor's degree 55% (50% reserved).

JEE Main 2026 Session 2: BTech Forensic Engineering Route

NFSU BTech Forensic Biotechnology/Engineering accepts JEE Main 2026:

• Session 2 Registration: Open till Feb 25, 2026
• Exam: April 2-9, 2026
• Eligibility: Class 12 PCM 60%

NFSU BSc Forensic Science 2026: Eligibility & Seats

Flagship Program: BSc Forensic Science (3 years, 10 campuses)

Admission Process:

1. Qualify CUET UG 2026 (PCB domain)
2. Register on nfsuadm.samarth.edu.in (May 2026)
3. Merit list + counseling (July 2026)

Alternative Forensic Science Entrance Exams 2026

Backup options for Class 12 PCB students:

AIFSET provides direct BSc Forensic entry across 180+ institutes with PCB + GK syllabus (simpler than CUET).

NFSU Forensic Science Career Scope (₹6-12 LPA Starting)

Top Recruiters: CFSL, SFSL, Cybercrime Police, Deloitte Forensics

• Crime Scene Officer: ₹8 LPA
• Digital Forensics: ₹10 LPA
• Toxicology: ₹7 LPA

Placement Rate: 85% (NFSU data)

Action Timeline: NFSU 2026 Admissions

Feb 25: JEE Main Session 2 registration

Feb-Mar: CUET UG/PG registration 

Apr-May: CUET UG exams

Jun-Jul: NFSU counseling

Alternative: AIFSET backup

Class 12 PCB students: CUET UG registration starts February. JEE Main Session 2 closes Feb 25. National forensic entrance tests remain open for backup pathways. Apply at nfsuadm.samarth.edu.in. Bookmark for counseling updates! 

Note: students who wish to pursue forensic science course from top universities (not NFSU) should take AIFSET 2026. 

The 2026 Union Budget of India has provided a new avenue to the Class-12 students who are keen on the healthcare field and wish to pursue paramedical courses. The government will train 1 lakh allied health professionals over 5 years and will establish new paramedical institutions in every state, without NEET qualifications. In government hospitals, AIIMS or in private chains like Apollo, graduates earn between 40,000-75,000 per month. Failing NEET is no longer a dead end because allied healthcare stands as a Plan B in the top ten paramedical courses, which include realistic salaries, fees, course duration, and the job paths in 2026.  

What is Paramedical? 

Paramedical refers to allied healthcare services provided by trained professionals who support doctors and nurses in diagnosis, treatment, and patient care. Paramedical professionals are not medical doctors, but they play a critical role in hospitals, laboratories, emergency services, and rehabilitation centers.

In simple terms, paramedical staff handle the technical and supportive aspects of healthcare such as operating medical equipment, conducting diagnostic tests, assisting in surgeries, and managing critical care support systems.

Why Paramedical Courses Are in Demand in 2026?

The Ministry of Health and Family Welfare received ₹1,05,530 crore, according to budget 2026 documents, of which Allied health was allocated 1,000 crore in the 2026 budget. It will generate 100,000 new employment opportunities in the field of radiology, operating theatre, dialysis, and other areas. These are positions that do not need NEET and just a 2-year diploma and have hospital placements nationwide. The salary of Freshers is 25,000-35,000 per month; after two years of experience the salary increases to 40,000-60,000 per month. At AIIMS or in the Railways, it is possible to earn more than 50 000 starting with the salary.  

Top 10 Paramedical Jobs (Salary Potential ₹40K+)  

1. MRI/CT Scan Technologist - 60000 to 75000 per month.  

Job Description: use MRI and CT scanners, place patients, and monitor the quality of images.  

Course duration: 3 years B.Sc. in Radiology or 2 years diploma.  

Total fees: ₹2 to 4 lakh.  

Best institutes: AIIMS Delhi, JIPMER, CMC Vellore.  

Government employment: Railways ( 44,900 basic) ESIC ( 47,600).  

Growth potential: It can be increased by 3 lakh every month by learning advanced 3-D imaging.  

2. Operation Theatre (OT) Technician- 35,000 to 55,000 per month.  

Job  description: Sterilise equipment, assist surgeon, and control OT.  

Course duration: 2-year Diploma in OT Technology.  

Fees: ₹1.5 to 2.5 lakh.  

Demand: Apollo and Fortis employ approximately 500 technicians annually.  

Bonus: The night shifts may add approximately 15,000 per month to the total earnings.  

3. Cath Lab Technician- 40000-65000 per month.  

Job description: Provide support to cardiac operations and run angioplasty machines.  

Course duration: 3 year B.Sc. in Cath Lab Technology.  

Why hot: Cases of heart diseases are increasing by 30 percent annually.  

Government jobs: Railways ( 35,400 basic allowances ).  

4. Dialysis Technician 30,000 to 45,000 per month.  

Job description: Drive dialysis machines of renal patients.  

Course duration: 2-year Diploma in Dialysis Technology.  

Fees: ₹1 to 2 lakh.  

Trend: The increasing rates of diabetes imply over 10,000 jobs required.  

5. Respiratory Therapist- 35,000 to 60, 000 a month.  

Job description: Oxygen, ventilator, and asthma/COPD treatment.  

Course duration: 3-year B.Sc. in Respiratory Therapy.  

Post‑COVID: Salaries up 25 %.  

Employers: Manipal and other privatised hospitals are aggressive recruiters.  

6. Critical Care/ICU Technician - 40000 to 70000 per month.  

Job description: Keep track of ventilators, defibrillators and emergency response.  

Normal education: 1.5 years Diploma in Critical Care.  

Certifications: ACLS/BLS has the potential to increase salary by 10K immediately.  

Employers: Max Healthcare has 45K and above basic salaries.  

7. Perfusionist – ₹50,000 to ₹80,000 per month  

Job description: Work with heart-lung machines in the case of bypass surgeries.  

Common education: 4 year B.Sc. in Perfusion Technology.  

Rarity: There are not many professionals in India, which is approximately 2,000, and the demand is high.  

8. Medical Laboratory Technician (MLT) 25,000- 45,000/month.  

Job description: Conduct blood tests, report writing and sample analysis.  

Course Duration : 2‑year DMLT.  

Fees: ₹80,000 to 1.5 lakh.  

Stability: Government laboratories and diagnostic chains are safe posts.  

9. Physiotherapist- 30000 to 50000 per month.  

Job description: Post-injury rehabilitation, post-surgery rehabilitation, and sports therapy.  

Typical education: 4.5‑year BPT.  

Government employment: Railways (35,400 basic).  

10. ECG/Echo Technician 30,000-45,000 per month.  

Job description: Conduct heart scans, stress tests, and check-ups.  

Education: 2-year Diploma in Cardiac Technology.  

Ease of entry: This is an easy way in because of high demand and low competition.

Salary Comparison: Paramedical vs Other Science Careers

Who is Eligible to attend Paramedical Courses?  

