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Addressing the Depth and Breadth of Quality Issues in the Indian Education System

Swaleha Sindhi Ph.D.



Interview with- National Scholar Prof. Swapan Kumar Majumdar

Prof. Swapan Kumar Mujumdar, is India’s renowned Academician, National Scholar and Management Expert who is currently the Director of the Institute of Management at the J.K Laxmipat University in Jaipur of Rajasthan State. He is an avid reader, critical thinker and a passionate teacher with thirty four years track record of success in teaching, consulting, research and academic administration of world class organizations.

Dr Majumdar is a national scholar, who has crossed many oceans to quench his thrust for knowledge and emerged as a transformational thought leader. He has several publications in national and international journals and has a varied area of research interests from Genomics of Executive Leadership; Macro and Micro Variables of Sustainable Development; E-Business Management; Digital Economy; Market-Economy, Demography, Geography, Growth, Globalization and Governance to Make in India vs Made for India and so on.

Dr. Swaleha Sindhi author with Modern Diplomacy & Dr. Adfar Shaha Delhi based Sociologist visited J.K Laxmipat University in Jaipur of India’s Rajasthan and had an in-depth interaction on the theme of ‘Education in India’ with Prof. Mujumdar.

Modern Diplomacy (MD): At the outset tell us briefly about yourself and your achievements Sir?

Prof. Swapan Kumar Majumdar (SKM): My basic qualification is M.Sc, B.Tech with MBA. I did my M.Sc. from the London School of Economics, UK, and M.Phil. from Imperial College of Science Technology, London, UK. I have a PhD in Business Management from IIT, Delhi. Basically I am a Professor of OMISS (Operations Management, Information Systems and Strategy), and a receipient of the Award for “Best Teacher of the Year 2010 in Operations Management” by juries of the 18th Dewang Mehta Business School Award on 24.11.2010 in recognition of leadership, development, innovation and industry interface of Business school. Being a member of academic and administrative audit committee of various Universities in India, I was Ex‐Chairman of academic council of Al Akhawayn University, Morocco. Being instrumental in creating centers at different universities and having mentored various nationally and internationally funded projects, I am also member of various scientific and professional societies in India and abroad.

(MD): India seems to have a remarkable achievement in economic domain which in turn has brought lot of changes in the education sector. However, these changes have not turned to be sufficient to solve the ever existing and ever changing educational problems in India. What is your take on it Sir?

(SKM): Quality and quantity are the two major problems of Indian education systems. India is the 2nd highest populous country of the world with 1.32 billion populations of which 27.9% are illiterate. In quantity, nearly 360 million Indians are illiterate, which is largest in the world, of which bulk of them live in 638000 villages rests are in towns and cities. As far as the quality is concerned, even after 68 years of independence, only two Indian institutes could find their place in to the top 200 list of world’s best universities and altogether 17 are in the list of world’s top 800 Universities according to World University Ranking 2015. Every year millions of Indians are graduating from 740+ (Wikipedia) Indian universities and nearly half of them (47%) are not employable. Both quality and quantity are being addressed.

(MD): Do you think that issues persist due to faulty Education Policies in India?

(SKM): The problem persisted due to lack of priority and commitment. Though Indian literacy rate has improved six times from meagerly 12% in 1947 to 72.1% in 2015, but much lower the world average literacy rate of 84%. It took 62 years to pass the Right to Education bill. There is no comprehensive national education policy. Education is a state subject. Standard and responsibility remained fragmented. Up gradation and up scaling of education standard hardly figured as the priority agenda of Indian state governments. The gap between education and employment are getting wider. At the same time demands for skilled people are increasing worldwide. These are the signs and evidences of faulty education policy.

(MD): What according to you are the challenges and constraints in meeting International standards in Indian education? What is your view on external objectives versus local realities?

