In a significant policy shift, Union Agriculture Minister Shivraj Singh Chouhan has proposed transferring the Centre’s ₹1.7 lakh crore annual fertiliser subsidy directly into farmers’ bank accounts through the Direct Benefit Transfer (DBT) system. The move, if implemented, could fundamentally alter how subsidies are delivered and utilised in India’s agriculture sector.

Existing Subsidy Framework

At present, fertiliser subsidies are routed to manufacturers after fertilisers are sold to farmers at subsidised rates. Since 2018, more than 2.3 lakh Point of Sale (PoS) retailers across the country have been linked to the Department of Fertilizers’ e-Urvarak portal. Under this system, farmers authenticate their purchases using Aadhaar, Kisan Credit Cards, or other government-approved identification. The real-time tracking mechanism ensures that subsidies are disbursed to companies only after verified sales.

While this system improved transparency and reduced leakages, the subsidy technically benefits manufacturers first, with farmers receiving fertilisers at controlled prices rather than direct financial support.

Putting Farmers in Control

The proposed reform seeks to reverse this flow. By depositing subsidy amounts directly into farmers’ bank accounts, the government aims to empower cultivators to choose the type and quantity of fertilisers best suited to their soil health and crop patterns. The minister presented the idea at the Pusa Krishi Vigyan Mela, emphasising that greater choice would encourage balanced nutrient usage and potentially curb overdependence on specific fertiliser brands.

Officials also indicated that digital monitoring mechanisms would remain in place to ensure accountability and prevent misuse.

A Wider Agricultural Push

The proposal aligns with broader efforts to modernise agriculture, including targeted Kisan Credit Card loans at concessional rates for small farmers, promotion of integrated farming models, and increased outreach by agricultural scientists at the village level. Together, these initiatives aim to boost farm incomes, strengthen food security, and promote sustainable cultivation practices.

If rolled out, direct fertiliser subsidy transfers could mark one of the most consequential reforms in India’s farm support architecture, shifting the focus decisively toward a farmer-first framework.

In a landmark decision, Allahabad High Court has ruled that a live- in relationship of two consenting adults belonging to different religions without the intention of marriage is not a criminal offence under the Uttar Pradesh Prohibition of Unlawful Conversion of Religion Act, 2021. The court expressed this view while hearing a batch of 12 petitions by women who sought police protection on the ground of being threatened for their association with men of different religions in life, in relationships, these being allegations levelled against them.

Out of 12 petitions, 7 were filed by Muslim women residing with Hindu men, and in the other 5 cases, women were of the Hindu religion and men of the Muslim faith. The petitioners informed the court that they faced harassment from family members and others for their choice of love. The Judge hearing the matter, Justice Vivek Kumar Singh, said that the court was looking at the petitioners as consenting adults who have exercised their right of personal choice, not as belonging to any religion, or fact of their religious beliefs.

In a strongly worded observation, the bench noted that if the law permits even same-sex adults to live together peacefully, then neither families nor the State can object to a heterosexual live-in relationship between two majors acting out of free will. The court underscored that the right to life and personal liberty under Article 21 of the Constitution includes the freedom to choose a partner and live with dignity.

The State government opposed the petitions, arguing that the anti-conversion law requires prior declaration to the district magistrate if religious conversion is involved, and that such compliance had not been shown. However, the court found no material to indicate that any conversion had taken place or was even attempted.

Conversion is understood as giving up ones religion to embrace another, " the bench said while noting that none of the petitioners had made allegations of coercion or intention to convert. Since there was no FIR or complaint accusing them of illegal conversion, the court found that the simple fact of an interfaith relationship should not be grounds for criminal liability under the law.

By referring to Articles 14, 15, and 21, the High Court ruled that consensual interfaith live, in relationships are fully protected by the constitution. The Court advised that the petitioners may request police protection if they feel threatened, and it clearly distinguished between illegal religious conversion on the one hand, and adults' fundamental right to choose their partners on the other.

The involvement of the Big Tech Giants in farming will pose a risk to farmers and food sustainability, warns a report from the International Panel of Experts on Sustainable Food Systems (IPES, Food).

According to the report, major technology companies like Amazon, Microsoft, Google, and Alibaba are utilizing Artificial Intelligence (AI) in ways that deeply influence food production, which results in farmers being over, indebted, dependent, and exposed to climate risks.

IPES, Food is a global think tank that sets the agenda and helps pave the way for sustainable food systems worldwide. It carries out research into political economy, nutrition, climate change, ecology, agronomy, agroecology, and economics, as well as being politically active.

The publication "Head In The Cloud" demonstrates how the tech giants command the financing and policy space while they get a massive amount of public money and at the same time, they tear down the initiatives that would give the farmers more control over their means of production and sustainability.

The study shows that industrial agriculture is progressively being designed around data- driven precision tools that are the results of collaborations between Big Tech and Big Agro. Such capital intensive models typically need large upfront investments, thus, the financial risks of the farmers are increased, and the smaller scale producers are marginalized.

