
Former RBI Governor Raghuram Rajan isn't impressed by India's growth story; Here's what he thinks we're getting wrong
"There is no room for another China." That's Raghuram Rajan's blunt assessment of India's industrial aspirations. In a recent interview with Frontline, the former RBI Governor made it clear that the world has changed. The conditions that allowed China to rise through mass manufacturing simply no longer exist.Cheap labour is not the advantage it once was. Automation has moved into even the most basic factory roles. "What companies need now is people who can tend the machines, repair the machines—not those who do the manual work machines have replaced," Rajan said. In short, the manufacturing jobs India is chasing might already be extinct.Add to that the rise of protectionism. Countries are building domestic industries, shutting doors that were once open to global supply chains. "Everybody wants their own little manufacturing industry," Rajan said. India cannot expect to export its way to prosperity in this climate.India has been betting heavily on manufacturing as a way to absorb its young workforce. But Rajan cautions that the numbers just don't add up."We cannot expect that number of jobs in manufacturing," he said. Tariffs have gone up, production-linked incentives are scattered, and policies contradict themselves. For example, tariffs are applied not only to final goods but also to the intermediate goods needed to make them. "Then people complain, 'Oh, I can't make this effectively here because the intermediate goods are tariffed.'"
This isn't just a policy hiccup. It signals a lack of strategic clarity. And without that, Rajan believes, manufacturing will remain a political slogan, not a real solution."Get a job wherever, create a job wherever you can." That, Rajan says, should be the guiding principle.India already commands a 4.5 percent share of global service exports. That includes everything from high-end software to back-end support. While these sectors can't employ everyone, they signal a clear competitive edge.More importantly, Rajan sees untapped potential in domestic, mid-skill service jobs—plumbers, drivers, technicians, healthcare workers. These jobs may not make headlines, but they could lift millions. All it takes is better skilling and targeted support.
He also dismissed the idea that you need a strong manufacturing base to build high-end service sectors. "This canard, which is floated sometimes, that you need the manufacturing in order to do the associated services, is not necessarily true," Rajan said. Citing companies like Nvidia and Apple, he pointed out that design and innovation can flourish even when production is outsourced. The days of the free trade consensus are over. Rajan traced America's shift back to Trump and his economic advisers, who viewed trade deficits as signs of weakness. That thinking has stuck around.
"Is he undermining the basis of US prosperity and its dominance of the post-Second World War economic system with this view? I think we are turning the tables on what worked," he said. Today, protectionist tariffs are not a blip. They are part of a permanent, structural shift in global politics. For India, it means the space to plug into global supply chains has shrunk. Trying to follow China's route now is like running for a train that already left the station.India is growing at 6 to 6.5 percent a year. On paper, that sounds solid. But as Rajan points out, this pace is not enough to lift per capita income fast enough to avoid a demographic squeeze."We are the fastest-growing country in the G20," he said. "But also the poorest on a per capita basis. That has to change."Time is running out. India's young population won't stay young forever. If opportunities don't arrive soon, the demographic dividend could turn into a liability.Rajan has long been vocal about the need for decentralisation. Giving more power to local governments, he argues, improves both accountability and outcomes."The village community can see when the funds transmitted from the State government or Central government are misspent or line the pockets of the village elite," he said. "State after state should give more power to the municipalities, to the villages. That will both enhance commitment to democracy but also allow for better governance."He contrasted this with the Centre's tendency to prioritise flashy schemes without follow-through. "We announce a campaign, but never actually determine whether it's working. It becomes an announcement rather than effective rollout."Rajan criticised the growing trend of suppressing inconvenient data or changing methodologies to suit political needs. That, he warned, is a recipe for bad policy."Suppressing data eventually hurts the government itself," he said. "Your critics are sometimes your best friends because they will identify what's going wrong and then you can make the changes and then get credit for it."Honest, reliable data is not just for economists. It is the foundation of public trust.India is spending big on infrastructure. But Rajan warns that not all investment is equal."Every small town wants a metro," he said. "That's overbuilding, and those will be white elephants."What matters more, in his view, is building up capabilities. This means investing in schools, research labs, skilling programmes, and targeted industrial policy. "We have to have a few national labs where you've got state-of-the-art equipment where you can actually be competitive."The message Rajan is sending is clear: Stop chasing China. That moment is gone. India needs a strategy rooted in its own strengths, challenges and people. That means backing services, not slogans. Empowering local governments, not hoarding power at the top. And investing in people, not just projects.It's not glamorous. But it might just work.