(SKM): The key constraints are infrastructure, outdated syllabus, obsolete pedagogy, unqualified teachers, ineffective regulatory mechanisms and absence hunger to excel in education. The major challenges are improving access and quality at all levels, continuous upgradation of syllabus and retrofitting pedagogy, increasing funding at higher education, nurturing innovation, critical thinking and inculcating practice oriented higher order thinking and writing skills. The country need quality education at primary and secondary schools, where every child gets equal opportunity to maximize his or her full potential.

(MD): Some of the key systemic challenges (access, equity, quality) stem from the lack of public investment and a flawed regulatory structure resulting in the rapid and unregulated growth of private provision. Share your views on it?

(SKM): The root of all Key challenges is our national education policy. It took 62 years for GOI to enact Right to Education (RTE) Bill and incorporated education as fundamental right of every children and remained as state subject. Even after the constitutional amendment, our political leaders/representatives lacked the commitment to eradicate illiteracy and improve the facilities, accessibility and most importantly quality of education. They failed to perceive education as an important element of development process, a tool/ avenue to improve quality of life.

(MD): There has been an increasing dissonance in the government’s view of foreign institutions, do you think it is possible for India to build a world-class educational system and ensure that education remains a non-commercial activity that embodies national values and priorities?

(SKM): Yes, I do believe that it is possible for India to build unique world-class education system. When we coin the term “world-class’ we are raising to the standards and quality, such education which promotes and propagates higher order of thinking skills and has universal appeal and which is beyond the boundaries of national values and priorities, The second part of your question, especially about government’s dissonance towards the entry of foreign institutions, I feel that today’s education must have the depth and breadth. Foreign institutions will bring that diversity and as well as global competitiveness of our educational institutions and systems and which eventually will improve standard of our higher education. Finally, it is needless to say that higher education is not for the mass, but for the deserving class and all higher educational institutions compete for talents (students and teachers) and there is no way to eliminate commercial element in an endeavor wherever there is competition.

(MD): What are your recommendations to educational leaders and policy planners to arrive at plausible, meaningful solutions to help provide for quality education to the local population while at the same time meeting international standards?

(SKM): The five pillars: (1) Education is the key for ‘Human Development’, (2) Education is a ‘Fundamental Right’ of every Indian child, (3) ‘Learning Ability’ and innate talent (‘g’ factor) of individuals varies significantly widely, (4) Talent remain hidden unless uncovered and nourished and (5) Education is a ‘State Subject’. Indian education planners keep these five points in mind to frame a policy which should facilitate full exploitation of development potential of deserving individuals as well as take care of the diversity, preferences and competitiveness into account. and (A) India must provide high quality basic education for all up to 16 years (as Fundamental Right for Every Child); (B) beyond 16 years is based on competency and choice. Secondly, there is no parity between talent and pocket. Thirdly talents needs to be nurtured to bloom. As seed needs the soil, water and other supports for germination and growth. Similarly, a national education policy should provide opportunity for every citizen the basic support at the germination stage and multiple platforms for the growth phase to compete and choose a career or profession according his or ability. However, supports need resources. As the size of education problem is very large. This necessitates huge resources and funding. As a developing country, India alone cannot handle the problem. The best way forward is to go global, open up, and remove all the administrative obstacle. I am in favour of open international policy rather than being conservative and narrow nationalistic view of education. India should have a broad view of world-class education system. India needs thousands of high quality schools, hundreds of world-class higher educational institutions. Investment needs are in trillions. The solution is collaborate, coopt, coordinate and control the quality. We don’t have much time. We have to act fast. Set up as many as new institutions possible plus upgrade the existing institutions as well as open the doors for foreign institutions which will not only increase competition in higher education, but will also increase quality, diversity and employability.

(MD): Can we hope that this New Education Policy (NPE-2015) will shape the country’s education and employability ecosystem for coming several years?

(SKM): Certainly yes. Realization is the seed of change. Plan and propositions are the action plans for making things happen. When the seeds and the soils are ready, the only things that are required – execution followed by monitoring and controlling i.e. academic administration.

(MD): There is an increased emphasis on capacity building and long-term sustainability in the global economy. How can we achieve this?