Any student who passed Class 12 with Physics, Chemistry, and Biology is eligible. General candidates will have to pass a 50% aggregate, but SC/ST candidates will have to pass a 45% aggregate. The age bracket is between 17 and 35 years old and this bracket comprises dropouts and career-changers. NEET is not mandatory. Admission is done on merit lists, a simple multiple-choice exam, or college interviews. The certificate courses may begin after the 10 th standard, diploma after 12 th PCB and a B.Sc. in Paramedical with 50-55% marks. The government has PM-JAY scholarships which pay 80 percent of the fees of qualified families.

Top Government Job Routes  

RRB Paramedical 2026 has ~434 vacancies that follow 7th Pay Commission salaries, announced the Railways, showing that NEET is not the only path to a government job. The radiographers can begin with a simple salary of 29,200 and then increase to a little more than 50,000 with allowances. AIIMS provides Paramedical exams up to 9LPA. ESIC hospitals pay cath -lab technicians a basic salary of 47600. The BSF opened 1,200+ paramedical posts last week. NHM state quotas reserve 100,000 places in district hospitals. All these jobs need a two-year diploma and certification of skills.

Why Should Paramedical Training Be Introduced at this time?  

New government paramedical institutes open admissions in November-December. Free PM-JAY training waives 80% fees. Job quotas in NHM hospitals guarantee postings. Age relaxation to 35 years welcomes second-career adults. Class 12 PCB students: Don't wait for NEET results, paramedical offers faster entry to ₹40K+ stability.

Budget 2026 ended the "NEET or nothing" myth. Government hospitals have one lakh paramedical vacancies, and the demand for allied healthcare professionals is increasing that are waiting to be filled by trained young people. You can be the ONE! Pursue allied healthcare and paramedical courses for the same. 

FAQS

Is it possible to do paramedical without NEET?

Yes. In India, NEET is not required in most paramedical courses. Students are accepted in the Diploma and B.Sc. programmes in such areas as Radiology, OT Technology, Dialysis, and Medical Lab Technology with the help of Class-12 PCB marks or institute level entrance exams.

Which paramedical course is the most paid?

B.Sc. in Radiology and Imaging Technology or in Perfusion Technology is considered as one of the most well-paid paramedical courses available in India. Skilled specialists may receive 50000-80000 a month in government hospitals and private hospitals.

RRB paramedical salary?

RRB paramedical wages are based on the 7th Pay Commission pay matrix. The initial basic salary is between 29200 to 44900 per month (Level 4-7), according to the post with an extra DA, HRA, and other government allowances.

Will paramedical be a good career in 2026?

Yes. The reason why paramedical is a stable and growing health-care career in 2026 is due to the increasing number of hospitals, a growing demand in diagnosis, and more government recruitment. It provides faster access to jobs as compared to MBBS, moderate cost, and stable growth of salary with experience.

1.2 lakh students search "IIMC entrance exam preparation" every month, making it the most competitive and sought-after media entrance exam in India. Indian Institute of Mass Communication Delhi has only 60 PG Diploma seats in print media, TV, radio, and new media, and all of these students are placed in NDTV, India Today, and The Hindu with 100% placement. And the best part is, whereas other media colleges charge students ₹10 lakh+, the Indian Institute of Mass Communication charges only ₹1.8 lakh. This guide will reveal the exact exam pattern, syllabus, cutoffs, and preparation strategy that makes average students turn into rank holders at the Indian Institute of Mass Communication.

Why IIMC Is Every Journalism Aspirant's Dream

For all the students who dream of a career in the media industry, forget about Symbiosis, Manipal, or any other media colleges. If you want to be associated with the best in the industry, then the Indian Institute of Mass Communication is the only option. Some of the best media faces in the country, like Barkha Dutt, Rahul Kanwal, and Nidhi Razdan, are all from the Indian Institute of Mass Communication Delhi.

Additionally, the Indian Institute of Mass Communication is affiliated with the government, so the students here enjoy the best return on investment, given the location in Delhi. If you are a student who wants to clear the Indian Institute of Mass Communication entrance exam in 2026, which is likely to be conducted in May-June through the CUET PG or the institute's entrance test, then

IIMC Entrance Exam Pattern: What Gets You Selected

Based on the latest trends, the IIMC Entrance Exam Pattern will be:

• 100 MCQs (2 Marks Each) + Personal Interview.
• Total Marks: 200.
• Exam Duration: 2 hours.
• Exam Type: Computer-Based.
• Breakup of the IIMC Entrance Exam:
• General Awareness (40%): Current Affairs, Media History, and Polity.
• Media Knowledge (30%): Press Council, PCI, NBSA, and landmark cases.
• English Skills (20%): Precis, Comprehension, and Grammar.
• Logical Reasoning (10%): Puzzles and Data Interpretation.

Interview (100 Marks): "Why Journalism?" and Ethical Dilemmas + News Analysis.

IIMC Entrance Exam Cut-off

90-Day Preparation Roadmap 

If you are planning to take the IIMC Entrance Exam, here’s how you should plan your preparation: For the first 3 hours of the day, it’s enough to crack the top 20 rank if you are consistent.

Divide your months for prep: 

Month 1: Foundation Building

Start with the basics and move to learn about each topic in-depth. Dive in the subject deep as far as you wish to go because this month is for you to build your foundation. Read newspapers like The Hindu and Indian Express in the mornings (1 hour). Note down 5 big news stories each day, such as government schemes, Supreme Court verdicts, and international summits. Every week, complete 10 précis passages from the Arihant Media Guide. In the evenings, study Lucent GK and Media History, including Press Commission reports and the Emergency of 1975. By the end of this month, you should have a passive knowledge base to fall back on.

Month 2: Building the Skillset

Now, move on to practicing previous question papers (2018 to 2025 available on Telegram as "IIMC Entrance"). Complete 5 full mock tests every week. Focus on areas you are weak in, such as polity, and memorize articles such as Article 19(1)(a), the Defamation Act, and the RTI Act. Practice your essays, writing 350-word answers to questions such as "Paid news killing journalism?" Work on your reading skills to improve your comprehension. Reduce your reading time from 20 minutes to 12 minutes. 

Month 3: Reaching Peak Performance

Take a full-length test every day, mimicking a time constraint. Practice your mock interviews and give yourself feedback on your performance. Quickly go over media ethics, including PCI guidelines and judgments on sting operations. Keep your current affairs up to date, i.e., study the events of the last 3 months. Get a good night’s rest, i.e., 7 hours of sleep.

Mastering Essays and Interviews

IIMC essays require originality of up-to-date topics--practice articles such as "Is fake news deadlier than terrorism? or "Should fact-checking be compulsory? Write them in three points, advantages and disadvantages, and practical solutions within 350 words. Some typical pitfalls are templated intros that can be immediately identified by the examiners. In the case of interviews, plan structured responses: when it comes to a defamation suit, you will first need to check the facts and then use the public interest defence; when dealing with live terror coverage, national security should be considered more than the images. Look straight, wait two seconds then reply, and put on formals. High-rankers in 2025 had made it and succeeded through the combination of both passion and precision and transformed ethical issues into debates.