Furthermore, the report indicates that this data, heavy systems use great amounts of energy, minerals, and water resources, confine agriculture to high input monocultures, and thus raise the impact of climate hazards.

Big Tech companies are leveraging AI and cloud based systems to guide crop and input decisions. In reality, this implies that the farming decisions are largely influenced by proprietary algorithms which are not transparent and accountable, thus, the farmers are being deprived of their knowledge and decision making autonomy.

At the same time, the companies are gathering data from farms to increase their profits, thus the farmers are losing control and ownership of their own information.

Consequently, only a few tech companies are becoming extraordinarily powerful in dictating the way food is being and will be produced, states the report.

The report calls for a just, resilient, and sustainable food system to deal with the challenges of climate change and global instability.

According to experts from IPES, Food, the path to a fair and sustainable food system involves changing the ones who control innovation, the ones who benefit from it, and also rethinking what we call innovation initially.

A new Scaler-CyberMedia Research study reveals a stark "AI confidence-capability gap" among Indian engineers: 89% claim AI readiness, but only 19% have hands-on experience building AI/ML systems, threatening the nation's tech workforce edge.

Illusion of Preparedness

Surveying 400 engineers and recruiters, the report shows engineers often mistake API usage or basic AI exposure for true expertise in model training, deployment, and scalable infrastructure. Recruiters demand proof through live coding, project demos, and production experience over certifications.

Organizational Hurdles

55% cite workload pressures leaving no upskilling time; 49% point to training costs. India's service-based IT model prioritizes billable hours over experimentation, trapping mid-career professionals between deadlines and reinvention needs.

Gender Divide Emerges

Women engineers face acute barriers: 65% report work-life imbalances curbing learning; 56% lack AI mentors/role models. Without structured pipelines, AI's rise risks widening senior-level representation gaps and stalling career mobility.

Recruitment Shifts

86% of recruiters struggle sourcing genuine AI talent, tightening criteria with technical tests and simulations. "Evidence-of-work" now trumps resumes, sidelining theoretical skills in a market valuing deployment over declarations.

Path Forward

The study urges corporate learning time allocations, subsidized advanced training, and institutionalized mentorship—especially for underrepresented groups—to convert ambition into global competitiveness. AI demands systemic overhaul, not individual effort alone.

This paradox challenges India's engineering export model amid NEP 2020's tech-education push, signaling urgency for skill-depth over scale.

Scientists at the Department of Mechanical Engineering, IIT Delhi, are working on a new type of high, efficient air conditioner that has already demonstrated a capacity to cut electricity consumption by about one third.

It is known that rapidly increasing heat stress leads to various health risks and lowers productivity, and these effects have already reached alarming levels. According to the India Cooling Action Plan, Report by Ministry of Environment, Forest and Climate Change, Government of India, 2019, with the increase in temperature and the consequent rise in air conditioning usage in homes and offices, electricity consumption for cooling will be three times more by 2037, 38.

The researchers are also in the process of developing a different type of energy, saving air conditioners to solve the problem.

The group of researchers led by Prof Anurag Goyal and including Ananthakrishnan K, a doctoral research student of the Department of Mechanical Engineering, is currently developing a laboratory- scale prototype of this new system, which has already demonstrated a capacity to reduce electricity consumption by approximately one third.

The vapor-compression system-based ACs in use today remove humidity by overcooling the air until moisture condenses, which is a highly energy-intensive process. Prof Anurag Goyal's research group has developed a new concept that utilizes a compact add-on module to directly tackle moisture.

The module uses a salt solution (liquid desiccant) that absorbs water vapor from incoming outdoor air. A thin and selective polymer membrane sits between the air and the salt solution and prevents the salt from carrying over into the building's air, which is a common concern with existing liquid-desiccant systems.

After the solution is diluted by absorbed moisture, it must be dried to allow continuous reuse. The team uses an innovative system integration concept to continuously revive and recirculate the same salt solution. Instead of adding a burner or an electric heater, the design uses heat that the AC already throws away through its condenser (the outdoor unit) and redirects it to a regenerator module to dry the salt solution again.

The system is designed to precisely match the energy transfer rate in the two parts, vapor compression and desiccant modules, across various outdoor cor the hybrid, resulting in around 33 per cent lower energy consumption, while meeting the same indoor comfort targets. Across representative Indian climates, the predicted savings range from 28 per cent (in very humid areas) to 41.5 per cent (in dry and arid areas)," Prof Anurag Goyal said.

The research team anticipates wider adoption of such a sustainable cooling technology, particularly in Indian buildings.

A study titled 'Model-based analysis of a novel hybrid membrane-liquid desiccant air conditioner for high-efficiency space cooling' on their work has been published in the Journal of Building Engineering.

Agreements signed in the presence of Modi and Netanyahu during PM's Jerusalem visit; pacts cover innovation, maritime heritage, fintech, education and trade cooperation.