(SKM): There is no other resource that ‘Human Capital’, which can provide sustainability in the global economy. Rest are all volatile. The attain sustainability, we need to build human capital develop talents and education is the root and the path of human development. Who so ever has neglected education remained as poor despite having rich natural resources.

(MD): Do you think that the education system in India is ready to set the tone of India’s competitiveness as a young demography in promoting ‘Make in India’ and ‘Digital India’ missions?

(SKM): This question has three components: (i) Readiness of Indian Education System to equip Indian youth to be competitive, (ii) Readiness of Indian Education System to comply with the ‘Make in India’ and (iii) Readiness of Indian Education System to comply with the ‘Digital India Mission’. Let me answer the last one first. Digital India Mission is transforming and integrating all disjointed component of economy in the digital format so that any-one from anywhere and any-time can access, interact and transact business. This provides transparency. It is mixed bag. Digital format increase the size of the market as well as increase competition. Size and location does not matter. What matters are competency and skills? Second part, ‘Make in India’, is an open invitation to global manufacturers to set their manufacturing facilities in India to make use of the facilities and skills and youth power of India. The underlined assumption is that there are large pool of skilled labour in India and the Global manufactures will be able make best use of these labour resources. Now the key question is: Is Indian yours are well equipped or skilled? Are Indian youths employable? Statistics and data reveals that vast majority of Indian youths are not employable. This answers the question that all is not well in Indian education system. Present Indian education system is not ready for mass skilling of the Indian youths. Indian education systems need to be revamped and retrofitted with the changing need of the globe and the mission of the country. Indian education system must be capable of producing graduates who are not only employable locally, but equally competent enough to meet the global completion and should be able to make their need felt at local as well as global arena.

(MD): What are your views on the existing system of Quality Assurance Systems in Educational Institutions?

(SKM): In my opinion, there is no set standard Quality Assurance Systems (QAS) in Educational Institutions across India. There are premier autonomous educational institutions like IIMs and IITs, NITs and renowned private universities. But as such there is no written QAS. The situation has become more complicated by mushroom growth of private players in Indian education systems. They are neither keen on quality nor standard. Many private players created huge infrastructure and buildings. But educational institutions are not built by buildings but by systems and dedicated teachers and talented students. Shortage of talented faculty and students and huge investment in infrastructure and marketing leaving very little attention for QAS. As a result large chunk of today’s graduates are not employable.

(MD): What according to you are the real reasons behind so many educational institutions seeking international accreditations?

(SKM): A Quality Assurance System is considered reliable when the measures are robust and exhaustive when it measures all the aspects/parameters of the process that determines quality of the process as well as the quality of the outcome. India has yet to come up with a QAS for educational institutions, which has wide acceptance in the international community. Conversely international accreditation systems has matured over the years and accepted by world organizations. Internationally accredited institutions have to measure their processes and systems and demonstrate the evidences of the quality of their processes and the outcomes. Evidences must demonstrate the robustness and strict compliance of the standard and provide the testimony of the goodness of the systems and procedures of the educational system. That is the reason many educational institutions, who wish to differentiate themselves from the rest to attract quality global students and faculty sought for international accreditation.

(MD): How can “Make in India Approach” incentivize the advancement of business in India?

(SKM): Technology is the driver of growth and manufacturing is the mother of product innovation and development. Until a country develop its competency in innovation and product development, it will remain at receivers end. Critical success factor of product leadership depends on the capacity building in key manufacturing. No one will give away their product know-how to a third party or country. The only way to get hold of the technology is to collaborate, coopt or facilitate manufacturer to set up their manufacturing units at your place. This will facilitate and incentivize technology diffusion and development. ‘Make in India Approach’ is a strategic approach to incentivize global manufacturer to setup their manufacturing plant in India. Statistics says that one manufacturing job create 8-10 associated jobs. Thus this will take India forward towards the goal of ‘global excellence’ in product leadership.

(MD): Thank You for giving your valuable time Sir.

