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      India’s economic landscape is entering a phase of execution-led growth, where the focus is shifting to enhancing productivity, competitiveness and long-term resilience. As India advances towards its Viksit Bharat 2047 vision, growth will increasingly be shaped by a future-ready workforce, stronger manufacturing capabilities, resilient MSMEs, efficient infrastructure and accelerated digital adoption.

      This transformation is enabled by continued investment in manufacturing, infrastructure, technology and innovation ecosystems. As global trade patterns evolve and competition intensifies, India’s ability to strengthen industrial capabilities, improve logistics efficiency, accelerate digital transformation and foster entrepreneurship will be critical to sustaining long-term economic growth and enhancing global competitiveness.

      diversity_2

      Future-ready workforce

      Strengthening skills, employment pathways and advanced technology capabilities

      factory

      Manufacturing and industrial competitiveness

      Building deeper manufacturing ecosystems and increasing productivity

      flyover

      Infrastructure and execution excellence

      Enhancing connectivity, logistics efficiency and implementation outcomes

      At the same time, India’s growth story is becoming increasingly interconnected, supported by innovation, digitalisation and domestic demand.

      • Human capital development

        Drives long-term productivity and innovation

      • Manufacturing and MSME growth

        Strengthening economic resilience and competitiveness

      • Infrastructure and logistics investments

        Improving efficiency and market access

      • Digital and technology adoption

        Accelerating innovation and value creation

      India economy: An overview

      India economy: An overview

      Insights into India's growth engines, emerging opportunities, regulatory reforms, and policy measures driving economic progress

      Latest insights

      Agrasar Bharat presents a 20-year agenda to accelerate India's journey towards Viksit Bharat through agility, ability and accountability

      A strategic assessment of India’s sports ecosystem, outlining key measures to drive participation, excellence, innovation, and economic growth

      Building talent, innovation, supplier ecosystems and manufacturing capabilities can strengthen India's semiconductor ecosystem

      An evidence-based assessment of illicit trade across six Indian sectors, its economic impact, enforcement challenges and the path forward

      Examining how circular water and waste systems can strengthen resource security and unlock sustainable growth for Agrasar Bharat

      Driving growth with Economy and Growth trends

      Yezdi Nagporewalla

      Chief Executive Officer

      KPMG in India

      CEOs in India continue to demonstrate confidence and resilience in the face of unprecedented change. As organisations accelerate investments in AI, digital transformation and innovation, success will increasingly depend on their ability to strengthen cyber resilience, build workforce capabilities and embed trust across the enterprise. The leaders that will thrive are those who can translate resilience into sustained growth and convert technology investments into measurable business value.

      Yezdi Nagporewalla

      Chief Executive Officer

      KPMG in India

      • India’s ambition to become a developed nation is clear. The opportunity before us now is to accelerate that journey while ensuring that the progress we create is meaningful, sustainable and inclusive.

        Agrasar Bharat represents this spirit of purposeful progress, moving ahead with confidence and a shared sense of direction. Viksit Bharat 2047 may define our destination, but it is the choices and momentum we build today that will determine how we get there.

      • India stands at an important inflection point. Our long-term success will depend on how effectively we translate our strengths into greater productivity, stronger capabilities and globally competitive enterprises. Guided by Agility, Ability and Accountability, India has the opportunity to turn aspiration into enduring advantage. Agrasar Bharat, a KPMG in India initiative, explores the choices that can help shape that journey.

      Hemant Jhajhria

      National Head of Consulting

      KPMG in India

      • India’s defence ambitions will depend on how effectively we translate technological progress into operational capability. The opportunity lies in bringing capital, innovation and industry together to build a stronger, more competitive domestic defence ecosystem.

      • In government & public sector consulting, our work is about making a real difference in the lives of millions of people.

        From enabling digital public infrastructure and improving healthcare to driving sustainable urban development and empowering communities across Bharat, our work has been driven by one purpose: nation building.

        This responsibility demands resilience, deep expertise and, above all, empathy. Every policy, programme and solution we support has the potential to transform lives.