During Prime Minister Narendra Modi's two, day state visit to Israel on Thursday, India and Israel signed a host of agreements and Memoranda of Understanding (MoUs) in areas such as artificial intelligence, cybersecurity, agriculture, education and commerce.

The signing of the agreements was witnessed by Modi and his Israeli counterpart Benjamin Netanyahu, led their joint statements in Jerusalem, attesting to the increasing strategic, technological and economic relationship between the two countries.

The wide, ranging agreements cover areas such as innovation, agriculture, geophysical exploration, maritime heritage, fisheries and aquaculture, artificial intelligence, education, commerce and cybersecurity.

A cultural exchange MoU and an agreement to set up the India, Israel Innovation Centre for Agriculture were signed by Israeli Foreign Minister Gideon Saar and External Affairs Minister S. Jaishankar.

An MoU on geophysical exploration was signed by Israel's Energy and Infrastructure Minister with Jaishankar.

An MoU on fisheries and aquaculture was signed by Israel’s Minister of Agriculture and the External Affairs Minister.

The two sides also signed an agreement to advance education through the use of artificial intelligence, with Israel’s Minister of Education and Jaishankar formalising the pact.

The report of the 4th India-Israel CEO Forum was presented by Israel’s Trade Commissioner and India’s Ambassador to Israel, J P Singh. Implementation protocols were also concluded under existing agreements covering commerce, services, manufacturing and the restaurant sector.

Among the other key outcomes were a Letter of Intent for the establishment of a Cyber Centre of Excellence and an MoU linking India’s Unified Payments Interface (UPI), operated by the National Payments Corporation of India, with Israel’s Masav system

Additional agreements included a commercial arbitration pact, an MoU between the International Financial Services Centres Authority (IFSCA) and the Israel Securities Authority, and a separate MoU on artificial intelligence aimed at strengthening cooperation in cutting-edge technologies.

Officials said the new agreements are expected to boost research collaboration, trade flows and high-tech engagement, further deepening the India-Israel strategic partnership.

According to the World Health Organization (WHO), the world faces a health worker shortage of approximately 20% (~15 million)—a gap likely to widen rapidly under the current education system, driven by chronic diseases and an ageing population. Simultaneously, rapidly changing technologies necessitate reskilling the existing 65 million global health workers. This presents a massive challenge for the world.

Consequently, the global mobility of health care talent is rising. Countries like the US, Canada, Australia, and various European nations have been depending more and more on foreign, trained health workers. The OECD's International Migration Outlook draws attention to this trend by indicating that there are substantial proportions of foreign, trained doctors and nurses in the leading health systems.

This global deficit presents an opportunity for India. Historically, India has prioritised domestic sufficiency, making strides through changes in the National Medical Commission’s structure and policies. Our curriculum, regulations, and training remain distinct and tailored to local needs. The focus has been inward; in fact, global opportunities have often been viewed as a threat—a brain drain. However, this need not be a zero-sum game. It can be a win-win: The domestic market can continue to serve domestic requirements, while we simultaneously create a parallel export-oriented medical education ecosystem as a special economic zone.

This proposed Medical Education Global Centre of Excellence could be a sovereign play insulated from standard Indian regulations. It would allow free-market operations to attract investment, adopt global regulations and accreditations, and recruit health workers/faculty from India and abroad.

We should look closely at the Caribbean model and other such export- oriented models. Other nations, including Poland, have successfully deployed similar models to meet the standards of export markets like the US, UK, Canada, and Scandinavia.

Key lessons include:

Curriculum alignment: Adopting global curricula (e.g. USMLE), textbooks, and faculty.

Clinical integration: Tie-ups with global teaching hospitals for clinical rotations (e.g., the 2+2 year model).

Accreditation: Adopting major global standards.

Financial recognition: Securing recognition from the major target geographies department of education to ensure student eligibility for loans.

Investment: Encouraging for-profit colleges with global investors.

India ought to consider a Global Centre of Excellence route, export, driven medical education SEZ zones with different domestic regulations, taxation, and investment rules. These zones would provide medical, nursing, and allied health care training using internationally aligned curricula and supported by frameworks that facilitate global accreditation and workforce mobility. Such SEZs would open the door for collaborations between Indian institutions, the global private sector, and leading international universities and provide the necessary flexibility to comply with the destination country licensing requirements.

A selective incentive frameworke.g., tax holidays, GST/duty exemptions, and export incentives would lure private investments and reduce the cost of education. Utilizing India's large pool of clinicians and the visiting global faculty, this solution would enable students to acquire their foundational training in India and eventually migrate to residency or specialisation abroad without any hassle. Thus, a scalable, export, driven ecosystem is created which serves the global workforce demand.