Dr.Swaleha Sindhi is Assistant Professor in the Department of Educational Administration, the Maharaja Sayajirao University of Baroda, India. Dr. Sindhi is a frequent columnist on related topics, too. She is the Vice President of Indian Ocean Comparative Education Society (IOCES). Contact: swaleha sindhi[at]

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Pakistani Gwadar Port: A double-edged sword for Iran

Vahid Pourtajrishi



Authors: Vahid Pourtajrishi & Elaheh Shirvani

Gwadar port is located in the province of Baluchistan in Pakistan and on the coast of Arabian Sea. The port’s plan was first established in 1954 when it was owned by the Oman’s kingdom. The distance between Gwadar and Karachi, the main commercial city of Pakistan, is 533 km and the distance to Iran’s border is 120 km. After 200 years of Oman’s Kingdom governance over Gwadar Port, by US mediation in the negotiations between Pakistan and Oman, finally this port was sold to Islamabad on 8th Dec. 1958 at the price of 3 million dollars.

The initiary plans for the development of Gwadar was first introduced in 1992 but due to lack of resources on one hand and international sanctions against Islamabad for examining atomic bomb on the other, the plan did not become operational. Finally by the agreements that were reached between Pakistan and China and China’s investment in this project, the first phase of the development plan started to be studied and constructed in 2002. In 2007 the construction of the first phase was completed and on 15th March 2008 Gwadar Port was launched by the entrance of a 70000 ton cargo. (

The new plans for developing Gwadar were first proposed by the Prime Minister Parviz Mosharaf in 2007 (New York Times, Jan 2013).
Gwadar Port’s Construction Trends:
In fact construction of Gwadar is divided into two separate phases which are as follows:

Phase I (2002-2006)
As it was mentioned earlier, the first phase of this project was first introduced in 2002 and was completed in 2006 by the cost of 248 million dollars. The measures which were taken in the first phase are as follows (the official website of Gwadar Port
•    Docks: construction of 3 multi-purpose docks with the capacity of commercial ships of 30000 tons
•    Length of dock: 6.2 m
•    Dimensions of the port’s entrance channel: 4.5 km length, 12.5 m depth
•    Turn-round tank: 450 m
•    Repair dock: a dock with the length of 100 m
•    The required infrastructure equipment in the port including staff boat, hauler, researching ships and etc.
But as we are aware, development of Gwadar Port goes back to the financial agreement which was signed between china and Pakistan (CPEC) in 2015. At the time of signing the contract, China guaranteed to invest 1.62 billion dollars for the construction and development of this port based on BOT contract (China Daily News Paper, July 2016). The goal of this project was connecting Pakistan to western China.

The two countries plans for development and construction of phase II are:
•    Construction of 2 container docks along 3.2 km of Gwadar coast
•    Construction of 1 bulk cargo terminal
•    Construction of 1 grain special terminal
•    Construction of 1 Ro-Ro terminal
•    Construction of 2 oil terminals
•    Port’s entrance channel: the depth of channel will be increased to 14.5 m
•    Construction of a four-lane highway to connect Gwadar Port to Makran Coastal Hwy
•    Construction of a new airport
•    Construction of a gas terminal with a capacity of storing 500 million cube meters daily (for storage of the transported gas from Iran based on peace pipeline contract)
•    Construction of special economic zone with the area of 2292 hectares
•    Construction of water desalination center
•    Construction of 360 MW power plant for electricity production with fossil fuel

Future plans estimated in phase II:
•    Increasing port’s entrance channel to 20 m
•    Constructing150 docks by the year 2045
•    Increasing cargo arrival and departure capacity up to 400 million tons per year

But what draws the attention of each and every expert in the field of international transport is the reason behind Chinese investment in this new port and investigating the future of rival neighboring ports such as Chabahar Port in Iran.