Why IIMC Beats Every Other Journalism College

Much-Needed Free Resources.

Use Telegram channels to access past papers and quizzes, MEDIA EXAMS on YouTube to watch strategy videos, and Inshorts which is an app that provides brief current affairs. There are core books such as India 2025 Yearbook, Arihant guides, and The Hindu is a must. There must be no lack of newspapers which kills GK scores; use of essay templates; complacent interviews; and burnout due to inconsistent sleep. Timelines for application begin with the notifications of March so keep an eye on iimc.gov.in-form, admit card and result announcements are close at hand. 

IIMC Alternative Entrance Test

If IIMC is not something you are inclined towards or feel is too time consuming,you may want to start with Global Media Common Entrance Test (GMCET) 2026 for easy media education admissions. It is an online national level examination administered by the Global Media Education Council (GMEC) that provides an entry into the best undergraduate journalism, mass communication, advertising and digital media courses in 50+ institutions all over India. 

In contrast to single-institute tests, the one-hour, 100-MCQ format (no negative marking) of GMCET has easy-to-prepared scoring: English and IQ (25 questions), current affairs (25), entertainment media knowledge (25), and brand/communication basics (25) which have a mark value of 1 mark each, and a total of 100 marks. It is currently open to registration and has examinations as early as July 2026 and will suit the 12th-pass students who want to enjoy quality courses without taking the entrance test in a traditional, full-of-stress manner. 

For students thinking about the IIMC entrance test, commit to daily newspaper reading, precise drills, and mocks, and you'll join the elite who turn IIMC dreams into newsroom reality. The 2026 exam awaits disciplined grinders, not casual aspirants. Choose your path wisely and build a future you’ll be proud of.

More crime investigators are required in India due to rising cases of cyber fraud and complicated crimes every year. In search of information, parents look for "criminology course after 12th fees" or "forensic science colleges India." This article provides information on the best colleges, admission requirements, and reasons why the forensic science entrance exam is a ticket to lucrative government jobs.

Why Choose Criminology After 12th

Criminology is the study of why crime occurs and how it can be solved. It is a combination of psychology, law and science. Police, CBI and forensic labs require trained graduates with 63 lakh crimes being reported annually. The initial salaries are between 5 to 8 lakh per annum. Students of science can aspire to work in forensic labs, whereas students of arts seek employment in the police.

The best Criminology Colleges in India 2026.

National Forensic Sciences University in Gandhinagar is the first to offer a BSc Forensic Science and Criminology course. The charges remain at 2.2 lakh in four years with 95 percent placement in CBI and cyber companies. Gujarat Forensic Sciences University has 1.8 lakh in BA Criminology. BTech Police Science is offered in Raksha Shakti University, Ahmedabad, at 3 lakh to IPS aspirants. BA Criminology Hons is offered in Amity University Noida with easy admission via AIFSET. Other than this, distance courses are also available in many universities. 

Forensic Science Entrance Exams: Your Way to the Best Colleges

The best forensic science colleges need CUET UG or university-level entrance exams. NFSU Entrance Test is in May 2026 with applications from March. The exam includes Physics, Chemistry, Biology, Maths, English, and logical reasoning from class 12. Get 60 percent and above for Gandhinagar or Delhi campuses. CUET UG is applicable for DU, BHU, Amity, and other colleges. Students can also prepare for AIFSET (All India Forensic Science Entrance Test), accepted by 180+ forensic science colleges for direct admission without CUET anxiety. Study NCERT textbooks and practice papers. Mock tests increase speed to answer 120 questions in two hours. 

Why AIFSET for Criminology Course Admission? 

The AIFSET Entrance Test, also known as All India Forensic Science Entrance Test, guarantees that the students admitted to top colleges are keen on pursuing a professional career in the field of criminology and forensic science. 

Admission through AIFSET provides students with a merit-based entry system which ensures academic quality and classroom standards. It also provides fair and transparent opportunities to students from all over India to get admission in one of the trusted institutes in India for criminology with the right set of classmates.

By taking AIFSET for admission, students can start their forensic journey with a solid academic foundation, recognised eligibility, and credibility across the nation which means they are well-prepared for rigorous training, real-world exposure, and future career opportunities  offering competitive salaries.

Fee Comparison for Smart Planning

IGNOU has the lowest fee of 18 thousand rupees for three years. GFSU costs around 1.8 lakh rupees, and NFSU costs 2.2 lakh rupees for four years. DU BA Criminology costs around 60 thousand rupees. BHU BSc Forensic Science costs around 1.5 lakh rupees. Private colleges like Amity go up to 4.8 lakh rupees but promise a seat. Most colleges accept CUET scores except for distance education.

High Paying Jobs After Criminology Graduation

Cyber forensic analysts get 6 to 12 lakh rupees per annum in CERT-In and banks. Police Sub-Inspectors get 44 thousand rupees per month in SSC CPO after graduation. Private investigators get 4 to 7 lakh rupees in big companies. Crime analysts get 5 to 9 lakh rupees in Deloitte. Forensic document experts get 9 lakh rupees in government labs.

Simple Admission Steps

First choose BSc Forensic Science as a science major or BA Criminology as an arts major. Application to CUET UG March 15 to 30. Bring 12 th marksheet, migration certificate and category proof on counselling. NFSU conducts final selection through separate interviews. Classes start in August and results in June.

Free Certifications to Strengthen Applications

Coursera Google Cybersecurity Certificate lasts for three months. NPTEL Forensic Science by IIT Kharagpur lasts for eight weeks. Swayam provides IGNOU Cybercrime Investigation. These certifications are taken before college admission.

Match Course to Your Career Goal

Less than 50 thousand rupees is suitable for IGNOU distance education. Police or IPS service requires Raksha Shakti University. Cybercrime jobs require NFSU Gandhinagar. The simple admission process applies to Amity. Government jobs require GFSU graduates.

Criminology provides a safe career path for crime solving. Do your research first then take any forensic science entrance exam or AIFSET and pursue criminology course from the top college. 

Union Budget 2026 has made it very clear that no country can afford to ignore the education sector anymore. Increasing the education budget from 1.28 lakh crore to 1.39 lakh crore is more than just a change in figures; it symbolizes a new perspective that views education as the basis of a nation's strength. The immediate increase of nearly 11, 000 crore shows that the government is aware that if India wants to be at par with the world, it has to start with education.

The government is making a move beyond just the focus on rote learning, which is a good sign. School reforms, along with higher education, are being discussed as well, including digital classrooms, skill development, research, and National Education Policy implementation. The focus on skills, artificial intelligence, technology, and job- ready students indicate a deliberate effort to make education a means of employability. This is also a time driven shift as today's economy prioritizes skills more than just degrees.