        To our leadership and mentors, our teams, and our government partners, thank you for your vision, dedication, tireless efforts and trust

      Nilachal Mishra

      Partner and Head, Government & Public Services (G&PS), National Leader - Government and Infrastructure

      KPMG in India

      • As India’s growth narrative shifts from ambition to execution, the focus now is on how quickly we can translate strong foundations into lasting competitiveness. Agrasar Bharat presents a roadmap built on agility, ability and accountability to accelerate progress toward Viksit Bharat@2047. Prioritising sunrise sectors, scaling technology adoption, strengthening institutions, and investing in people will be critical to sustaining growth over the next two decades.

      • As AI reshapes economies and industries, the conversation is moving beyond adoption to sovereignty.

        For India, building capabilities across compute, models, talent, infrastructure and governance is critical to ensuring that AI innovation remains aligned with national priorities, strengthens resilience and accelerates inclusive economic growth. Sovereign AI can be a key enabler in advancing the vision od an Agrasar Bharat - one that is innovative, competitive and self-reliant in the age of intelligence.

      • India’s digital public infrastructure has been transformative, driving financial inclusion at an unprecedented scale. The next phase must focus on expanding these capabilities across sectors, strengthening cybersecurity and building domestic AI capabilities to enhance productivity and establish India’s strategic autonomy in the digital world

      Akhilesh Tuteja

      Partner & National Leader - Clients and Markets and Technology, Media & Telecommunications (TMT)

      KPMG in India

      India has built formidable digital foundations. The more interesting question now is what we choose to build on top of them. The next chapter of India’s technology story gets really interesting. It cannot simply be about more technology. It has to be about better outcomes.

      AI can make an enterprise meaningfully more productive. Technology can help an institution respond faster. Digital systems make a citizen’s interaction with public services simpler and more empowering. Our technological capabilities translate into greater competitiveness and resilience.

      Agrasar Bharat is a 20-year agenda for turning India’s aspirations into action. At its heart are three ideas:

      • Agility to respond to change
      • Ability to build and compete at scale
      • Accountability to translate ambition into outcomes

      Technology is one of the engines that can make this possible. But as AI expands the boundaries of what we can do, perhaps we should judge technology by a much simpler test. Ulitmately technology is not progress. What it enables us to achieve is.

      Dean Grandy

      Global Head of Government
      KPMG International

      • The opportunities emerging from AI, autonomous systems and intelligent infrastructure are immense. Against this backdrop, India’s experience with Digital Public Infrastructure (DPI) is particularly compelling. What makes India’s approach distinctive is that DPI was conceived as foundational infrastructure, rather than as a collection of standalone digital programmes.

      • Digital sovereignty is not about nationalism or protectionism; it is about building informed self-reliance. For governments to harness AI responsibly and at scale, they must focus on three critical pillars: data, infrastructure and capability. The real opportunity lies in making government data accessible and actionable, building secure and resilient digital infrastructure, and developing the talent needed to translate technology into better citizen services. AI is mathematics, not magic, and greater digital literacy across government is essential to unlocking its potential.

      • India's technological opportunity is rooted in more than scale. It is driven by a digitally empowered population, ambitious institutions, and leaders committed to transformation. This creates a distinct competitive edge, enabling India not only to anticipate global shifts but also to lead the development of solutions, ecosystems, and assets that will shape the future.

      Pier Stefano Sailer

      EMA Head of Government & Public Services
      KPMG International

      • The convergence of commercial technology and defence is reshaping the innovation landscape. The real challenge is to move beyond prototypes and pilots towards solutions that can be deployed at scale, with collaboration between established industry, startups and governments playing a critical role.

      • One of India's greatest opportunities lies in adopting a truly long-term perspective. Sustainable transformation requires a vision with clear ambitions spanning the next five, ten, fifteen, and even twenty years. Many governments struggle to maintain this level of continuity and strategic focus.

        Equally important is the discipline of rigorous programme management over extended periods. Long-term goals can only be realised through consistent execution, accountability, and course correction. Independent experts can play a critical role in this journey, providing objective oversight and helping realign priorities whenever progress begins to drift from the intended roadmap

      Fernando Vizoso Estrades

      EMA Head of Infrastructure
      KPMG International

      • Sports development is about more than building world-class stadiums. It requires accessible community facilities, mini-stadiums and seamless transport connectivity. By planning infrastructure around accessibility, mobility and the needs of athletes and communities, we can broaden participation and maximise the reach and utilisation of sporting facilities.