1)    China’s One belt-One road Policy:
As we know, one belt-one road Policy was introduced by China’s president Shi Jen Ping. The new Silk Road or one belt-one road plan is an investment plan in the infrastructure of more than 60 countries of the world and development of two commercial routes of “Silk Road Economic Belt” and “Maritime Silk Road” which were introduced by China in 2013. This plan plus China’s military power can lead to China’s hegemony in East Asia and turn this country into a super power (Monthly Review, Jan 2017). “Silk Road Economic Belt” links the traditional Silk Road to Europe through Central Asia, Russia and Middle East. “Maritime Silk Road” connects China to southeast of Asia and Africa via the sea. The reason behind introducing these two plans was that China’s economy including the development of the local economy infrastructure and exporting goods to the developing countries was not as effective as before. Furthermore, western economies have encountered recession and there was a decrease in returning of the local investment due to the industrial production surplus in China. Therefore the mail goal of the plans was to strengthen Chinese economy and turn the Chinese manufacturing companies into international companies which operate to develop the infrastructure in different countries under the brand “one belt-one road”. China has specifically designated 65 countries as the targets of infrastructure investments.
In order to develop goods and energy transport in Moscow highway to Kazan in Russia, Beijing is seeking investments to launch projects such as Kazakh Railway from Khorgas to Aktau Port on the bank of Caspian Sea, some pipelines from Turkmenistan to China, China-Kazakhstan-Uzbekistan railway, Trans-Asia railway from China to Europe via Kazakhstan and Russia, Silk Road railway from China to Iran (via Kazakhstan) and China-Pakistan highway (Financial Times, 14th Sep, 2015).

2)    One belt-one path, Chinese Version of US’s TPP
By the time that Donald Trump was elected as the president of US in 2017, most of Obama’s adventurous goals and ambitions regarding a liberal economy and international trade reached to an end. One of the international accords of US during Obama’s government was the Trans-Pacific Partnership (TPP). Most of the opponents of this accord believe that accords such as TPP will do nothing for US except extensive costs.
In fact one belt-one rath is a substitute for Obama’s unsuccessful TPP which is proposed by Beijing this time.

3)    Gwadar Port and China-Pakistan Economic Corridor (CPEC)
China-Pakistan Economic Corridor is considered as one of Beijing’s solutions for achieving one belt-one road policy and confronting the difficulties of passing through Indian Ocean without India’s disturbance as the most important regional rival of China. Providing the requirements for one belt-one road project will be burdensome and costly. The initiary investment for CPE was estimated about 46 billion dollars by China but later this amount was increased to 54 billion dollars. As estimated by Pakistan, the worn-out transport network of this country results in wasting almost 3.5% of Pakistan’s GDP. As the framework of this project, new networks of transport will be built which will connect Gwadar and Karachi ports to northern Pakistan, Western China and Central Asia. Based on the statistics given by Chinese experts, modernizing the mentioned transport network will cost 11 billion dollars, make 2.3 million job opportunities between the years 2015-2030 and increase the country’s economic growth by 2-2.5% annually. Based on what was mentioned earlier, CPEC is considered as China’s main plan for achieving the required technical and economic infrastructures in Pakistan.

4)    Chabahar Port
In fact Chabahar International Port is the most important project of Gwadar port which is considered as one of the main competitions between Iran and Pakistan. Chabahar port at a glance:
1.    Entrance to Persian Gulf and Indian Ocean which consists of a sensitive and suitable geographical location
2.    The only ocean port in Iran
3.    Consists of more than 541 km maritime border
4.    The least land distance to Afghanistan, Pakistan and Central Asia. Transit of goods via this port is considered as the most economical port with the least transportation cost
Chabahar and International Transit of Goods
Chabahar port is the intersection of two important corridors; North-South and East-West corridor. In the recent measures taken by Pakistan’s government, Makran’s Coastal Highway was established in South of Pakistan which links Karachi port in Pakistan to Gwadar and then to Rimadan Border Market in Chabahar (Iran).
Chabaahr-Zahedan-Mashhad Railway Project, 1350 km
Chabaahr-Zahedan Railway is located in Sistan and Baluchestan province in Southeast of Iran. This railway connects Chabahar Port to the city of Zahedan and then Mashhad. Currently the speed limit is estimated to be 120 km/h for passenger trains and this number is 90 km/h for freight trains.
Based on the estimations, 300000 passengers and 1.3 million tons of freight will be carried by this railway in the first year of its operation and these numbers will be increased to 500000 passengers and 35 million tons of freight by the twentieth year.
Technical Specifications of the Project:
–    Maximum gradient of the route: 15 in 1000
–    Minimum radius within curve: 1000 meter
–    Number of specific tunnels: 17
–    Total length of tunnels: 11000 meter
–    Number of tunnels: 20
–    Number of stations: 5 main stations and 25 grade III stations
Based on the contract between Iran and India, New Delhi has undertaken to invest 500 million dollars for developing and launching Chabahar port based on BOT contract.
Lack of required rail infrastructure is the main difficulty of Chabahar port to transport the cargo to Afghanistan. Due to this reason the cargo needs to pass through Pakistan by road which decreases the competitiveness of Chabahar port since this will become a permanent challenge for the customers in long term. To transport freight from Chabahar to Herat in Afghanistan, 1784 km of rail is needed which is way less than Gwadaar-Karachi-Afghanistan route.