However, when India’s education budget is viewed in a global context, the picture becomes more complex. The United States spends nearly $82.4 billion on education, or roughly 7.5 lakh crore, which is many times more than India's current expenditure. The US puts a lot of money into education, research, teacher training, and advanced technologies. This has led to it having some of the world's top universities such as MIT, Harvard, and Stanford. There is no doubt that increased investment brings higher quality.

China is another interesting case for comparison. For one thing, its education budget is said to be on a par with Indians. However, the main difference lies in the fact that China is focused more on skill and vocational education and is very systematic in how it spends its budget. The country has thus grown to be a global leader in manufacturing and technical skills. Russia also invests more in education per student than India as it has a smaller population. This has enabled it to continue excelling in the fields of science and technology.

India and Pakistan are the biggest contrast in South Asia if we compare them. Education is one of the areas where the difference is visible. India's education infrastructure is mostly funded by the government and the spending is over one lakh crore rupees, whereas Pakistan's education budget is just a few thousand crore rupees. Such a comparison certainly indicates that India is way ahead of its neighbors in the race of progress, but it is not enough simply being ahead.

The real question is how the increased budget will be utilised. If the additional funds are confined to infrastructure, announcements, and paperwork, the impact on the ground will remain limited. What is needed is tangible improvement in school quality, better teacher training, genuine support for research, and skill development that truly enhances students’ employability.

Budget 2026 has clearly sent a favourable signal to the education sector. The real test now is to make sure that these higher allocations are backed up by the right priorities and that the implementation is done efficiently. It will only be through this that education can really be the main pillar of a stronger nation instead of merely being a catchy part of budget speeches.

India’s economic story is often told through two extremes. At one end stand the large corporations, the unicorns, the glittering towers of finance and technology. At the other end exists a vast, restless universe of nano and micro businesses—tea sellers, women running papad units from their kitchens, handloom weavers, street repairers, waste pickers,

small farmers, village processors, home bakers, informal tutors. This is not a fringe economy. This is the real India. It is messy, human, informal, resilient—and chronically underestimated.

For decades, grassroots enterprises have been seen as survival mechanisms, not growth engines. Policy treated them as welfare cases, not as businesses with ambition. Banks saw them as risky. Markets saw them as unreliable. Yet quietly, across villages, bastis, and small towns, something has begun to change. A new generation of nano entrepreneurs is no longer satisfied with mere survival. They want dignity, scale, stability, and aspiration. They want their businesses to outlive them. This shift demands a new way of thinking. Not academic theory. Not

MBA jargon. But a grounded, practical framework that speaks the language of the street, the field, the workshop, and the kitchen. This is where the idea of the 12Ps of nano and micro business becomes powerful. It is not about marketing alone. It is about reimagining the

entire life cycle of grassroots enterprise—from the first spark of intent to long-term sustainability and even exit.

What follows is a story of how these 12Ps can help India rethink its grassroots economy, not as a burden to be managed, but as a force waiting to be unleashed, drawing conceptually from the framework detailed in the uploaded document

The First Shift: From Earning a Living to Building a Future (Plan)

Every nano business begins with a plan, even if it is unspoken. Traditionally, that plan has been painfully short-term. Earn today, eat today, survive this month. The kirana store owner worries about tomorrow’s cash flow, not next year’s expansion. The woman making pickles at home focuses on the next order, not on brand or scale.

The first and most radical change is mental. Planning at the grassroots must move from survival thinking to future thinking. This does not mean five-year projections or spreadsheets. It means clarity. Why am I doing this business? What problem am I solving? Who will still need this five

years from now? Consider a vegetable vendor who realises that her real asset is not vegetables but trust. Or a village carpenter who understands that his skill is not labour but design knowledge passed down generations. When the plan shifts from “how do I earn today?” to “how do I grow tomorrow?”, the entire business begins to change shape.

At the nano level, planning must be phased. First, stabilise income so the family does not consume business capital. Then consolidate one strong product or service. Only then think of expansion. This phased planning is what allows a small enterprise to breathe before it dreams.

Solving Real Problems, Not Chasing Fancy Ideas (Product) 

Grassroots India does not need clever products. It needs useful ones. The most successful nano businesses are born not from trends but from friction. They emerge where daily life is hard, inefficient, or unfair.

A woman in a village who makes compostable sanitary pads is not innovating for applause. She is solving a problem of health, dignity, cost, and waste. A farmer who builds a low-cost storage solution is not chasing technology. He is fighting distress sale. These products succeed because

they are rooted in lived reality. At the nano level, a product is rarely just an object. It is often a bundled solution. A spice mix is not only taste; it is trust, purity, memory, and convenience. A handwoven bag is not just fabric; it is labour, culture, and story. Crucially, grassroots products gain strength when they move from raw to refined. Selling turmeric roots keeps a farmer poor. Turning that turmeric into cleaned, processed, branded powder begins to create value. The leap from commodity to product is one of the most powerful transformations in the nano economy.

Geography Is No Longer a Prison (Place)

For generations, place limited possibility. If your business was in a village, your market was the village. If your town was remote, growth was impossible. Today, that wall is cracking. Physical presence still matters. Trust is built face to face. The local haat, the neighbourhood lane, the weekly market remain foundational. But now, digital bridges allow nano businesses to travel far without leaving home.

A home-based oil maker in Maharashtra can sell to a customer in Delhi. A bamboo artisan in the Northeast can find buyers in Bengaluru. Place has become layered—local for trust, digital for scale. This shift is not just about e-commerce. It is about confidence. When a small producer realises that geography no longer defines destiny, ambition awakens. The village is no longer the end of the road. It is the starting point.

Pricing with Self-Respect, Not Fear (Price)

One of the most damaging habits in the grassroots economy is under- pricing. Nano entrepreneurs often charge less than their worth out of fear—fear of losing customers, fear of seeming expensive, fear of rejection. But price is not just a number. It is a signal. It tells the market how you value yourself. The poorest businesses often pay the highest hidden costs. Long hours, unpaid family labour, health damage, environmental harm. When prices ignore these realities, the business bleeds invisibly.

Smart grassroots pricing begins with honesty. What does it truly cost to make this product or deliver this service with dignity? Then comes creativity. Smaller pack sizes, flexible units, subscription models, community pricing. This is how affordability and sustainability meet.

Over time, as trust grows, pricing power grows too. The journey from cheap to fair to premium is not arrogance. It is maturation. 

Owning a Clear Identity in a Crowded World (Positioning)

In a market flooded with sameness, clarity becomes power. Nano businesses cannot compete by copying big brands. They win by being unmistakably themselves. Positioning at the grassroots is often cultural. Local taste. Local language. Local memory. A beverage that tastes like childhood. A fabric that carries regional motifs. A food item that reminds migrants of home.

When a product knows who it is for and what it stands for, it stops shouting and starts attracting. Positioning is not about being everything to everyone. It is about being deeply meaningful to someone.