      • The focus can no longer be limited to individual rail networks, highways, airports, or ports. Instead, the ambition should be to develop economic corridors that seamlessly connect multiple modes of transport, enabling the efficient movement of people, goods, and services. Such integrated infrastructure not only enhances connectivity and productivity but also strengthens regional competitiveness and supports long-term economic growth.

      Alberto De Negri

      EMA Head of Healthcare
      KPMG International

      • Nutrition must be recognised as a fundamental pillar of public health, not merely as a food security issue. Addressing malnutrition requires a shift from treating its consequences to prioritising prevention, early intervention and coordinated action across the healthcare system. For India, the opportunity lies in integrating nutrition into community-level healthcare and bringing different ministries and stakeholders together to deliver sustainable, long-term outcomes.

      • AI has the potential to redefine healthcare, but its greatest value will be realised only when paired with a fundamental redesign of care delivery. The next frontier is not deploying technology in isolation, but creating integrated, patient-centric models that align technology, service delivery, and clinical care to improve health outcomes sustainably.

      Stefan Hefter

      EMA Head of Defence
      KPMG International

      • The future of defence will not be defined by who has the most advanced technology, but by who can integrate it most effectively into operations and decision-making. For India, the opportunity is to bring together AI, autonomous systems, data and battlefield intelligence in ways that improve speed, resilience and operational effectiveness. This will also require closer collaboration across the armed forces, industry, research institutions and India’s growing defence technology ecosystem.

      • India possesses an extraordinary depth of technical, scientific, and digital talent. Harnessing this talent effectively presents a significant opportunity to position the country at the forefront of next-generation defence innovation.

        By combining indigenous R&D, advanced technologies, and engineering capabilities, India can build resilient and sovereign defence solutions that address evolving strategic and security challenges while strengthening its long-term technological competitiveness.

      Mohit Bahl

      Partner and Head - Risk and Integrity Advisory

      KPMG in India

      As India advances its AI ambitions, success will depend not only on innovation but also on the trust that underpins it. Building responsible, inclusive, and accountable AI systems can help ensure that technological progress translates into sustainable economic and societal value.

      Purushothaman KG

      National AI Leader, and Head – Technology Transformation

      KPMG in India

      • As AI reshapes economies and industries, the conversation is moving beyond adoption to sovereignty.

        For India, building capabilities across compute, models, talent, infrastructure and governance is critical to ensuring that AI innovation remains aligned with national priorities, strengthens resilience and accelerates inclusive economic growth. Sovereign AI can be a key enabler in advancing the vision od an Agrasar Bharat - one that is innovative, competitive and self-reliant in the age of intelligence.

      • India’s AI opportunity is not just about building infrastructure or adopting new technologies. It is about creating a sovereign digital ecosystem that combines indigenous AI capabilities, trusted data, resilient infrastructure and strong privacy safeguards. As enterprises accelerate AI adoption, the priority must be to translate investments into scalable, secure and India-relevant solutions that strengthen our digital sovereignty and enable sustainable economic growth.

      Nikhil Sethi

      National Sector Leader - Consumer Markets and Co-Lead Customer & Operations

      KPMG in India

      As India advances towards becoming a developed nation, food security alone will not be enough. The focus must increasingly shift towards ensuring nutritious food is available, accessible and affordable for all.

      Strengthening agricultural value chains, reducing post-harvest losses, leveraging technology and improving market linkages can help build a more resilient and sustainable food ecosystem that meets the needs of a growing population.

      Brijendra Kumar

      Partner and Lead, GovTech, Government and Public Services

      KPMG in India

      AI sovereignty goes beyond where a model is hosted. It encompasses the entire ecosystem, from compute, power and water to data, indigenous datasets, model training and governance. Building sovereign AI means ensuring that the technology is not only available within our borders, but is also designed, governed and aligned with the needs of our nation.

      Himanshu Rattan

      Partner and Lead – Food, Agri & Allied Services, Government & Public Services

      KPMG in India

      • As India advances towards becoming a developed nation, food security alone will not be enough. The focus must increasingly shift towards ensuring nutritious food is available, accessible and affordable for all.

        Strengthening agricultural value chains, reducing post-harvest losses, leveraging technology and improving market linkages can help build a more resilient and sustainable food ecosystem that meets the needs of a growing population.

      • Building a resilient agriculture ecosystem requires us to move from reactive reponses to predictive, data-led decision-making. By bringing together climate intelligence, farm-level data and technology through unified digital platforms, we can help farmers anticipate risks, improve productivity and strengthen food and nutrition security.

