Decoding the Regulatory Divide: Systemic Flaws and Global Benchmarks in India’s Skilling Ecosystem

By N Suresh
Possesses 38 years of professional experience across assorted industries and is a direct product of the Dual system of education, supplemented by Master’s degrees from the traditional University system. A close observer of Skill India’s advancements for the past 42 years, he has extensively tracked the European and Australian TVET sectors, drawing upon 15 years of direct personal experience in this space.

National Council for Vocational Education and Training (NCVET) was operationalized by subsuming National Council for Vocational Training (NCVT) and National Skill Development Agency (NSDA). This consolidation aimed to unify fragmented Technical and Vocational Education and Training (TVET) architecture. While unified policy control has scaled up, structural deficiencies in monitoring Awarding Bodies (ABs) and Assessment Agencies (AAs) persist. Shifting from volume-driven compliance to outcome-based field execution remains a critical challenge.

Core Flaws in the NCVET Framework

Spatial Overreach and Paper Capacities

Regulatory frameworks grant pan-India jurisdictions to testing entities based on administrative volume. Agencies secure multi-state clearances by presenting databases of freelance Subject Matter Experts (SMEs), multilingual question banks, and registered proctors. This desktop licensing model assumes that mathematical scale translates into local execution capability. In practice, a massive database of freelance examiners does not guarantee logistical infrastructure, quality control, or industry connections required to deploy genuine assessments in remote or rural districts.

Numerical Volume Contradiction

A major structural loophole in the pan-India licensing model is the reliance on absolute numerical thresholds without geographical distribution mandates. For example, an agency can secure national jurisdiction status purely by demonstrating a volume metrics threshold, such as training & assessing 75,000 candidates within a single year. Though the current document June 2025 says “at-least five (05) States/ UTs representing at-least three(03) Regions of India (Clause 2.2.1 b (iii))” a cursory glance of the list of Dual Body indicates many who are a single state operations who qualified only because of the number trained and certified. Fundamentally such framework fails to account for where these training and assessments occur. An entity can train and evaluate the entire volume of 75,000 candidates within a single geography (state or region). Despite having zero operational footprint, zero infrastructure, and zero regional language capability in the remaining states or Union Territories, the entity receives a nationwide operational mandate.

This distortion creates severe operational challenges across the skilling value chain:

  • Clustering Illusion: Agencies naturally centralize operations in high-density urban clusters to minimize logistical costs, avoiding remote, hilly, or border regions while maintaining national certification status.
  • Sub-Contracting Vulnerabilities: When single-state operators win nationwide public procurement tenders, they frequently scramble to sub-contract ground execution to unverified local freelancers, weakening process monitoring.
  • Linguistic Disconnect: Achieving high volume metrics in one region does not ensure an agency possesses the linguistic literacy or contextual subject expertise required to evaluate candidates in culturally diverse states.

The current guideline treats organizational capacity as a product of physical geography rather than evaluating the institutional and digital scale of the applying entity. It also stifles cross-border mobility and locks out highly competent regional players. For example, a top-tier skilling institute based in Noida (Uttar Pradesh) that has successfully trained thousands of students cannot apply to be an AB in neighboring Delhi or Haryana unless they already have historical, recorded numbers inside those specific state borders. Also, if an organization applies for recognition in more than one state (but less than PAN India), the required prior experience (number of trainees/assessments) is a strict mathematical summation of the individual state requirements. The same applies to financial turnover requirements (Section 4.1.3.c).

Batch Sizing Flaw: Rigid Capacity Caps

According to Section 8.7.1, the guidelines impose a strict mandate on how institutions can operate their batches:

  • Maximum Cap per Batch: The instructional area is limited to a batch size of a maximum of 30 students per batch.
  • Single Batch Restriction: By default, an institution is eligible for only one batch per Diploma or Diploma (Advanced) Qualification.