For grassroots enterprises, identity is often their greatest asset. It cannot be imported. It cannot be replicated easily. It must be honoured, not diluted. 

Reaching the Customer Without Losing Control (Placement)

Distribution has historically been where nano businesses lose power. Middlemen control access, squeeze margins, delay payments. The producer works hard while someone else controls the shelf. New models are changing this balance. Direct selling, digital networks, community aggregators, producer collectives. These do not eliminate

intermediaries but rebalance relationships. Smart placement is about choice. Selling some volume locally for cash flow. Some digitally for growth. Some in bulk for stability. A single channel is fragile. Multiple pathways create resilience. When a nano business controls even part of its placement, it regains dignity. It stops begging for market access and starts negotiating.

When the Wrapper Speaks Louder Than Words (Packaging)

Packaging was once an afterthought for grassroots businesses. Whatever was cheap. Whatever was available. But today, packaging tells a story before the product is even touched. Good packaging at the nano level does not mean expensive boxes. It means clean, safe, thoughtful, and honest. It means protecting the product. It means respecting the buyer.

Increasingly, packaging also reflects values. Eco-friendly materials. Minimal waste. Reusable containers. For many consumers, packaging is now a moral signal. A small label, a simple design, and a short story can transform perception. Packaging becomes the silent salesman, especially when the maker is not present.

Businesses Are Built by Humans, Not Models (People)

At the heart of every nano enterprise are people—families, neighbours, communities. The success of a grassroots business often depends less on strategy and more on relationships.

Leadership at this level is intimate. The entrepreneur is manager, worker, mentor, negotiator, and caregiver. Emotional intelligence matters as much as skill. As businesses grow, people systems must grow too. Training, trust, delegation. Moving from “I do everything” to “we build together” is a difficult but necessary shift.

The most transformative grassroots businesses are those where workers become stakeholders, where women gain voice, where confidence grows alongside income. People are not a cost. They are the core.

Sustainability as Survival, Not Luxury (Planet)

For nano businesses, sustainability is not a trend. It is instinct. When resources are scarce, waste is unaffordable. Many grassroots enterprises are naturally circular. Reusing materials.

Repairing instead of replacing. Extracting multiple uses from one resource. This is not ideology; it is wisdom.

As markets become more environmentally conscious, this traditional frugality becomes a competitive advantage. What was once seen as backward is now seen as responsible.

When nano businesses consciously align with the planet, they future- proof themselves. They reduce dependency on volatile inputs. They build moral credibility. They sleep better.

How You Work Matters as Much as What You Sell (Process)

The informal economy often runs on invisible processes—long hours, child labour, unsafe practices, delayed payments. These hidden costs keep businesses small and vulnerable.

As nano enterprises formalise, process becomes power. Clear workflows. Fair wages. Consistent quality. Transparent sourcing. These are not bureaucratic burdens; they are growth enablers. Good processes build trust—with customers, partners, lenders. They turn

a hustle into a system. They allow replication without collapse.

For grassroots businesses, improving process is often the bridge between being tolerated and being respected.

Infrastructure That Protects Value (Physicality)

A farmer without storage loses value overnight. A baker without refrigeration wastes effort. A craftsperson without safe transport risks breakage. Physical infrastructure—however small—multiplies income. A cold box. A shared workspace. A drying unit. A transport crate. These humble assets protect months of labour. When physical constraints ease, confidence rises. The entrepreneur can wait, negotiate, plan. Physicality gives bargaining power. Investing in the right physical assets at the right time often marks the turning point from struggle to stability.

Telling Your Story in the Digital Gali (Promotion)

Grassroots promotion no longer needs hoardings or television. It happens in chats, videos, voice notes, reels. It is conversational, not corporate. When a maker speaks directly to a buyer—showing how something is made, why it matters—trust forms quickly. This human promotion is difficult for large brands to fake. Language matters. Local stories matter. Familiar faces matter. Promotion at the nano level works best when it feels like a recommendation, not an advertisement. In the digital gali, authenticity travels faster than polish.

From Livelihood to Legacy: Progress

The final and most important factor is progress. Not just income growth,

but confidence growth. Agency growth. The belief that tomorrow can be

better than today. When nano businesses think in terms of progress, new possibilities open.

Expansion. Collaboration. Succession. Even exit.

A business that can be sold, inherited, franchised, or partnered has

crossed a historic threshold. It has moved from hand-to-mouth existence

to asset creation. This is the quiet revolution unfolding across India’s grassroots economy.

A New Imagination for India’s Smallest Businesses

The 12Ps are not a formula. They are a lens. A way to see nano and micro enterprises not as problems to be fixed but as systems to be strengthened. When planning replaces panic, when products solve real pain, when pricing carries self-respect, when people grow alongside profit, the grassroots economy transforms.

India does not need to wait for the next big startup to create jobs. Millions of nano businesses are already here. With the right thinking, they can become engines of dignity, resilience, and inclusive growth. The future of India’s economy will not be built only in boardrooms. It is

being shaped right now—in kitchens, lanes, fields, workshops—by entrepreneurs who are small in size, but vast in potential.

I had an opportunity to interact with Sir Mark Tully, and each conversation reinforced why he remained one of the most morally anchored voices in journalism. During one such interaction in Goa in 2019, Tully spoke candidly about India’s declining position on the global press freedom index and what he saw as the troubling silence of the Prime Minister when atrocities are committed in the country. 

He argued that when such incidents occur, the Prime Minister must speak out decisively, adding that silence distorts political debate and shifts public attention from governance failures to manufactured sensations. Tully was particularly critical of the lack of serious discussion on administrative reforms, noting that there is little public accountability for how government programmes are implemented on the ground. He stressed that governments must be prepared to face journalistic scrutiny, describing criticism by the press as invaluable to democracy, and warned that attempts to control the media are dangerous, calling the steady decline in India’s press freedom ranking deeply alarming.

Reflecting on governance, Tully observed that despite visible policy initiatives, administrative functioning remains pervaded by a lingering colonial mindset. He cited examples from rural India, where welfare schemes are often misdirected, such as Below Poverty Line cards being issued to those who least need them, while genuine beneficiaries are ignored, and complaints to block-level officials are routinely dismissed or met with hostility. For Tully, rural India remained central to understanding the country’s real governance challenges, as corruption, nepotism, and systemic failures are most visible at the grassroots. He repeatedly emphasised that journalism must venture beyond urban narratives to document these realities.

Recounting the personal risks he faced as a reporter, Tully shared an incident from his early career while covering riots in Faisalabad, where he returned to a burning site to file his story, was briefly detained, and overheard Indian journalists discussing his situation before they helped secure his release, allowing him to complete the report. The episode, like much of his career, underscored his belief that truthful reporting often demands courage, persistence, and an unwavering commitment to bearing witness.