To realise this vision, critical challenges must be addressed. Foremost is the deregulation of SEZ curriculums to meet diverse international standards, ensuring graduates are practice-ready and globally mobile. Equally important are frameworks allowing foreign university partnerships, private investment, and genuine educational autonomy. Crucially, these SEZs cannot be isolated clusters near ports like traditional SEZs; they must be designated zones near India's existing medical hubs. Not preventing existing Indian faculty and patient participation into the SEZ ecosystem is essential. Achieving the right balance at the intersection of domestic and SEZ rules will be key. A pathway to bridge-qualify for Indian practice (NMC registration) if the students choose to stay in India as well as choose other similar pathways to other export markets.

India is uniquely positioned to succeed here. We possess a vast diaspora of global faculty, a massive pool of aspiring medical students, and a reputation as a major investment hub. With the right policies, we can leverage these advantages to create a services factory for the world, mirroring the success of the tech services industry. The domestic healthcare sector and patients could also benefit from the spill-over knowledge and expertise from these SEZs. Our global pool of medical professionals and extended diaspora can be valuable connection to support Heal in India. Heal in India and Heal by India, therefore, can become two sides of the same coin, as health care starts transcending geographic boundaries.

OpenAI has announced Arjun Gupta as its first Solutions Architect in India, which indicates a more direct and local effort to strengthen the founders who create with GPT models, multimodal systems and agent based AI.

Gupta, who was a Co, Founder and CTO at AuraML, posted the news on LinkedIn that he has joined OpenAI's go, to, market (GTM) team and will help founders go from early prototypes to production, scale deployments. His appointment comes just as India is seeing an upsurge in demand for first hand architectural support, and the AI adoption is progressing beyond the experimental towards the enterprise grade implementation.

"I'm starting a new chapter. I've joined OpenAI as the first Solutions Architect in India (GTM team)," Gupta wrote.

From startup founder to OpenAI's India architect

Before OpenAI, Gupta ran AuraML, which was a generative robotics simulation and synthetic data startup that raised $1.23 million in funding and partnered with companies including NVIDIA, Amazon Web Services, and Google Cloud. He has worked at the intersection of cloud infrastructure, machine learning model training, and AI pipeline deployment.

Gupta shared that he has been deeply involved in all aspects of AI system building, from scaling infrastructure and model training to solution delivery for actual customers.

Regarding the AI revolution in India, he expressed that the nation is on the brink of a major transformation and its technical talent, entrepreneurial drive, and access to better tools were some of the factors that gave it an edge.

OpenAI expands enterprise push

Gupta's appointment is one of the many steps OpenAI is taking to expand its enterprise focus. The company is engaging with large consulting firms for its most advanced AI alliance.

Consultants from leading firms such as Boston Consulting Group, McKinsey & Company, Accenture and Capgemini make up the core of the consulting giant part of the initiative.

OpenAI's engineers who are always on the ground will collaborate with consulting firms under this program to assist businesses in implementing AI agents in their essential operations such as software development, sales, and customer support.

In the heated enterprise AI competition, OpenAI is battling not only startups like Anthropic but also tech giants such as Google, all of whom are marketing AI solutions to large organizations. OpenAI has indicated that its strategy allows companies to continue using their current systems while at the same time working more closely with its research teams.

Record Budget for Sectoral Growth

Odisha Chief Minister Mohan Charan Majhi on Friday said that the state has made one of the highest budgetary arrangements for the growth and development of every sector, inlcuding the establishment of numerous medical colleges, a storng focus on social welfare scheems, and prioritisation on women development.

"Among the major states in the country, we have made the highest budgetary expenditure arrangements. Our focus has certainly been on all sectors, such as women and farmers, and we have also given great priority to the education sector. In general education, we have announced the establishment of four universities in four districts..." he stated.

New Medical Colleges and Social Security

The Chief Minister said that the state government has established a total of fifteen medical colleges, including Medical colleges for Ayurveda, Homoeopathic medicine, fisheries, and veterinary. There is also a provision of a pension for people beyond the age of 60. "In the health sector, we have also established five medical colleges, three of which are Ayurvedic and two are homoeopathic. We also established a Fisheries Medical College, a Veterinary Medical College, and two Engineering Colleges: one in Balangir and one in Paradip, where there was a great need. Based on this, we have established a total of fifteen medical colleges, a level never seen before. On this basis, we have taken every sector forward...In the social security sector, all those who complete 60 years of age will become eligible for pension..." he said.

Focus on Rayagada's Development and Women's Empowerment

On the same day, February 2, Majhi went to the district of Rayagada and was the first to open Subhadra Shakti Mela, which is an event that spotlights a district's work in the empowerment of women, and that was held at local GIACR ground from 2nd to 8th February.

The Chief Minister was also present at the occasion to speak to the crowd. Currently, they have increased the empowerment level of more than 1.52 lakh women and girls by supporting them through 12, 783 Self Help Groups (SHGs) in the district.