      Gaurav Mehndiratta

      Partner and National Head, Corporate and International Tax

      KPMG in India

      • The future battlefield will be shaped by the ability to transform information into action faster than ever before. As AI compresses decision cycles and enables intelligent autonomous systems, India has a unique opportunity to build defence capabilities that are secure, scalable, and strategically independent.

        • India’s defence transformation could mirror the telecom revolution. The key is to combine a clear long-term technology roadmap with policy support, funding and greater participation from startups and MSMEs. Initiatives such as iDEX, ADITI and DRDO’s Technology Development Fund are important steps towards building indigenous capabilities and reducing import dependence.
        • For defence startups and MSMEs, the real challenge is crossing the ‘valley of death’ between developing a prototype and securing sustained orders. Innovation funding must translate into procurement and repeat business if we want a commercially viable defence ecosystem. A predictable acquisition process, backed by industry collaboration and access to global technology, will be critical to achieving self-reliance.
      Prasanth Shanthakumaran

      Partner and Head of Sports sector

      KPMG in India

      • India’s sporting ecosystem is evolving beyond cricket, with leagues across football, badminton and tennis creating new opportunities for growth. Realising the sector’s full potential will require stronger coordination among sports federations, the Indian Olympic Association and other stakeholders, alongside greater investment in infrastructure, talent development and sports manufacturing.
      • India’s sporting future depends on how effectively our federations, SAI, and private partners work together. Collaboration is the key to building a stronger sporting nation and creating a lasting legacy for Indian sports.
      Yezdi Nagporewalla

      Chief Executive Officer

      KPMG in India

      Resilience is no longer a corportate concern. It is now a country level priority. India faces a significant challenge, but also a significant opportunity in the China+1 shift.

      The world is looking to diversify beyond China, not move out of it. India’s task is to become a credible and competitive second base. That will take time, consistency and careful attention to energy security, defence, currency stability, trade balance and domestic capability.

      We must also strike the right balance between protecting strategic interests and remaining open to global competition. India should not aim simply to be an alternative. It should work towards becoming an important and enduring part of global value chains.

      Vikram Srinivas

      Office Managing Partner – Chennai and Partner – M&A Consulting

      KPMG in India

      Investor confidence and industrial strength have positioned Tamil Nadu as one of India's leading growth engines. As businesses look to scale, the focus is shifting towards creating a more seamless investment environment through faster approvals, stronger infrastructure, deeper talent pools and cities that attract both enterprise and talent alike..

      Yezdi Nagporewalla

      Chief Executive Officer

      KPMG in India

      The BRICS Solutions Awards 2026 are about much more than recognition. They shine a light on ideas that have the potential to address some of the most pressing challenges of our time, from resource sustainability and food security to digital health and inclusive growth.

      This year, hundreds of award applications received from across BRICS economies reflected the depth of innovation emerging from our communities, businesses and institutions. What is particularly encouraging is that many of the winning solutions can be adapted and scaled across borders, creating impact far beyond their place of origin. As BRICS nations strengthen cooperation, we have a unique opportunity to accelerate the exchange of knowledge, scale what works, and turn promising innovations into meaningful outcomes for millions. Innovation guided by purpose remains one of the most powerful forces for positive change.

      Mohit Bahl

      Partner and Head - Risk and Integrity Advisory

      KPMG in India

      Illicit trade today represents far more than a law-enforcement challenge. It impacts government revenues, consumer trust, business competitiveness and economic resilience. As India advances towards its growth ambitions, strengthening traceability, enabling technology-led enforcement and fostering greater collaboration between industry and government will be critical to protecting legitimate markets and ensuring sustainable economic development.

      Sidhartha Gautam

      Partner and Lead - Auto & Industrial Manufacturing Sector, Risk Advisory

      KPMG in India

      • Illicit trade is no longer a standalone enforcement issue. It is an interconnected ecosystem that spans supply chains, digital platforms, and informal networks. To combat it effectively, we must move beyond product-level detection and focus on understanding and disrupting the networks that enable it.

      • Every sector faces distinct vulnerabilities to counterfeiting and smuggling, but the need for collective action is universal. By combining industry insights, regulatory support and effective enforcement, we can build resilient supply chains and create a stronger deterrent against illicit trade.