Early Life

Mark Tully, the legendary BBC journalist often described as the “voice of India”, has passed away, leaving behind a body of work that shaped how the world listened to, argued with, and understood India for more than four decades. For generations of listeners, his measured baritone on the BBC World Service was not merely reporting India—it was interpreting its contradictions with empathy, scepticism, and rare moral clarity.

Born in Kolkata in 1935, the same year the Government of India Act set in motion the final phase of British withdrawal, Tully’s life mirrored the arc of the country he would one day chronicle. Son of a senior colonial-era business executive, he grew up insulated by the privileges and prejudices of the fading Raj. A childhood incident—being slapped by his nanny for learning to count in Hindi—became emblematic of the distance colonial society enforced between itself and India. Tully later referred to himself, half-ironically, as a “relic of the Raj,” fully aware of the contradiction he embodied.

Yet history has a way of reclaiming its own. When Tully returned to India in the early 1960s as Assistant Representative at the BBC’s New Delhi bureau, he encountered a nation that no longer belonged to the empire but to uncertainty, ambition, and democratic churn. Carving a space for the BBC in an airwave landscape dominated by Akashvani and Radio Ceylon was no small task. What distinguished Tully was not speed or sensationalism, but patience—listening longer, asking harder questions, and refusing to simplify India for foreign consumption.

Under his stewardship, the BBC reported on India’s most defining moments: the 1965 and 1971 wars, the birth of Bangladesh, the Emergency of 1975, Punjab’s insurgency, and Operation Blue Star. His journalism was not detached; it was deeply contextual, often uncomfortable, and fiercely independent. During the Soviet invasion of Afghanistan in 1979, when most agencies fled, Tully and colleague Satish Jacob reconstructed the conflict from Delhi airport interviews—an exercise in journalistic ingenuity that later revealed the shadowy movements of Murtaza Bhutto.

Legends followed him. During the Emergency, an alleged broadcast nearly landed him in jail on Indira Gandhi’s orders—until I K Gujral discovered the report was fiction. For 22 years as BBC’s India Bureau Chief, Tully became an institution unto himself. After radio, he turned to documentaries and books, most notably India’s Unending Journey, continuing his lifelong interrogation of power, faith, and democracy.

Knighted in 2002 and awarded the Padma Bhushan in 2005, Sir Mark Tully remained a familiar presence at the Press Club of India—curious, accessible, and always listening. He arrived as an outsider. He stayed long enough to become indispensable. And in doing so, Mark Tully did what few correspondents ever manage: he stopped reporting India from a distance and began speaking with it.

India’s higher education has carried a quiet contradiction for decades.We promised mass access and global competitiveness in the same breath, but we continued to run universities on a timetable-and-classroom logic designed for a smaller, more uniform learner population.

The UGC (Minimum Standards of Instruction for the Grant of Undergraduate Degree and Postgraduate Degree) Regulations, 2025 effectively updates that operating system—without shouting—by shifting the sector from rigid, single-track journeys to stackable, flexible,credit-based learning lives.Placed alongside the National Credit Framework ecosystem and theemerging practice of blended learning and multi-assessment, the 2025 direction is not incremental reform. It is a new design philosophy: higher education as a portfolio of capabilities, not a single linear credential. The young learner today does not want only “a degree”; they want a credible pathway to a job, a career pivot, an enterprise, a second skill stack,and—most importantly—a sense that learning can keep pace with life.What follows is a pro-student, pro-placements, pro-entrepreneurship reading of the five major “game changers” now made possible at scale: two admissions a year; open choice of discipline; dual degrees including online pathways; up to 50% credits as skills/vocation/apprenticeship; and a decisive movement toward continuous, authentic assessment beyond written exams. These are not five separate reforms. They are five parts of one larger shift: the university becoming a platform where learning, work, and capability development meet.

The Second Intake Revolution: Ending the “Lost Year” Penalty Two admissions a year—July/August and January/February—may look like a calendar adjustment, but it is, in reality, an equity reform. India has a large pool of “near entrants”: students who are qualified and motivated, yet miss admission windows because of a medical crisis at home, a financial disruption, a delayed result, a migration, or a caregiving obligation. In the old system, missing one deadline often meant losing one full year, and the “lost year” frequently became a lost Learner.Biannual admissions convert that leakage into enrolment. They also change the psychology of aspiration. A student who misses an intake no longer feels “I failed” but “I will enter in the next cycle.” In several contexts, universities have already begun aligning processes with this logic; Gujarat University’s reported second-phase admissions and the idea of direct entry into the second semester signal how institutions can operationalise the principle.The deeper opportunity is even more consequential. Two intakes normalize work-integrated entry. A learner can spend six months in an apprenticeship, a skilling term, or a structured internship, and still enter the degree pathway in January without losing academic rhythm. When the university begins to recognise that learning happens in seasons—sometimes in classrooms, sometimes in workplaces—it becomes far more attractive to first-generation learners and working learners who cannot afford “education without earnings.”Discipline Is No Longer Destiny: Freedom to Choose, with Bridge-to-Choice UGC 2025 takes a bold position that Indian education has needed for a long time: the subjects you studied in Class 12 should not imprison your future. If a learner clears the relevant entrance examination, they can enter an undergraduate discipline irrespective of their school subject combination, with the institution empowered to provide bridge courses to address gaps. The same spirit extends to postgraduate entry as well: learners can move across domains, provided they meet entrance requirements and complete any necessary foundational support.This is pro-student, but it is also pro-economy. The job market is reorganising around skill clusters, not traditional departments. It is increasingly normal for careers to sit at intersections: data plus domain knowledge; design plus business; psychology plus HR analytics; law plus technology; sustainability plus finance; communication plus digital strategy. In such a world, forcing learners to stay “within lane” is not academic purity; it is employability sabotage.
There is also a deeply Indian reason this matters. Many learners discover their real interests late, often after exposure to the world of work or after encountering the right mentor. A student who chose science in school under family pressure may genuinely belong to media and communication; a commerce student may find their calling in product design or public policy. The new flexibility makes the university a place where such discovery is possible without social penalty.The institution-level implementation cue is clear: build a flexible major–minor architecture and a meaningful common core. A learner should be able to hold a primary identity—say, engineering or commerce—while building a formal secondary identity through a minor,a certificate, or a cross-faculty sequence. A common core that includes design thinking, financial literacy, and AI ethics is no longer “nice to have”; it is baseline competence for citizenship and work.The bridge-course mindset will decide whether this reform becomes liberating or merely procedural. If bridge courses become remedial and stigmatizing, the reform will underperform. If bridge courses are designed as launchpads—short, studio-like foundational modules that build confidence through applied learning—discipline mobility will become a genuine democratizer.