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Time of India
26 minutes ago
- Time of India
Suresh Narayanan steps down after leading Nestlé India's revival and expansion
Representative image Suresh Narayanan , who steered Nestlé India through the most challenging "existential" Maggi crisis, will retire on July 31 after a decade at the helm—a satisfied man. That sense of satisfaction stems from leaving the packaged food major in significantly better shape, with revenue growing at 10 per cent CAGR, profit after tax rising nearly six times, and market capitalisation increasing almost fourfold over the past 10 years. Appointed as CMD in 2015, Narayanan is widely credited with resurrecting Maggi—the company's flagship brand—after it was pulled off kitchen shelves due to a regulatory ban. During his tenure, he fired the company's innovation engine with a diversified and future-ready portfolio, rejuvenating it by launching over 150 new products—which now contribute about 7 per cent of sales—and delivering consistent growth, even amid post-COVID volatility in the FMCG sector, stubborn commodity inflation, and a consumption slowdown. 'I am happy to leave behind a culture of respect, courtesy, dignity, and trust, which is all-pervasive, has helped us through good times and bad, and the extent of diversity we've been able to provide. It is the strength of teams, brands, and conviction that has made us stand up to the odds and deliver 10 years of consistent performance. We were once seen as an urban company with a limited portfolio, but through a penetration-led volume growth strategy rolled out in 2015, we now have access to more households and more consumption occasions,' Narayanan told TOI in an exit interview. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like After Losing Weight Kevin James Looks Like A Model 33 Bridges Undo Following the setback, Maggi recovered 60 per cent of its market share within months of its relaunch in November 2015, bouncing back from near-extinction and reaffirming its place in Indian kitchens, eventually making India its largest market globally. 'Post the crisis, our levels of respect and trust have gone up. We came back from a dead brand into life. We moved from strength to strength,' he recounted. Over the years, Nestlé has delivered steady growth by focusing on premiumisation, a consumer cluster-based and 'Rurban' strategy, and expansion into new businesses—driving both top-line and bottom-line performance. 'One of the things I feel satisfied about is that there were two or three businesses I was keen to start in India. One was the breakfast cereals business, then pet care business and the third was Nespresso—all are now here,' Narayanan said. Also, 'we wanted to grow health science, and the joint venture with Dr Reddy's has given us that opportunity. So we are well placed not just in our core, but also in new, emerging opportunities—where there is a lot of potential for growth,' he added. Narayanan began his career at Nestlé India in 1999 as executive VP (sales), playing a key role in expanding the company's strategic footprint, and over the years, leading strategic transformations across core functions and major geographies. 'We have come a long way from those difficult (Maggi) days, and it feels good to give shareholders a bonus issue (upon farewell),' he added. Investor expectations, too, have been well met, with Narayanan delivering on three key demands: better returns, a 1:10 share split last year, and the company's first-ever 1:1 bonus issue this year. As he prepares to step down after 26 years with Nestlé, passing the baton to Manish Tiwary—former Country Manager of Amazon India—who takes over as CMD from August 1, the FMCG landscape is showing encouraging signs of recovery. Green shoots are becoming visible in urban demand after months of slowdown, supported by easing inflation and recent fiscal and monetary policy measures. Rurban markets (semi-urban and rural) have also demonstrated positive momentum, contributing to overall market resilience. This is a positive sign for companies like Nestlé, where urban markets remain key growth drivers, he said. At the same time, the value segment is seeing traction, supported by more benign inflation, a better monsoon, improved incomes—all contributing to a more favourable environment for consumption-led growth, he added. Amid these evolving market dynamics, the lens of sustainability remains ever-present in the company's business strategy, particularly in light of two significant challenges, according to him. First, consumers are increasingly demanding higher standards of governance and sustainability in the brands and products they choose—a global shift reflecting rising consumer consciousness. Second, regulatory bodies worldwide are raising the bar for product specifications, requiring companies to 'walk the talk' by enhancing the quality of their offerings to meet both consumer expectations and stricter regulatory standards. A rising tide lifts all boats. In the interconnectedness between consumer demands and regulatory responses lies the necessity for businesses to adapt and evolve in this changing landscape,' Narayanan says. Responding to a question on the company's strategy of steering clear of mergers and acquisitions, he said, 'We continue to explore good opportunities. But again, the question is one of valuation, potential, synergies, and growth opportunities that we see.' Using his experience at Nestlé, he now wants to guide senior executives on the pillars of strategy, leadership, and crisis management—all of which he honed during his time at the company. These, he believes, are increasingly essential in a world where crises are no longer exceptions but part of the norm. Stay informed with the latest business news, updates on bank holidays and public holidays . AI Masterclass for Students. Upskill Young Ones Today!– Join Now


New Indian Express
41 minutes ago
- New Indian Express
Best ways to invest in gold that hit record highs in H1
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Business Standard
42 minutes ago
- Business Standard
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