Key Operational Consequences

This rigid structure introduces three major flaws into the training ecosystem:

  • Severe Scale Limitations: Capping a program at a single batch of 30 students severely restricts a well-equipped, highly reputed institution from scaling up its successful vocational programs to meet market demand.
  • Disincentivizes Growth: Even if an institution has a proven track record, high placement rates, and robust infrastructure, it is bottlenecked by the default “one batch per qualification” rule.
  • Regulatory Dependency for Expansion: To bypass this limit, institutions must prove “exceptional circumstances” to NCVET to get additional batches allocated. This introduces administrative red tape and slows down execution.
  1. Parallel Infrastructure: Showing that they possess entirely separate, duplicate sets of labs and workshops so that Batch A and Batch B do not fight over the same CNC machines or robotics kits.
  2. Dedicated Faculty Strength: Proving a strict 1:20 or 1:30 trainer-to-trainee ratio for each extra batch requested, with full-time instructors listed on the portal.
  3. Linear Multiples: If NCVET approves an entity for 3 batches of an approved Diploma qualification, system locks their portal limits to exactly 3 × 30 = 90 trainees for that academic intake year.

Field Verification Deficit

The recognition pipeline prioritizes initial documentation screening and committee presentations over active field verification. Once bilateral or tripartite agreements are executed, oversight shifts to self-regulation portals and periodic desk audits. NCVET lacks dedicated regulatory inspectorates to perform unannounced, on-site audits during active testing cycles. Without surprise field validations, standard operating procedures cannot be actively enforced, leaving the system exposed to systemic process compromises.

Structural Interest Conflicts

Allowing dual recognition enables single corporate entities to act as both Awarding Bodies and Assessment Agencies. While this design minimizes operational friction within training cycles, it reduces institutional separation between delivery and certification. When training providers and evaluators operate under shared management networks, robust external auditing becomes essential, yet remains unaddressed by current oversight mechanisms.

Technical and Operational Bottlenecks

Centralizing operations through the KaushalVerse Portal and Academic Bank of Credits (ABC) has faced persistent technical debt. Interoperability issues between older legacy systems and centralized public portals create administrative blockages. Furthermore, rigid National Skills Qualification Framework (NSQF) alignment timelines cause structural bottlenecks. When specialized training modules expire, bureaucratic renewal delays disrupt active training batches, slowing down ecosystem agility.

Performance Analysis Since Inception

Macroeconomic restructuring has standardized long-term and short-term vocational parameters, but grass-roots execution quality varies significantly.

Global Governance Paradigms: ASQA and Germany

Global VET frameworks position regulatory accountability on operational sites rather than documentation matrices, explicitly separating localized capacity from raw scale.

Australia (ASQA): Risk-Based Performance Sampling

The Australian Skills Quality Authority (ASQA) regulates Registered Training Organisations (RTOs) by checking operational evidence instead of corporate policy files. Auditors sample live portfolios, cross-verify completed evaluation patterns, and conduct direct interviews with candidates and trainers.

Crucially, ASQA prevents the numerical volume trap by treating geographic expansion independently. Hitting high enrollment numbers in a home state does not grant automatic national access. RTOs must file a specific Scope Expansion Application for every new territory, proving local physical infrastructure and compliant local delivery sites prior to approval.

Germany: Decentralized Chamber Architecture

Germany’s Dual VET system transfers monitoring duties away from central government bodies to regional industry structures: Chambers of Industry and Commerce (IHK) and Chambers of Crafts (HWK). Local companies must clear physical inspections of workspace safety and trainer qualifications to participate. Employers train candidates but are legally prohibited from testing them. Final examinations are conducted independently by regional tripartite boards comprising employers, teachers, and union representatives, using local peer pressure to protect certification integrity.

Structural Governance Comparison

Operational FeatureNCVET Model (India)ASQA Framework (Australia)Dual VET Architecture (Germany)
Primary Audit MetricPre-Recognition Verification: Data counts, online forms, and portal declarations.Performance Auditing: Evaluation of active learner files and live observations.Co-Regulation: On-site checks of workplaces by regional industry peers.
Territorial AuthorizationAutomated national jurisdiction based on cumulative volume thresholds.Location-specific authorization requiring independent local proof for every territory.Region-bound operational permits controlled strictly by local industry chambers.
Evaluation WorkforceFreelance assessors hired via non-exclusive private registries.Institutional assessors subject to strict federal validation standards.Tripartite panels comprising local industry, labor, and academic experts.
Investigation TriggersScheduled renewals or formal stakeholder complaints.Data-driven risk forecasting and random target selections.Continuous local monitoring by permanent regional advisors.