      Nilachal Mishra

      Partner and Head, Government & Public Services (G&PS), National Leader - Government and Infrastructure

      KPMG in India

      India has demonstrated that it can build environmental infrastructure at scale. The challenge before us now is to transform this infrastructure into an integrated resource economy that secures water, recovers value from waste, and supports sustainable growth in a resource-constrained future.

      As India charts its Agrasar path towards Viksit Bharat@2047, resource circularity must become a core pillar of this journey. The transition to a circular economy is not merely an environmental imperative, but an economic necessity for ensuring long-term resource security, industrial competitiveness, and urban resilience.

      India's next decade of environmental infrastructure development will be defined not by how much more it builds, but by how effectively it conserves, recovers and reuses resources.

      Arpit Guha

      Partner, Government and Public Services

      KPMG in India

      India’s environmental infrastructure journey is entering a new phase, one that goes beyond building assets to securing resources, improving service reliability, and strengthening resilience.

      As water stress, climate risks, and urbanisation intensify, the future of water management will be defined not by how much infrastructure we create, but by how effectively it performs. The focus is shifting from water availability to water security, from wastewater disposal to resource recovery, and from isolated projects to integrated value chains.

      Water must increasingly be viewed as a strategic resource that underpins economic growth, industrial development, and community well-being. Achieving this will require stronger institutions, smarter use of technology, greater circularity, and a relentless focus on measurable outcomes.

      The next decade presents a significant opportunity to reimagine India's water value chain, from source protection and efficient service delivery to wastewater reuse and resource recovery, creating a more resilient and sustainable future.

      Sumouleendra Ghosh

      Partner and Global Lead - Water Sector, Government and Public Services

      KPMG in India

      Water utilities may operate in different social, economic and environmental contexts, but many of the challenges they face are strikingly similar. The fastest path to transformation is not to start from scratch, but to learn from what already works and adapt proven solutions to local realities. Governments and international institutions can provide structured platforms for collaboration, while consultants, service providers and technology partners can help transfer ideas and innovation across geographies.

      Equally important is utility-to-utility cooperation, where those that have successfully implemented reforms share practical experience with their peers. By institutionalising these channels of knowledge exchange, the sector can reduce the cost and risk of experimentation, accelerate innovation, strengthen resilience and deliver more sustainable water services at scale.

      Sandeep Paidi

      Partner, Government & Public Services (G&PS); Lead - Health, Human & Social Services (HHSS) and Office Managing Partner – KPMG in Hyderabad

      KPMG in India

      India’s urban future depends not only on building water infrastructure, but on ensuring long-term water sustainability. Embracing the ‘One Water’ approach will enable us to manage every water source as part of an integrated system, driven by innovation, investment, strong institutions, and partnerships. This integrated perspective will be key to building resilient, water-secure cities and shaping the next phase of urban water management in India.

      Prabal Bhardwaj
      Prabal Bhardwaj

      Partner, Government & Public Services (G&PS)

      KPMG in India

      • India has demonstrated that it can build environmental infrastructure at scale. The challenge before us now is to transform this infrastructure into an integrated resource economy that secures water, recovers value from waste, and supports sustainable growth in a resource-constrained future.

        As India charts its Agrasar path towards Viksit Bharat@2047, resource circularity must become a core pillar of this journey. The transition to a circular economy is not merely an environmental imperative, but an economic necessity for ensuring long-term resource security, industrial competitiveness, and urban resilience.

        India's next decade of environmental infrastructure development will be defined not by how much more it builds, but by how effectively it conserves, recovers and reuses resources.

      • Swachhata Beyond 2027 must represent a decisive shift from managing waste to eliminating waste from the system. By embedding circular economy principles across sanitation and solid waste management, India can transform environmental responsibility into public value, economic opportunity and lasting urban resilience.

      Akhilesh Tuteja

      Partner & National Leader - Clients and Markets and Technology, Media & Telecommunications (TMT)

      KPMG in India

      India’s startup ecosystem has created remarkable value, but focusing solely on unicorn counts tells only part of the story. Sustainable success is built on innovation, profitability, job creation, digital inclusion, and long-term impact.

      As the ecosystem matures, it may be time to broaden the scorecard and celebrate startups that are creating enduring value, not just achieving billion-dollar valuations.

