
India's research renaissance in the age of predatory disruption
The 2025 Union Budget allocated around ₹20,000 crore to spur private sector-driven R&D, alongside a one lakh crore fund for commercial-scale innovation. The establishment of the Anusandhan National Research Foundation (ANRF) is a promising step towards improving research infrastructure throughout the nation, fostering a culture of innovation across higher education, and promoting stronger linkages between industry and academia.
Advanced research capabilities are no longer a luxury, but essential for nations to innovate, strengthen their economy, and gain global competitiveness. Investment in research capacity is a commitment to a Viksit Bharat– India must become self-reliant in the development and adoption of advanced technologies. This is why research credibility has become a national strategic imperative, supporting not only domestic researchers and academic institutions but also the whole nation to reach its full potential.
India has established itself as the third-largest producer of research worldwide, reflecting its significant and growing scientific contributions. As the country continues to develop its research ecosystem, efforts are ongoing to enhance the overall quality and global impact of its scholarly output. Challenges such as ensuring adequate funding, expanding access to structured mentorship, strengthening infrastructural support, and streamlining administrative processes are being actively addressed through various policy initiatives. These efforts are part of a broader vision to position India as a leading knowledge-driven economy. Continued collaboration among academic institutions, industry leaders, funding agencies, and policymakers will be essential in translating this vision into sustained research excellence.
The Make in India initiative has attracted considerable foreign investment that supports domestic R&D, particularly for industries. To improve the quality of research output across the nation, universities and institutions must adopt a comprehensive approach to building a culture of academic integrity. Higher education enrolments are expected to double in the next decade, signalling a massive scale-up in our academic capacity. Nurturing the next generation of researchers requires strict adherence to internationally recognised standards as well as implementation of stringent measures and policies that combat academic piracy and fraudulent publishing practices. With the second-largest number of universities and colleges globally, such moves can help India leverage its massive higher education ecosystem to become a significant lever for sustainable development.
This transformation depends on how effectively we can address ethical challenges, create a conducive and strong research ecosystem, and build global trust in the quality of its research. Initiatives like the One Nation, One Subscription (ONOS) aim to ensure seamless access to digital resources and knowledge, thereby democratising information and fuelling innovation at all levels. This strengthens the higher education infrastructure to nurture talent and research excellence, which must be complemented by capacity-building and skill development to empower researchers.
Deeper links between industry and academia can unlock significant resources and relevance for research, helping the private sector strengthen India's innovation engines towards economic growth. Industry-academia collaboration is concentrated in top-tier institutions, leaving others behind. Adoption of advanced research tools and interdisciplinary databases by local and national universities can help researchers innovate at a global scale and elevate research credibility steadily.
Emerging technologies, particularly AI, agritech, biotechnology and digital infrastructure, are poised to accelerate India's research revival. These technologies hold massive potential to solve for specific challenges in the Indian context, particularly towards inclusive and sustainable development. When AI is adopted thoughtfully, with transparency, integrity, and alignment to academic ethics, it can broaden equitable access to trusted scholarly information.
Increased funding means that these sectors are set for rapid growth. To ensure that Indian research is high-impact and internationally relevant, systemic reforms are essential. Streamlining of administrative processes, upgraded research infrastructure, and stronger collaborations with global and private sector bodies can revitalise India's research ecosystem. Rigorous peer review, compliance with international standards of academic integrity, and robust institutional research support through cutting-edge tools can help build the necessary culture of trust required for driving quality research and innovation.
India's diverse research landscape and its vast talent pool have much to contribute to the global pool of knowledge. As a leader of the Global South, India is well-positioned to drive solutions for climate resilience, green technologies, and medical breakthroughs. Unlocking this potential starts with getting the foundations right: Equipping India's researchers with the right tools, support, and environment to create knowledge that is backed by credibility and confidence.
This article is authored by Saurabh Sharma, vice president, academic and government, Asia Pacific, Elsevier.