Realizing Ground-Truth Accountability

NCVET has established macro-policy structures, credit articulation rules, and national skilling frameworks. However, its reliance on remote, desktop-based licensing weakens ground-level execution. Transitioning to risk-based performance sampling, introducing geographical dispersion thresholds (requiring minimum volume spread across diverse states rather than single-cluster concentrations), or utilizing regional industry networks could address these gaps. Until verification frameworks shift from checking paper database registries to conducting live, independent field audits, true capability will remain separate from compliance documentation.

References

  1. National Council for Vocational Education and Training. (2020). Guidelines for Recognition and Regulation of Assessment Agencies. Ministry of Skill Development and Entrepreneurship, Government of India.
  2. National Council for Vocational Education and Training. (2024). Guidelines for Diploma Qualifications in Vocational Education & Training and Skilling. Notification. Gazette of India.
  3. National Council for Vocational Education and Training. (2023). Revised National Skills Qualification Framework (NSQF) Notification. Gazette of India.
  4. Australian Skills Quality Authority. (2025). Regulatory Risk Framework and Performance Assessment Methodology. Commonwealth of Australia.
  5. Federal Ministry of Education and Research (BMBF). (2024). Report on the Vocational Education and Training (VET) System in Germany. Vocational Training Act (BBiG) Compliance Standards.
  6. National Council for Vocational Education and Training. (2026). Compendium of NCVET Policies, Guidelines, and Digital Migrations (KaushalVerse Framework). Ministry of Skill Development and Entrepreneurship, Government of India.

Yes, Sir or Oh, No! Toxicity Lessons

The manufacturing plant on the outskirts of Mysore, near the Nanjangud industrial area, buzzed with the sound of automated pick-and-place machines. Inside the high-precision Surface Mount Technology division, however, the atmosphere was thick with tension. At the center of this tension was Ramanjaneya, the plant’s production manager. To some in the leadership, he was a reliable asset, but his rise to the top was entirely accidental. Ten years ago, Ramanjaneya’s world had been delightfully simple: a desk, a micrometer, and a mountain of incoming components. As an Incoming Parts Inspector, success meant matching a physical part to a blueprint. If the dimensions matched, it passed. There were no shades of grey and no people management.

Then, a chaotic organizational purge hit the company. The department head resigned, senior supervisor took a job abroad, and a hiring freeze locked the team size. Finding himself the last man standing, Ramanjaneya was handed the manager’s cabin for one simple reason, he was a ultimate Yes-Man for his Manager. While others argued about bandwidth or quality protocols, Ramanjaneya just nodded, becoming the friction-free gear the top brass wanted.

Just say Yes

Now, tasked with setting up a new assembly line for advanced medical electronics, his deep-seated technical inadequacy caught up with him. Knowing he lacked true engineering expertise, he personally interviewed and selected every technician and quality inspector, purposely seeking out quiet, unassuming individuals from local polytechnic colleges. In his mind, he was building a compliant team that would blindly follow his instructions, ensuring he kept absolute control and hid his own limitations.

The strategy collapsed during the very first trial run. One of his handpicked test engineers, a young man with a sharp eye for detail, noticed a recurring calibration defect in the soldering oven. He quickly adjusted the thermal profile, preventing a massive batch of printed circuit boards from warping and saving the company lakhs of rupees. When the plant director publicly praised his quick thinking during the weekly Gemba floor walk, Ramanjaneya felt a wave of intense insecurity. He didn’t see an asset but a dangerous rival who could expose the fact that he was just an inspector playing the role of a manager. Almost overnight, Ramanjaneya transformed into a saboteur. He began assigning this engineer to basic component sorting, publicly reprimanded him for minor dress-code violations in front of the entire shift, and deliberately altered his machine logs to make her work look sloppy. Unable to handle the constant hostility, he resigned within a month. Ramanjaneya smoothly told the HR department that he lacked the stamina for the works.