Dual Degrees: The Portfolio Learner Becomes Legitimate UGC 2025 formally recognises the possibility of pursuing two UG programmes simultaneously and two PG programmes simultaneously,within the flexibility frameworks notified by the Commission. This sits comfortably with the earlier logic that allowed two programmes across modes—one physical and one ODL/online, or even two ODL/online—subject to recognition, overlap rules, and compliance.At its best, dual-degree design solves a real market problem. Graduates frequently emerge with either domain knowledge without contemporary skills, or skills without domain anchoring. Dual learning allows breadth without abandoning depth. It also legitimises the “hybrid professional,” increasingly the most employable person in the room: the BA/BCom learner with data foundations; the BSc learner with UI/UX and product thinking; the engineer with entrepreneurship and management; the humanities learner with digital media and analytics.

Consider a realistic student in Kolkata or Raipur: enrolled in a conventional undergraduate programme, but also pursuing an online pathway in data analysis, digital marketing, or product design from a recognised provider. In three years, that learner’s transcript becomes a portfolio: one part disciplinary training, one part employability stack,and one part demonstrated work. The university stops producing “graduates,” and starts producing “profiles.” The foreign online degree possibility adds a further layer of opportunity: global exposure, benchmarking, and network effects. But it must be handled with adult caution. Recognition and regulatory alignment matter, and learners must be protected from non-recognised or non-transferable traps. The safest, most student-friendly pathway is not to discourage international online learning, but to build advising and due diligence so students choose credible, recognised options and understand how these credentials will be valued by employers and Institutions.

In other words, dual degrees can democratise global learning, but only if the university becomes a guide, not a bystander.

When 50% Credits Can Be Skills: The Degree Learns to Work One of the most transformative possibilities in UGC 2025 is the explicit permission to structure learning such that while a learner secures a minimum 50% of total credits in the discipline to earn a major, the remaining 50% may come from skill courses, apprenticeships, and multidisciplinary subjects. The regulations also emphasise integrating vocational education, training and skilling, and internships within UG/PG structures. This is not cosmetic. It dismantles an old hierarchy where skills were treated as “extra,” and signals a new reality: a degree is not only knowledge; it is capability. Once skills and work-based learning carry real credit weight, higher education becomes attractive to those who were previously ambivalent about universities—working learners who need flexibility, first-generation learners who demand employability value, and families who cannot afford years of education without visible Outcomes. This is precisely where the National Credit Framework logic becomes operational. If up to half the learning can be creditised across academic,vocational, skills, and experiential domains—recorded through appropriate credit banks and mapped to outcomes—then education and training stop competing. They begin to blend. The employability engine is simple but often missed: skills must be embedded inside the curriculum, not treated as a weekend add-on. When skills training, interdisciplinarity, organic learning, and multi-assessment work together, graduates become demonstrable problem-solvers rather than transcript-holders. A student who has completed a credit-bearing apprenticeship in a local industry cluster, a stackable micro-credential aligned to hiring needs, and a capstone that solves a real problem is not merely “qualified.” They are employable with evidence.

This shift also energises entrepreneurship. A skill minor in product Management or digital commerce can feed directly into venture building.

A vocational-credit sequence in sustainability auditing can become a service enterprise. A design-and-business blend can produce founders

who understand both creation and markets. When credits legitimise skill-building, the university begins to generate not only job seekers but

job creators.

Exams Make Way for Evidence: Continuous, Authentic, and Not Only Written

UGC 2025 decisively broadens evaluation beyond written examinations.It expands the units of evaluation to include seminars, presentations,class performance, fieldwork, and similar demonstrations, with weightage determined transparently by academic bodies. It mandates continuous evaluation alongside semester or year-end examinations and asks institutions to prioritise formative assessment.

The most important implication is cultural: assessment begins to shift from testing memory to validating capability. Many people fear that continuous and non-written assessment “lowers standards.” In reality, it often raises standards because it makes learning harder to fake. A written exam can be gamed; a portfolio of work, a live project, a lab demonstration, a reflective log of problem-solving, and a capstone cannot be replicated without real engagement. Multi-assessment, as an institutional practice, reduces the high-stakes pressure of single-shot exams and makes evaluation more inclusive for diverse learners. It also creates richer employability signals. Employers do not hire marks; they hire evidence of capability. When assessment includes performance-based tasks, inquiry-driven assignments,collaborative work, and reflective documentation, the transcript becomes a story of what the learner can actually do. Indian universities already offer hints of how this can work. Delhi University’s UGCF entrepreneurship track, for instance, speaks the language of venture building—idea validation, market research, prototype or MVP development—essentially treating entrepreneurship as assessable learning rather than as extracurricular theatre. That is exactly the shift India needs: assessment as proof of creation, not proof of recall.

A well-designed system will make e-portfolios and capstones mainstream. The e-portfolio becomes the learner’s public ledger: curated projects, fieldwork, presentations, prototypes, writing samples, and reflections. It is simultaneously an assessment tool and a placement asset. Done properly, it becomes the learner’s most powerful negotiation instrument in the job market.

The Missing Link: Blended Learning and a Project Ecology that Protects Equity

None of these reforms scale unless universities can deliver learning through a blended, flexible architecture. Blended learning is not a superficial “tech addition.” It is the cohesive integration of face-to-face and online modes through curriculum redesign—moving passive content delivery into flexible spaces and using in-person time for active,participative learning.

But India’s equity constraint is real. The digital divide is not a slogan; it is a structural barrier. If blended learning is designed around data-heavy, synchronous video models suited to high-resource environments,it will exclude precisely those learners higher education must include.This is why an “asynchronous-first” design philosophy matters. When content is accessible on low bandwidth, mobile-first platforms; when learning resources can be downloaded and revisited; when engagement is designed through thoughtful discussion prompts and periodic high-impact in-person sessions—then blended learning becomes a tool of inclusion rather than exclusion.

A strong blended model also builds a project ecology. It frees campus time for studios, collaboration, fieldwork, and project-based learning. It encourages interdisciplinarity because real projects rarely respect departmental boundaries. It makes room for apprenticeships and internships because learning can be planned around work cycles. In short, blended learning is not merely a delivery mode; it is the infrastructure of flexibility.

The New Campus Engine: When Placements and Entrepreneurship Share One Wheel

UGC 2025 gives the policy space, but universities must build the institutional machinery. A key shift is to stop treating placement as a seasonal activity and begin treating it as a year-round academic engine. That means building a robust Collaboration and Placement Centre with a dual mandate: placements and entrepreneurship. In a developing economy, employability and enterprise creation are not separate missions; they are two sides of the same economic development coin. This is where industry engagement becomes more than MoUs and guest lectures. Partnerships must mature into structured pipelines: internship quotas, live projects, co-developed modules, mentorship, and recruitment alignment. When industry advisory boards inform curricula, when projects are sourced from real industry pain points, and when evaluation is built around authentic outcomes, placements stop being a last-semester scramble. They become the natural consequence of the learning model. India has already seen how institutional ecosystems can shape entrepreneurial outcomes. Incubation and innovation models associated with leading institutions—such as structured entrepreneurship and incubation ecosystems—show that when mentorship, networks, and real problem solving are institutionalised, venture creation rises. UGC 2025, through credit flexibility and authentic assessment, makes it possible to embed those ecosystems into mainstream degrees, not only into elite Islands. A More Humane, More Useful University UGC 2025 should be understood as a shift from degree delivery to capability development—multiple entry points, multiple pacing options, and multiple ways to prove competence. It is pro-student because it respects life realities. It is pro-placements because it legitimises skills, portfolios, apprenticeships, and industry-facing outcomes. It is pro- entrepreneurship because it makes projects and venture-building assessable within formal education.