      Nilachal Mishra

      Partner and Head, Government & Public Services (G&PS), National Leader - Government and Infrastructure

      KPMG in India

      Services represent a compelling new frontier for economic cooperation across BRICS, enabled by the movement of talent, technology, expertise and ideas across borders. Realising this potential will require us to move beyond facilitating trade towards building an integrated services ecosystem, one that enables businesses to access markets, forge trusted partnerships and co-create solutions at scale. Greater regulatory coherence, digital interoperability and talent mobility will be critical to translating our collective strengths into sustained and inclusive growth.

      The discussion underscored the need for greater regulatory coherence, interoperable digital frameworks, more seamless talent mobility and improved market access. It also highlighted the importance of enabling MSMEs and start-ups to participate meaningfully in cross-border opportunities and become active contributors to regional and global value creation.

      The central proposition was clear: the opportunity for BRICS extends beyond expanding trade in existing services. It lies in connecting complementary capabilities, co-creating new solutions and forging partnerships that can unlock innovation, resilience and sustained economic growth across member economies.

      Yezdi Nagporewalla

      Chief Executive Officer

      KPMG in India

      India’s next phase of growth will depend less on inherited strengths and more on how effectively we build and connect capabilities across talent, technology, manufacturing, innovation and policy. From GCCs and semiconductors to deep-tech startups, sustainable competitiveness will come from execution at scale, trust, and long-term institution building.

      Yezdi Nagporewalla

      Chief Executive Officer

      KPMG in India

      India’s next phase of growth will depend less on inherited strengths and more on how effectively we build and connect capabilities across talent, technology, manufacturing, innovation and policy. From GCCs and semiconductors to deep-tech startups, sustainable competitiveness will come from execution at scale, trust, and long-term institution building.

      Neeraj Bansal

      Partner and Head India Global

      KPMG in India

      India’s next real estate growth story will not be written only in the metros. Emerging cities like Indore, Surat, Jaipur and Kochi are showing how infrastructure, jobs, talent and capital can come together to create deeper, more sustainable demand across housing, offices, warehousing and mixed-use developments. The opportunity is significant.

      By 2030, tier-2 cities alone are expected to generate nearly USD2 trillion in economic output, up from around USD690 billion today. As growth moves beyond the usual metro map, these emerging centres are opening a fresh and powerful chapter in India’s economic journey.

      Neeraj Bansal

      Partner and Head India Global

      KPMG in India

      • India’s next phase of urban growth will depend on our ability to simultaneously expand affordable supply, formalise rental housing and strengthen regulatory coordination so that projects are delivered with certainty and trust.

        The opportunity ahead lies in moving from fragmented interventions to an integrated approach where land, finance, approvals and regulation work in sync to make housing more accessible, reliable and scalable.

      • Addressing affordability, rental supply, and homebuyer protection in an integrated manner, along with consistent RERA implementation supported by stronger monitoring and better alignment with insolvency frameworks, is essential to build trust and enable sustainable, inclusive growth in the housing sector.

      Hemant Jhajhria

      National Head of Consulting

      KPMG in India

      Viksit Bharat will be shaped by capability depth, innovation, and ownership of value. From MSMEs to advanced manufacturing, the shift is clear: build, design, and lead. Policy, capital, and talent must now align to accelerate this transition.

      The real unlock lies in execution: scaling R&D, strengthening supply chains, and enabling risk-taking. India has moved beyond participation. The next chapter is about leadership in global value chains, powered by capability, not cost.

      Neeraj Bansal

      Partner and Head India Global

      KPMG in India

      U.S.-India trade is entering a high growth phase, with exports already at USD87 billion and nearly a fifth of India’s merchandise trade. The USD500 billion ambition by 2030 is within reach, driven by stronger supply chains, technology collaboration and deeper integration across manufacturing and services.

      As global value chains realign, India’s scale, cost advantage and talent base position it as a trusted partner for U.S. businesses. The next phase will be defined by execution, translating policy momentum into resilient, long term economic outcomes.

      Manoj Kumar Vijai

      Non-Executive Chairman

      KPMG in India

      The U.S.-India economic relationship is increasingly defined by deeper commercial linkages, institutional trust and a shared commitment to long-term growth.