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Time of India
43 minutes ago
- Time of India
India, a key strategic market, remains optimistic on its growth trajectory: Samsung
Consumer electronics major Samsung sees India as a "key strategic market" with "immense potential" and stays optimistic about its growth trajectory, a top company official comment comes against the backdrop of global trade and tariff turmoil, and the latest US salvo of 25 per cent tariff imposition on is not just a strategic market for Samsung but a key pillar in its global future, said JB Park, President and CEO, Samsung Southwest Asia, adding the South Korean Chaebol will "continue to invest in innovation, manufacturing, and local value addition, aligning with India's vision of a self-reliant economy." Samsung's long-term commitment to India remains unwavering, as it sees the country as a cornerstone of its global strategy, he said. Samsung views India as a key strategic market with immense potential. The company remains optimistic about India's growth trajectory, driven by government initiatives like Make in India , Digital India , and a robust digital ecosystem. Samsung continues to invest in innovation, manufacturing, and local value addition, aligning with India's vision of a self-reliant economy," said Park. The company, which reported revenue of over ₹1 lakh crore in FY24 from the Indian market, and operates here with two manufacturing plants, three R&D centres, and one design centre, India plays a crucial role, catering to both local demand and global markets. Samsung, which recently introduced the seventh edition of its flagship foldable smartphone Galaxy Z series, plans to locally manufacture in India at its Noida plant. According to Park, "These new phones will be manufactured at our Noida factory". Acknowledging the role of India in its development, Park, at a media roundtable last month in New York ahead of the launch, had said engineers from Samsung India 's Bengaluru R&D facility have contributed significantly to the development of the new devices. Samsung, which had priced its Galaxy Z Fold7 starting from ₹1.75 lakh to ₹2.11 lakh, had last week said it is witnessing an "unprecedented demand" for the flagship foldable phone as it has "stocked out in select markets". The company has received over 2.1 lakh pre-orders for Galaxy Z Fold7, Galaxy ZFlip7 and Galaxy Z Flip7 FE and is taking necessary steps at its manufacturing factory in Noida to meet the demand. Over the reparability factors of the Fold and the Flip series, Park said the company has found a solution on the cost side. "Of course, mechanics is something that we are always striving to innovate... repair or the cost of repair is a way that we look into... how to reduce the consumer burden. And we have found many ways to improve that, help them, and lessen the cost. So we have a solution for that," he said. When asked about Samsung's evolution journey on foldables, Park said the concept is to make it smaller. " I remember when we had a 5-inch smartphone, we thought it was the biggest, immersive. Now, it's like 6.8-inch and it's becoming bigger and bigger... it doesn't go into your pocket, it's hard to hold. So we started thinking about how we can make it a small form factor. That's when we flipped it or folded it. I think it's a trend that other brands are following," he said. During the Galaxy Unpacked event last month, Samsung also announced the company is now working on a tri-fold phone, which it plans to launch by the end of this year. When asked if the new foldable phone will help in market gains for Samsung, Park replied, "To win the heart of the consumer, durability can be one thing, design and price (could be other things)." "It's not that one brand can dominate the whole market. I think having competition enables Samsung to always innovate and look for different technology that does not exist today," he said. Samsung is also reducing its SKUs in the Indian market as part of its optimisation strategy and to increase efficiency. "When I first came to India in 2012, there were like 70 brands - feature phone brands, local brands, and Chinese, Korean, Japanese and Scandinavian brands. I thought, how are these 70 brands competing with each other? And if I look at our portfolio, I have more than 50 phones with a ₹100 to ₹300 gap between two models. If I dropped the price on one model, it was like a domino. I had to drop prices on the entire portfolio," he said. Without referring to the name of rivals, he said there is a mother company that has like five different brands and another US company that plays very strongly in the flagships. "So, I had to fight with multiple A, M and F series across online, offline, tier two, three, and four towns. If I battle across the entire front line, I cannot win. I knew that I had to reduce the SKUs. I have to look at efficiency, concentration, and where to fight. And that's when you see optimisation," he said. In the Indian market, Samsung competes with the US-based phone maker Apple in the super premium category, priced over USD 1,000. According to IDC, the Indian smartphone market is led by Vivo, which had 19.7 per cent market share in Q1 2025. Samsung was number two with 16.4 per cent shipments.