5)    The Role of the Railways of the Islamic Republic of Iran:
Based on Chabahar’s project development plan, this port has been linked to the transit routes of Afghanistan, Turkmenistan, Turkey and Azerbaijan Republic via rail and in fact Chabahar links to the North-South Corridor at Bafgh intersection.
–    According to China’s strong support of the construction and development of Gwadar port, the future of Chabahar is completely dependent on its construction speed.
–    On the other hand, Kabol and Afghanistan do not fulfill their duties to RAI. Afghanistan is the only country which benefits from both Chabahar and Gwadar projects since linking to these two ports can solve Afghanistan’s geo-economic problems for connecting to international waters.
–    Attempting to rehabilitate Pakistan’s worn-out lines and linking it to Zahedan is considered important since in this way Afghanistan’s attempts to become the rail transit path between Pakistan, Central Asia and Turkey will remain unfruitful.
–    Another treat for Gwadar port project in one road-one path framework is China and Pakistan’s attempt to connect to Europe via the Caspian Sea.
Based on UIC reports, there are a total of 7 routes for connecting China to Europe. Due to inappropriate consition of the infrastructure along the route and the need for development, the travelling time for China to Europe via Tehran cannot be estimated.

Hurry up Iran!
Based on what was mentioned before, what is obvious is that the time factor plays an important role in making Iran as the key to access Poland as the main Europe transit hub. Iran needs to act faster in launching and strengthening all the corridors passing through the territory of Iran. Iran needs to put India under pressure by emphasizing the threats made by India’s rivals, i.e. China and Pakistan, to complete the project in the shortest time possible.
Another measure proposed to Tehran for confronting with the negative impacts of Gwadar port on the rail transit through south of Iran is to launch ITI corridor which is a win-win project for China and Iran since by putting Islam Abad-Zahedan route into operation, at least some parts of China’s exported goods to Europe can be transported through Iran to Turkey instead of being transported via the insecure route of Afghanistan. ITI corridor is way less expensive than the corridor passing through Caspian Sea. This is an opportunity for Iran to attempt to activate ITI corridor before China launches Afghanistan’s route.

First published in our partner Mehr News Agency

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The Not-So-Missing Case of Indian Innovation and Entrepreneurship



Photo by Anastasia Zhenina on Unsplash

Hitendra Singh and Gauri Noolkar-Oak*

Recently, an article published in Modern Diplomacy caught our attention. The author has cited Mr. Wozniak, co-founder of Apple, and found his famous statement on Indians lacking enterprise and innovation to be ‘music to his ears’. He has then gone on to paint Indians in broad strokes – ironic, for it is something he has accused Indians of doing – and labelled them as a nation lacking entrepreneurial and innovative spirit. While his reasoning certainly has an element of truth and an instant appeal, our response looks to add nuances to his argument and provide a more realistic and complete picture of enterprise and innovation in India.