      As trade expands across key sectors and new opportunities emerge in manufacturing, energy and technology, the focus must shift towards execution, strengthening supply chains, improving market access and ensuring regulatory predictability. Sustained collaboration across businesses and policymakers will be critical to translating this momentum into durable economic outcomes.

      Naveen Aggarwal

      Office Managing Partner – Delhi NCR, Corridor Leader, U.S.- India

      KPMG in India

      The U.S.-India corridor is emerging as a pillar of resilience in an increasingly fragmented and competitive global environment.

      With strong momentum across key sectors such as electronics, pharmaceuticals and high-value services, the focus is now on translating opportunity into execution through tighter supply linkages, regulatory coherence and predictable market access.

      Advancing these priorities can accelerate deeper economic integration and support the shared ambition of achieving USD 500 billion in bilateral trade by 2030.

      Mustafa Surka

      Partner, Forensic Services, Risk Advisory Consumer Markets & Retail Leader

      KPMG in India

      Global trade is being reshaped by geopolitics. Middle East tensions are disrupting energy and shipping, affecting nearly 20% of oil flows and up to USD5B in cargo daily. Amid the uncertainty, India is stepping up trade ties with the US, UK and EU.

      Volatility is set to stay, making structural resilience more critical than short‑term fixes. Organisations that build strong governance, embed compliance, and adopt proactive risk and investigation frameworks are better positioned to manage uncertainty, protect trust, and create durable long‑term value.

      Hemant Jhajhria

      National Head of Consulting

      KPMG in India

      India's rise as a manufacturing and economic leader relies on advancing up the value chain. Moving from basic assembly to innovation-driven manufacturing is essential for sustained competitiveness, requiring stronger industry, investment, talent, and mindset.

      Priorities shaping this shift:

      • Move up the value chain.: Transition from assembly-led models to design, engineering, and innovation-driven manufacturing
      • Increase R&D investment: With spending below 1% of GDP, scaling research and intellectual property creation is critical.
      • Build holistic competitiveness: Success depends on quality, scale, supply chain strength, and reliability, not just cost advantage.
      • Strengthen the MSME ecosystem: Enable growth through formalisation, access to credit, and global supply chain integration.
      • Address the talent gap: Bridge the disconnect between education and industry-ready skills to unlock workforce potential.
      • Shift mindset from executor to creator: Focus on owning design, innovation, and outcomes, rather than following global instructions.
      • Enable risk-taking through financial systems: Strengthen insurance and capital frameworks to support entrepreneurship and long-term growth.
      Purushothaman KG

      National AI Leader, and Head – Technology Transformation

      KPMG in India

      The India data centre story is, at its core, a story of the country's pivot towards a digital economy. This shift is being driven not only by India’s role as a global exporter of technology services, but also by the rapid expansion of a domestic consumer base that is increasingly consuming digital and technology-led services.

      The India Union Budget 2026’s tax holiday for foreign cloud providers using domestic data centres, extended till 2047, strengthens investor confidence by highlighting India’s cost and efficiency edge in data centre operations. It is expected to encourage existing facilities to scale international services, while prompting new and marginal players to adopt hybrid operating models that balance offshore capacity with increased deployment within India to optimise returns.

      Bidyut Chakraborty

      Partner

      KPMG in India

      With a focused shift from commodity long products to high‑value alloy and specialty steels, supported by cluster‑based modernisation, scrap‑to‑steel circularity, and global quality standards, the state can position itself as a competitive and sustainable manufacturing hub for domestic and global markets.

      Neeraj Bansal

      Partner and Head India Global

      KPMG in India

      India’s global journey is entering a new phase, where scale alone will not define success. With exports nearing USD800 billion and over 1,700 GCCs driving core business decisions, India is becoming more deeply integrated into global value chains.

      As companies expand globally, the focus is shifting towards innovation, agility and higher standards of execution and compliance. Supply chains are becoming more strategic, and partnerships are emerging as key enablers of faster, more effective market entry.

      The next generation of Indian multinationals will be built on strong execution, innovation-led differentiation and the ability to collaborate across markets. This is where India has the opportunity to move from being part of global value chains to shaping them.

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      India's technological opportunity is rooted in more than scale. It is driven by a digitally empowered population, ambitious institutions, and leaders committed to transformation. This creates a distinct competitive edge, enabling India not only to anticipate global shifts but also to lead the development of solutions, ecosystems, and assets that will shape the future

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