The CM inaugurated 109 projects worth over Rs. 600 crore, including 22 projects worth Rs. 238 crore and foundation stones for 87 projects totalling Rs. 366 crore, out of which Rs. 37 crore for the Majhighariani temple, during the inauguration of the Subhadra Shakti Mela in Rayagada district, which will provide new impetus for the district's development. The Chief Minister announced measures to construct indoor stadiums in all blocks, improve education, health, and transportation facilities, and stated that a medical college in Rayagada is awaiting government approval.

Financial Boost for Self-Help Groups

In addition, in the current financial year, loans worth approximately Rs. 200 crore have been disbursed to 4,217 self-help groups in Rayagada. This includes Rs. 14 crore in revolving funds to 9,335 self-help groups in Rayagada district, an additional Rs. 53.14 crore to 164 GPLFs, and loans totalling rs. 37.55 crore to 4,195 self-help groups. 

Odisha Chief Minister Mohan Charan Majhi on Friday said that the state has made one of the highest budgetary arrangements for the growth and development of every sector, inlcuding the establishment of numerous medical colleges, a storng focus on social welfare scheems, and prioritisation on women development.

"Among the major states in the country, we have made the highest budgetary expenditure arrangements. Our focus has certainly been on all sectors, such as women and farmers, and we have also given great priority to the education sector. In general education, we have announced the establishment of four universities in four districts..." he stated.

The Chief Minister said that the state government has established a total of fifteen medical colleges, including Medical colleges for Ayurveda, Homoeopathic medicine, fisheries, and veterinary. There is also a provision of a pension for people beyond the age of 60.

"In the health sector, we have also established five medical colleges, three of which are Ayurvedic and two are homoeopathic. We also established a Fisheries Medical College, a Veterinary Medical College, and two Engineering Colleges: one in Balangir and one in Paradip, where there was a great need. Based on this, we have established a total of fifteen medical colleges, a level never seen before. On this basis, we have taken every sector forward...In the social security sector, all those who complete 60 years of age will become eligible for pension..." he said.

Earlier, on February 2, Majhi toured the Rayagada district and after the opening of the Subhadra Shakti Mela, renewed the district's efforts in women's empowerment, which was held at the local GIACR ground from February 2 to 8.

The CM inaugurated 109 projects with a total cost of over Rs 600 crore.

Out of this, 22 projects worth Rs. 238 crore were inaugurated and foundation stones for 87 projects totalling Rs. 366 crore laid, of which Rs. 37 crore was for the Majhighariani temple. The CM launched the Subhadra Shakti Mela at Rayagada District which will open up the new avenues for the development of the district.

The Chief Minister declared the plan to construct indoor stadiums at all blocks, raise the level of education, health and transport facilities, and further, said that a medical college in Rayagada is awaiting government approval.

Besides, in the present financial year, loan facilities worth nearly Rs. 200 crore have been provided to 4, 217 self, help groups in Rayagada. This includes Rs. 14 crore in revolving funds to 9,335 self-help groups in Rayagada district, an additional Rs. 53.14 crore to 164 GPLFs, and loans totalling rs. 37.55 crore to 4,195 self-help groups.

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.

The Global Computer Science Entrance Test (GCSET) 2026 provides students who aspire to establish a good career in the technology field with a good chance. Being an online national-level test, GCSET is designed to help find the talented and aspiring students, who want to study undergraduate and postgraduate courses in computer science and other similar areas.

To those students who are seeking a B.Tech entrance test in Computer Science, GCSET is a genZ-friendly gateway to courses like B.Tech, BCA, B.Sc IT, M.Tech, M.Sc, and MCA in top universities. The test is aimed at testing abilities, technical knowledge, and critical thinking.  main attributes to be effective in the current competitive environment of technology.

Why take the GCSET for B.Tech Admission?

GCSET is a career-focused entrance test helping students gain admission in top private universities with just one score. As the field of artificial intelligence, data analytics, cloud computing, cybersecurity, and software development is expanding, the number of required skilled specialists is increasing.

The projections in the industry are:

These statistics indicate that computer science is becoming increasingly broad in its field, and GCSET is a good and timely option to consider by students intending to pursue their B.Tech studies.

GCSET 2026 Exam Process

The Global Computer Science Entrance Test is a 60-minute online based test that is meant to be available and convenient.

The process of admission entails:

• Registration:; Registration of the candidates will be done via the portals of the official registration.
• Examination: Present in the on-line entrance examination, according to the date of examination.
• Result
• Access candidate portal and view results and download the scorecard.
• Counselling: Choose the favoured campuses in the counselling process.
• Admission: pay the provisional fee and secure your seat

Admission Open for 2026

The GCSET 2026 application can be found on its official portal. Candidates will be expected to fill their full name, mobile number, and email address through the enquiry form and consent to receive a response on their application.

Through its high focus on innovation, technical knowledge and academic excellence, GCSET 2026 offers a clear route to students who are willing to be admitted to the best computer science programmes such as B.Tech. To students who are determined to have a future in technology, this entrance examination would be the start of a long-lasting success.