Business Standard
4 hours ago
- Business Standard
Samsung calls India key strategic market, upbeat on growth prospects
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The company remains optimistic about India's growth trajectory, driven by government initiatives like Make in India, Digital India, and a robust digital ecosystem. Samsung continues to invest in innovation, manufacturing, and local value addition, aligning with India's vision of a self-reliant economy," said Park. The company, which reported revenue of over Rs 1 lakh crore in FY24 from the Indian market, and operates here with two manufacturing plants, three R&D centres, and one design centre, India plays a crucial role, catering to both local demand and global markets. Samsung, which recently introduced the seventh edition of its flagship foldable smartphone Galaxy Z series, plans to locally manufacture in India at its Noida plant. According to Park, "These new phones will be manufactured at our Noida factory". Acknowledging the role of India in its development, Park, at a media roundtable last month in New York ahead of the launch, had said engineers from Samsung India's Bengaluru R&D facility have contributed significantly to the development of the new devices. Samsung, which had priced its Galaxy Z Fold7 starting from Rs 1.75 lakh to Rs 2.11 lakh, had last week said it is witnessing an "unprecedented demand" for the flagship foldable phone as it has "stocked out in select markets". The company has received over 2.1 lakh pre-orders for Galaxy Z Fold7, Galaxy ZFlip7 and Galaxy Z Flip7 FE and is taking necessary steps at its manufacturing factory in Noida to meet the demand. Over the reparability factors of the Fold and the Flip series, Park said the company has found a solution on the cost side. "Of course, mechanics is something that we are always striving to innovate... repair or the cost of repair is a way that we look into how to reduce the consumer burden. And we have found many ways to improve that, help them, and lessen the cost. So we have a solution for that," he said. When asked about Samsung's evolution journey on foldables, Park said the concept is to make it smaller. " I remember when we had a 5-inch smartphone, we thought it was the biggest, immersive. Now, it's like 6.8-inch and it's becoming bigger and bigger it doesn't go into your pocket, it's hard to hold. So we started thinking about how we can make it a small form factor. That's when we flipped it or folded it. I think it's a trend that other brands are following," he said. During the Galaxy Unpacked event last month, Samsung also announced the company is now working on a tri-fold phone, which it plans to launch by the end of this year. When asked if the new foldable phone will help in market gains for Samsung, Park replied, "To win the heart of the consumer, durability can be one thing, design and price (could be other things)." "It's not that one brand can dominate the whole market. I think having competition enables Samsung to always innovate and look for different technology that does not exist today," he said. Samsung is also reducing its SKUs in the Indian market as part of its optimisation strategy and to increase efficiency. "When I first came to India in 2012, there were like 70 brands - feature phone brands, local brands, and Chinese, Korean, Japanese and Scandinavian brands. I thought, how are these 70 brands competing with each other? And if I look at our portfolio, I have more than 50 phones with a Rs 100 to Rs 300 gap between two models. If I dropped the price on one model, it was like a domino. I had to drop prices on the entire portfolio," he said. Without referring to the name of rivals, he said there is a mother company that has like five different brands and another US company that plays very strongly in the flagships. "So, I had to fight with multiple A, M and F series across online, offline, tier two, three, and four towns. If I battle across the entire front line, I cannot win. I knew that I had to reduce the SKUs. I have to look at efficiency, concentration, and where to fight. And that's when you see optimisation," he said. In the Indian market, Samsung competes with the US-based phone maker Apple in the super premium category, priced over USD 1,000. According to IDC, the Indian smartphone market is led by Vivo, which had 19.7 per cent market share in Q1 2025. Samsung was number two with 16.4 per cent shipments. (Only the headline and picture of this report may have been reworked by the Business Standard staff; the rest of the content is auto-generated from a syndicated feed.)


Hindustan Times
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- Hindustan Times
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