To begin with, the terms ‘entrepreneurship’ and ‘innovation’ cannot be used interchangeably; not all entrepreneurs are innovators, and vice versa. There are more than 50 million medium and small businesses operating in India which contribute 37% of India’s GDP and employ around 117 million people. These numbers sufficiently prove that entrepreneurship is alive and kicking in the Indian society; Indians are running businesses not only in India but are leading and successful entrepreneurs in many countries of Asia, Africa and rest of the world. Hence, an argument that Indians lack entrepreneurship does not hold much strength.

In the case of innovation and creativity, a different story is emerging. It is slow but is happening and it is solving some of the largest social and developmental challenges in India – from grassroots, to research labs, to top-tier institutions such as ISRO and various DRDO labs. At a global level, India has not only moved up six places in its GII ranking in 2017, but is also ranked second in innovation quality. India has also won international acclaim for its innovative and cost-effective technology; such as its first mission to Mars in 2014, the Mangalyaan, was successful in the first attempt, made entirely with domestic technology, and cost less than the Hollywood movies ‘Gravity’ and ‘The Martian’. It is surprising that the author spots lack of innovation in a household broom but does not see innovation in a nation that sends a successful Mars mission on a budget that is less than that of a Hollywood movie about Mars.

At the national level, grassroots innovation and entrepreneurship are gaining more and more institutional recognition; the National Innovation Foundation (NIF) and the annual Festival of Innovation at the Rashtrapati Bhavan are perhaps the only high-level government initiatives supporting and celebrating innovation in the world. Additionally, many universities and educational institutes across the country host innovation competitions, festivals and incubators.

Several remarkable individuals are nurturing India’s growing innovative and entrepreneurial spirit.Prof. Anil K. Gupta founded SRISTI (Society for Research and Initiatives for Sustainable Technologies and Institutions) in 1993 and the Honey Bee Network in 1997 to connect innovators from all sections of the society to entrepreneurs, lawyers and investors. For more than 12 years, he has walked around 6000 kilometres across the country, discovering extraordinary grassroots innovations on the way. Dr. Raghunath Mashelkar, an eminent chemical scientist, has led multiple scientific and technological innovations in the country, earlier as the Director-General of Council of Scientific and Industrial Research, and now as the President of the National Innovation Foundation.

And then, there are thousands of common men and women, hailing from various walks of life, innovating continuously and creatively to solve pressing everyday problems in the Indian society. There are the famous Arunachalam Muruganantham, who invented a cost-effective way of manufacturing sanitary napkins, and Mansukhbhai Prajapati, who invented a clay refrigerator which runs without electricity. Then there are Mallesham from Andhra Pradesh, who sped up the process of weaving Kochampalli sarees and reduced the physical pains of the weavers, and Shri Sundaram from Rajasthan, who found a way to grow a whole tree in a dry region with just a litre of water. Raghav Gowda from Karnataka designed a cost-effective and painless machine to milk cows, while Mathew K Mathews from Kerala designed a solar mosquito destroyer. Dr. Pawan Mehrotra of Haryana has developed a cost-effective version of breast prosthesis for breast cancer survivors while Harsh Songra of Madhya Pradesh has developed a mobile app to detect developmental disorders among children.

Three women from Manipur, OinamIbetombi Devi, SarangthenDasumati Devi and Nameirakpam Sanahambi Devi invented an herbal medicine that is proven to promote poultry health. Priyanka Sharma from Punjab developed a low-cost biochip to detect environmental pollutants, while Dr. Seema Prakash from Karnataka revolutionised eco-agriculture by inventing a cost-effective plant cloning technique. AshniBiyani, the daughter of Future Group CEO Kishore Biyani, leads the Khoj Lab, which collaborates with the NIF to help commercialise grassroots innovations and ideas.

These and thousands of such examples present a very encouraging picture of the creativity and innovation of Indians. The innovation that the author admires are rooted in a context. Apple and Google (or Lyft or Uber or Spotify) could be created because there was an end consumer who was looking to pay for their products. There are many India innovator-entrepreneurs, such as those mentioned above, who have created products for a necessarily less glamorous but useful India context. Products like brooms and packaged food add convenience to the time-stretched urban and middle and upper middle classes; with a large unskilled and semiskilled workforce competing vigorously for such jobs, does the Indian society have an incentive to invest in innovating them?