Engineering, medicine, and IT are the first things that come to the mind of students when they think about career opportunities. Agriculture is perceived as a risky venture because weather is unpredictable, market prices fluctuate and the industry relies on the natural condition of things. Nevertheless, contemporary farming has grown well past the olden day farming and it promises good career prospects, permanency, and entrepreneurial liberty.

In case you are in doubt about whether agriculture is a good career choice or not, here is a brief and factual glimpse at the reasons why it may be a good choice.

Farming is Evergreen 

Agriculture is also a necessity as opposed to other industries that are up and down with the economic trends. People will always need food. Based on the world population estimates, demand for food will quadruple by 2050. This generates a long term demand in the professionals in farming, agribusiness, food technology and agricultural management.

Although engineering roles may occasionally experience a saturation in the market, agriculture remains a stable position since it contributes to food security and rural growth.

Emerging Agritech and Modern Farming

Agriculture nowadays has not been restricted to ploughs and fields. It now has up to date technologies that include:

• Precision farming
• Use of drones
• Crop monitoring using artificial intelligence.
• Smart irrigation systems
• Data-driven farm management

The emergence of agritech startups has enabled graduates with the knowledge of both technology and agriculture to have new job opportunities. This is the reason why agriculture is among the rapidly changing professional fields.

Good Entrepreneurial Opportunity

Independence can be listed as one of the greatest advantages of selecting agriculture as a career. A lot of professionals establish their businesses including organic farms, dairy businesses, poultry businesses, food processing brands, and agricultural consulting services.

Agriculture is a career that enables one to become a business owner unlike other engineering occupations where an individual relies on corporate recruitment. The agricultural business can be lucrative and expandable with adequate planning and intelligent management.

Governmental Subsidies and monetary Programmes

In most countries, the policy support of agriculture comes in the form of:

• Subsidies
• Crop insurance
• Agricultural loans
• Rural development programs

Such measures contribute to minimising the risks and stimulating young specialists to become a part of the field. Such a degree of organised assistance makes agriculture safer than most people think.

Giving Back to Society

The problem of climate change and environmental protection is also a major issue that can be solved through agriculture. Organic farming, sustainable agriculture and climate-smart practices are becoming increasingly significant in the world.

The decision to become an agro-industrialist implies direct contribution to the production of food, the environmental balance, and sustainable development.

Work-Life and Lifestyle Benefits

Agriculture is a lifestyle choice among many people. Outdoor work, running your own farm or business, and lower population densities provide another type of professional fulfillment that does not exist in high-stress corporate work. Although engineering can provide office-oriented jobs, in agriculture, there is flexibility and closeness to nature.

There is risk associated with agriculture, particularly weather and market prices. Most of these risks are however manageable with modern technology, intelligent planning, diversification and government support.

All-in-all, agriculture has long-term demand, entrepreneurship opportunities, sustainability impact, and independence compared to such careers as engineering.

To individuals who are interested in innovation, owning business and developing a career that has a direct impact on society, agriculture is not a fallback career choice, it is a long-term career with good development prospects.

For more information or free career counselling, refer to AIACAT official website and call on the given number. 

After completing 12th, students often consider pursuing management courses. The BBA is rated as one of the most popular undergraduate programmes in India with a wide range of careers in the field of management. With  the introduction of the Global Management Common Aptitude Test (GMCAT), a management entrance test, the admission process  has been simplified. It lets you pursue  specialisations of the BBA in participating colleges. This article will list all the BBA courses that you can pursue, and will help commerce students make informed decisions.

What is GMCAT? The Convenient BBA Entrance Exam.

GMCAT (Global Management Common Aptitude Test) is a national-level, 100% online entrance test for Management courses. It evaluates management aptitude, analytical ability, leadership and decision making. The GMCAT score opens the door of BBA programmes in a wide range of national programmes. Formatted online, low cost and one window application make it ideal among the Class 12 students who are aiming to join the BBA colleges that will accept GMCAT 2026.

Types of BBA Courses

1. BBA in General Management

BBA General Management is a general business degree, which includes the basics of marketing, finance, operations, and HR. Case studies and projects enable students to be exposed to core managerial principles.

• Who Should Select: Multipurpose students seeking flexibility to do MBA or corporate work.
• Career Opportunities: Business Development, Operations Executive ( 4-7 LPA entry level)
• Duration: 3 years

2. BBA in Marketing management

BBA Marketing Management explores consumer behaviour, branding, online marketing and market research. Addresses content marketing, social media, advertising and SEO.

• Who Should Choose: creative brand lovers.
• Career Prospects: Digital Marketer, Brand Manager (₹5-9 LPA)
• Trending: 25% more placements are fuelled by the e-commerce boom.

3. BBA finance 

BBA Finance provides the students with financial planning, investment analysis, banking operations and corporate finance. The stock markets, mutual funds and risk management are all included.