The true “game changer” is not any single clause. It is the combined effect: a university that can admit more learners, let them build hybrid identities, let them earn skill credits meaningfully, and let them prove learning through authentic work. Done well, this is how India increases participation, reduces dropouts, improves graduate outcomes, and creates a generation that is not only educated, but employable, entrepreneurial, and future-ready.

An astounding feature of India's higher education is that it ranks among the biggest in the world, with a plethora of colleges, a few hundred universities, and an annual output of millions of graduates. Nevertheless, such a vast setup is confronted with a critical issue: why is it that not even one Indian university, despite its magnitude, finds a regular place among the worlds top, ranked institutions?

That question is, in fact, more poignant if we actually recall that this same land was a world centre of learning some two millennia ago. Universities like Nalanda and Takshashila were not only India’s pride but part of the world’s shared intellectual heritage. Today, it seems the roles have been reversed since Indian students have been going abroad for studies in increasing numbers, Indian universities have been continuously falling behind in global rankings.

At the heart of the problem, there is a university system in India that is not strong in research culture, that is not well funded, that lacks academic freedom and that is not globally oriented. It is quite true that India is a major contributor to the world's research papers, but their citation impact of these papers is much lower than that of leading countries. The main reasons are: very limited spreading of funds, no high tech facilities, very few opportunities, and overburdening of the teaching faculty. If researchers are not given sufficient time and resources, production of high, quality work is very unlikely.

Institutions such as the IITs churn out brilliant engineers, but if they fail to massively integrate disciplines like medicine, law, social sciences, and public policy, they won't be able to meet the global standards. At the same time, the top universities in the world are dependent on interdisciplinary ecosystems that incubate creativity and innovation. India's system, however, remains confined to silos.

Governance and autonomy issues are also major impediments. A large number of Indian universities are so deeply caught up in bureaucratic controls and policy limitations that they almost cannot make quick, autonomous decisions. Meanwhile, leading global universities attract top talent because of their flexibility and freedom.

Equally concerning is the near absence of foreign faculty on Indian campuses. Visa rules, salary caps, and the red tape of the bureaucracy are some of the things that prevent talented people from all over the world from coming to India. Consequently, Indian higher education institutions do not have the international mix that is one of the factors directly affecting the global rankings of universities.

Yet, there is still some small hope at the end of the tunnel. The rise of a handful of private universities, such as Ashoka, O.P. Jindal, and Amrita, show that Indian universities can really compete at the global level if they are given proper autonomy and the right facilities. A major aspect of their fast progression has been their freedom to form partnerships abroad.

In essence, the main question should not be why India is losing ground but what great leap it can take by 2047. The National Education Policy (NEP) 2020 has set broad directions by focusing on multidisciplinary education, research, and granting more autonomy to institutions. However, policies by themselves do not suffice. India should take bold steps in making research a high priority, training professors, forming partnerships abroad, and structurally upgrading its universities.

If India successfully tackles the above challenge, then it will not only be an economic giant but also a world intellectual leader by 2047. On the other hand, if the slow pace continues, the rest of the world will advance, and India will keep questioning: why are our universities not among the best?st global academic legacy.

The long-running debate over India’s entrance examination system appears to be reaching a decisive turning point. The central government’s proposed SAT-based admission model is not just a move towards phasing out major national-level exams like NEET, JEE, and CUET—it is an attempt to reshape the entire education ecosystem under a new framework. If implemented, this could be considered the biggest reform in Indian higher education in decades.

The goal of this new system is pretty straightforward: to lessen student stress, limit the coaching culture dependency, and bring school education back to the main focus. This method is in line with the essence of the National Education Policy (NEP) 2020, which has always highlighted school- based assessment and conceptual learning.

Will This Model Alleviate Student Burden?

Scheduling the SAT twice in the Class 11 proposal seems like a fair compromise. Besides one more chance to better their scores, students, when their Class 12 board results are combined, could see the admission process gradually becoming more integrated, transparent, and school centric.

In the past, the whole pressure of competitive examinations has been on after Class 12. By distributing this burden over two years, the new system could significantly reduce mental stress among students.

Can the Coaching Culture Really Be Curbed?

India's coaching industry has practically evolved into an education system parallel to the formal one. Kota and Hyderabad, Delhi, and Patna are cities that draw hundreds of thousands of students every year.

Higher stress, financial issues, and the steady stream of news about student suicides have regularly exposed the flaws of this system

Measures in the new framework like cutting down coaching hours, not allowing students under 16 years to attend, and school related exams can reduce the influence of coaching centres. Such a change would be welcomed by society and parents alike.

A Transformative Step for Rural and Marginalised Students

The biggest challenge in Indian education has always been equal opportunity. When coaching is expensive and access to big cities is limited, rural and economically weaker students are naturally left behind.

The new system could significantly narrow this gap. NCERT-based assessments, in-school preparation, and fair percentile-based allocation could make the admission process more inclusive.

Is Uniformity Across State Boards Possible?

This is perhaps the most critical challenge. India's state boards vary greatly in their syllabi, assessment patterns, and difficulty standards. In case the SAT syllabus is based on NCERT, state boards will need to overhaul their curricula to keep the students at the same level.

The change will be possible only if the states are empowered with a major role and given sufficient time to execute the plan.

What Do Experts Say?Many experts are of the opinion that this model can lighten the students' stress load, however, they also regard syllabus alignment as the biggest problem. They see it as a great chance for students from rural areas and tell teachers to start preparing for the change now.

Some educators feel the system could help end rote learning, but they also stress the importance of uniformity across state boards. In their view, this reform could improve mental health, offer financial relief, and enhance teaching quality.However, they also suggest pilot projects first to full, scale implementation.

Educators' optimistic responses notwithstanding, they also show that they are cautious about the challenges of execution.

The Bigger Picture

The main purpose of the new admission system is fundamentally good and it can bring about a number of benefits, such as student stress reduction, school education getting its due, and decreasing reliance on coaching institutes.

However, this change is far more than simply a matter of an examination, it demands a fundamental re-thinking of the way students are taught, how the teachers will be prepared, and the whole administrative machinery of education. The model will only be viable and sustainable if the government opts for the phased implementation, first through pilot projects, and later in partnership with the states.

The choice of 2027 as the deadline is certainly a bold move, however, it could very well be the beginning of a new era for the Indian education system.