Having said that, it is true that upsurge of innovation in India is relatively recent, i.e. about two to three decades old. It is also true that the Indian society has been experiencing socio-economic affluence on such a broad scale only for the past three decades, since the market reforms of 1991. It has been 70 years since Indians have gained sovereignty and control over their resources. The top five innovative countries according to the GII – Switzerland, Sweden, Netherlands, USA and UK – have been sovereign states for about at least two and a half centuries. It would perhaps then be more accurate to compare India’s current innovation scenario with, for instance, the USA’s innovation scenario in the mid-19th century.

Further, given the economic and resource drain faced by the Indian society over centuries, Indian innovation was geared more towards surviving rather than thriving. This explains the ‘group mentality’ strongly rooted in mainstream Indian society; staying and cooperating in a group increased one’s capacity to cope with and survive through all kinds of adversity. Individualistic aspirations, beliefs and actions were then a price to be paid for the security blanket it offered. And yet, once relative stability and affluence began to set in, the innovative and creative instincts of Indians lost no time in bursting forth.

Long story short, both innovation and entrepreneurship are thriving in India. They might not be as “macro” or glamourous as Apple or Uber, but they are solving fundamental problems for the Indian masses. Undoubtedly, there is a lot of room for improvement and growth – India has a long way to go to be recognised as a global leader in innovation and entrepreneurship. However, the scenario is not by any means bleak, as these many examples point out. The trajectory of enterprises and innovation in India is only upward. The future is promising.

* Gauri Noolkar-Oak is Policy Research Analyst at Pune International Centre, a liberal think tank based in Pune, India.

Views expressed by the authors are personal and do not reflect those of the organisation.

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South Asia

Changing Perceptions: How Pakistan should use Public Diplomacy



Traditionally in International Relations the concept of “hard power” remained the basic focus for states so as to achieve power and dominance in international anarchic system but with the changing scenarios in the age of globalization, economic interdependency and rapid spreading of information through various tools, “Soft Power” concept emerged which had great impact on states’ foreign policies. This term of soft power was first coined by Joseph Nye in mid-1960’s which could be defined as the ability of the state to influence others without coercion and this soft power technique basically revolves around three major instruments such as Culture, political values, and foreign policies. Apart from soft power concept, there is another basic concept called as “Public Diplomacy”. This could be described as the further dimension of soft power because by practicing Public Diplomacy state can initiate their soft power policies and can achieve the desired outcomes by winning the hearts and minds of foreign audience and non-governmental entities because by doing so it will enable government and decision making bodies of foreign states to act accordingly.

In context of South Asia particularly taking into consideration the important developing state Pakistan whose basic concern is to maintain friendly and neutral relations with other states Public diplomacy could, however, help it to maintain its relations in the regional complex structure where India is seen as the dominant power and alongside India the powerful rise of China as an external actor in South Asia. By efficient usage of Public diplomacy, Pakistan can improve its bilateral ties with the neighboring states.

The image of Pakistan in foreign media is portrayed as the state which is full of many internal and external challenges and it is also not portrayed as the safe country to travel into. In order to improve the image, Pakistan firstly needs to improve its relations with states within the region and for that India which is considered as hostile neighbor Pakistan should effectively use its public diplomacy tool it should introduce exchange programs because by educating youth and by deploying positive image in their minds Pakistan can influence them which could bring change in the coming years and also by increasing tourism activities. This would make foreigners aware of the fact that Pakistan is a secure state. Similarly, cultural activities, sports diplomacy, literature, art, and media could also have a great impact so as to change the perceptions.

Hence it could be suggested that for the development of state it is important for Pakistan to improve its public diplomacy by changing perceptions of public and elite of neighboring states it should take basic steps which could change the negative image which is in limelight since 9/11. Pakistan by enhancing the public diplomacy in other states as the tool to implement its soft power policies would, however, be able to economically, culturally and politically improve its stance in the International arena.

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