• Who Should select : Numbers lovers who wish to be in banking/ wealth management.
• Career Choices: Financial Analyst, Investment banking ( 6-10 lpa )
• High ROI: Fintech development increases demand 30% per annum.

4. BBA Human Resource Management- People Leadership.

BBA HR Management courses include learning of talent acquisition, organisational behaviour, employee relations, and performance management. Pays attention to contemporary HR solutions such as working remotely.

• Who Should Select: Psychology/Communication lovers and like to assist people to develop.
• Career Alternatives: Human Resource Executive, Talent Acquisition (₹5-8 LPA)
• Future-Proof: The era of hybrid work enhances HR demand.

5. BBA in International Business Global Career Starter.

BBA International Business examines international trade, export-import, cross-cultural management and strategies in the international market. Includes world languages and world economics.

• Who Should Select: Travel loving students aiming at MNCs.
• Career Opportunities: Export Manager, Global Supply Chain ( 6-11 LPA)
• Global Edge: Collaborates with such companies as Amazon, Deloitte international.

BBA Salary Comparison by Specialization (Freshers)

Who Should Take GMCAT for BBA 2026?

Perfect for:

• Class 12 students in commerce (60 percent and above)
• Students who are career oriented and do not have to worry about entrance exams.
• National choices aspiring to regional colleges.
• Budget-conscious families (saves 10,000+ in ticket price/travel)
• GMCAT prep: 2 months NCERT commerce + logical reasoning practice.

In short, BBA admissions are made easy with GMCAT: pick your major, pass one test, and get into the best colleges. With GMCAT 2026, all routes become open from general management to international business.

For more info or free career  consultation, visit the GMCAT.COM portal and call on the given number. 

Design courses are gaining the attention they always deserved and people are now actually looking at it as a creative job that pays for being creatively human. This is why aspiring designers across India are turning to the AIDAT entrance test as the top choice for design entrance exams 2026. The All India Design Aptitude Test (AIDAT) stands out among BDes entrance exams because it is more inclined towards skill-oriented students, who are good at creativity, visualising and solving problems than at rote learning.

Why is AIDAT Becoming a Popular Design Entrance Test?

AIDAT 2026 focuses on those students who are interested in courses like fashion design, interior design, product design, graphics design, and more. AIDAT has a distinct online format unlike traditional exams that focus on practical design aptitude. The test evaluates actual capabilities required in the booming design sector of India, which is currently worth 10,000 crore and is expanding by 20% a year.

The exam opens the door to 300+ design course programmes offered in 100+ best institutes that are offering admission via AIDAT scores in 2026. Since the diploma to postgraduate levels, the AIDAT participating colleges provide specialised training in accordance to the industry needs.

AIDAT Exam Pattern 2026: Ideal Skills-based Prep.

The pattern of AIDAT entrance exam makes it easy but all-inclusive:

• Duration: 60 minutes
• Format: 100 MCQs (online proctored)
• Parts: Design aptitude, drawing/sketching, 2D/3D visualisation, colour theory, logical reasoning.
• Marking: +1 on correct answer, no negative marking.
• Attempts: 3 opportunities- maximum score counts.

Part 2 will involve portfolio review + personal interview, actual creativity. This skill based style assists students to demonstrate a practical style of talent outside the exams.

AIDAT Eligibility: No Streams Restricted.

Class 12 students in any stream are welcome to AIDAT eligibility criteria 2026:

• Passed OR appearing for 10+2
• Minimum 50% marks (Open category)
• Age limit: Typically 17-25 years

Application Form AIDAT is available on aidat.com and the registration is usually open till one day before the exam. 

WHY SKill-oriented students prefer Aidat to any other design exams.  

In contrast to to other design entrance tests, AIDAT has the following obvious advantages:  

• More than one attempt, only the best count was counted.  
• Low fees (₹1 500–2 000 per attempt)  
• 300+ colleges, compared to few seats in other exams.  
• Online proctored mode gets rid of travel ordeal.  
• Portfolio-based evaluation is a source of rewarding talent.  

AIDAT preparation tips:  

• Draw every day to practise your hand.  
• Learn colour theory to enhance visual communication.  
• Practise exams Solve previous AIDAT papers.  
• Assemble an online portfolio of your best work (10 pages).  

Is AIDAT The Most Desirable Entrance Test in Privates?  

AIDAT (All India Design Aptitude Test) would be the best option among the students who want to study in private design colleges in India in 2026. Instead of having to apply to numerous university-specific exams, one AIDAT score will provide entry to more than 100 participating private institutes that offer BDes, MDes and diploma programmes in the field of fashion, interior and product design. This one test system eliminates the confusion of several applications and exam timetables and allows the students to devote their time to creativity rather than test marathons.  

The actual benefit is the saving on costs. You save money on different entrance exams’ registrations, and the travelling cost.  This online proctored format of AIDAT implies that you can do the exam at the comfort of your home and save thousands in flights, hotels, and local transportation. This is efficient to the private universities: the AIDAT score is readily accepted as a merit list, review of a portfolio, and even interviews.  

Busy Class 12 students or working professionals will be the most appropriate, as it does not involve any of that juggling associated with NIFT/NID-style schedules. Being rewarded with three attempts (maximum number of attempts) and no negative marking, it is an incentive to design aptitude. To aspiring private university students, AIDAT is indeed the best, a single test, a single fee, a test that is accessible in the whole country. Register and guarantee your future of creativity without emptying your wallet.  

Design careers with AIDAT will result in high ROI.  

Students with AIDAT qualifications are initially paid between 5-12 LPA in top MNCs like Tata Elxsi, Wipro and design studios. The leading colleges of AIDAT have more than 90 percent placement in UI/UX, animation, and product design, which is experiencing growth of 30 percent each year.  

To creative students who are interested in taking design courses beyond 12 th, the 2026 AIDAT entrance test presents them with the most reasonable chance of scoring a creative job. Visit AIDAT official website for more details.

The question that comes up in the mind of aspiring forensic scientists in India is: Is forensic science hard to study? The answer is, no. It solely depends on your caliber and the willingness to adapt new skills. 

Forensic science blends biology, chemistry, and criminology with the practical laboratory work such as DNA profiling and evidence analysis. Yet to the lovers of science it is thrilling and honestly a viable option after proper preparation and proper point of entry. In this article, you'll find the answer to your question as to whether forensic science is the right fit for you or not as per its difficulty and entrance path. 

Is Forensic Science the Right Choice? How to Pursue it?

When you are looking at forensic science, the question that comes to mind is: is forensic science difficult to study? Good news, it can be difficult but is not impossible. 

To be eligible, one must have cleared 12 PCB scores of at least 50. Forensic science courses such as BSc or MSc Forensic science combine 60% theory in books and 40% in practicals in crime mock-ups. It can be difficult for many students because of the intense scenes that trigger emotional aspects, and can have long working hours. The fix? Develop analysis proficiency at an early age, participate in coaching and be inquisitive. The subject itself is not hard but the emotion handling part is the actual challenge. .

The Reason to Select an Entrance Test to Forensic Science Admission.

As a means of entry to the best programmes, entrance tests are used. Having the NFAT as an option no longer, the attention is shifted to the trusted alternatives that have an open door in the country.

Which Forensic Science Entrance Exam Should You Take?

AIFSET (All India Forensic Science Entrance Test) is your access to the best forensic courses. It is a national-level entrance exam that can be taken from home via phone, laptop or  It is designed to UG/PG level, PCB, reasoning, and GK, online and easy to understand.

Why pick AIFSET?

• Broad access: Applicants to 100 or more colleges such as those that provide BSc Forensic Science and good placements.
• Student-friendly: Cheap prices, recurring times (MarchApril 2026 projected), medium level of difficulty, ideal in case you are balancing between school/work.
• Holistic preparation Tests actual abilities on forensics, course-fit counselling.
• Proven advantage: Thousands of individuals served in labs, CBI, and privately owned companies every year.
• No commuting, immediate gratification: AIFSET makes your commute to classes full of crime scenes hands-on .

Additional Powerful Entrance Alternatives.

CUET UG/PG is effective when it comes to central unis. BHU UET would be suitable to Banaras aspirants, whereas the state tests such as MP PAT would be suitable to locals. They each have their strengths which is why it is recommended to select the college/university as per your need.

Tips to Crack Your Forensic Entrance Test

Study 3 months: Focus on NCERT science, practice mocks AIFSET's pattern favors quick thinkers, ideal for Indore/MP who are eyeing quick starts.

Forensic Science Careers Are Worth The Effort or Not?

The answer to the question is yes, pursuing a career in Forensic Science is most definitely worth it, particularly to individuals who are inquisitive, analytical, and justice-seeking. Forensic science is at the potent crossroads of science and law, and the expertise in it can have a direct influence on the actual investigations and trials. Since the examination of DNA samples and fingerprints to cyber forensics and toxicology, experts have an instrumental role in resolving crimes and averting wrong convictions.

As crime rates increase, digital fraud cases, as well as the overall development of cybercrime, the need to hire trained forensics specialists, increases. The governmental forensic laboratories, law enforcement agencies, detective agencies, data security firms, and even law firms are proactive in employing talented graduates. In India, there are prospects in the state forensic laboratories, central organisations and research centres.

It is a profession of patience, accuracy, and constant learning, but good work, employment security, and mental stimulation. Forensic science can be a meaningful and satisfying profession in case you are excited about the science field and wish that your job could change the real world.

In conclusion, graduates get a salary of Rs. 4-8 LPA in FSL, police or corporates. And with  rising Crimes (NCRB: 45L+ cases) Job galore. AIFSET prepares you perfectly. So, is forensic science hard? No, it is not if you choose the right path. Register for AIFSET today and build your career as a detective, expert or scientist. 

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. 

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.