The cycle continued with the next few recruits. A skilled component specialist who suggested a better inventory tracking system was immediately isolated and forced to do manual packing work until he, too, walked out.  Ramanjaneya’s incompetence made him paranoid, driving him to systematically destroy the very talent he had selected. He wanted yes-men to cover his flaws, but the moment their competence shone through, his fragile ego felt threatened.

As the production delays worsened, Ramanjaneya scrambled to protect himself during the monthly review meeting with the Corporate Team. Standing before the projection, he projected a massive spreadsheet of missed targets and pointedly shifted the blame onto the very technicians he had driven away. He claimed that the local polytechnic graduates lacked the basic work ethic required for high-precision electronics manufacturing and accused his former test engineer of gross negligence that supposedly damaged a calibration sensor. By painting his subordinates as reckless, incompetent, and undisciplined, his practiced habit of telling leadership exactly what they wanted to hear worked once again. He successfully managed to divert attention from his own operational failures, convincing senior management that he was simply a victim of a poor workforce. In any other professional organisation a Manager blaming his subordinates, would be the first one to get the sack, even if he was right.

By the start of the monsoon season, however, this strategy began to crumble. The state-of-the-art assembly line sat completely idle, surrounded by empty workstations, while Ramanjaneya paced his cabin alone, the old comfort of his “Yes-Man” routine no longer shielding him from reality. Upstairs, the plant director looked past the polished presentations and focused instead on the hard metrics-soaring recruitment costs, missed delivery deadlines, and a mounting pile of identical resignation letters, all tracing back to a single department.

HR proposed initiating another hiring drive to replace the technicians, but the director closed the folder. The machinery was perfect, and the local talent pool was excellent. The defect was entirely in the leadership of the team. Recognizing that the accidental manager was the root cause of the system failure, the director initiated the process to show Ramanjaneya the exit.

His note on the proposal had just one line “It was time to stop replacing the workers on the line and time to replace the manager”

  • Leadership is defined by retention, not just recruitment: A manager’s capability is measured by how well they nurture and retain high performers, not just by their ability to source talent.
  • Insecurity breeds corporate sabotage: Incompetent leaders view skilled subordinates as threats to their position rather than assets to the organization, leading them to actively undermine their own team.
  • Deflective blame signals systemic failure: When a leader consistently blames the workforce or local talent pool for missed targets, it usually masks their own operational and managerial shortcomings.
  • Hiring for compliance creates a race to the bottom: Recruiting “yes-men” to protect a fragile ego destroys innovation, limits productivity, and ultimately results in a stagnant work environment.
  • Fix the root cause, not the symptoms: Continuously replacing frontline staff without addressing a toxic manager is an expensive exercise in futility; long-term stability requires changing the leadership.

If the soil is toxic, it doesn’t matter how many handpicked seeds you plant, NOTHING WILL GROW. Change the gardener.

Moral Victories of CONgress & Rahul’s Frequent Flyer Miles

Great Indian Vanishing Act: 99 Not Out!

Hollow Core: Why CONgress Continues to Fail the Ballot Test

Spectacle of a leader brandishing a red book might make for a viral moment, but it doesn’t make a government. After 99th electoral loss under Rahul Gandhi’s leadership, message from the Indian voter is loud, clear, and increasingly harsh. Abstract slogans, political theatre, and spewing nonsense doesn’t impress anymore and are no substitute for a roadmap to power. For CONgress, what is known as “crisis of accountability” in Political science, has shifted from a theoretical problem to a terminal one.

Crisis of Accountability

CONgress is currently grappling with a fundamental breakdown in its internal structure. By prioritizing the protection of a few top figures over genuine reform, party has effectively sidelined its most talented grassroots leaders. When primary energy of an organization is expended on defending the senseless and politically useless rhetoric of Rahul Gandhi & Co and their loud mouthed spokespersons whose only day job is to sing paeons of Rahul Gandhi rather than improving its performance, result is a massive drain on the bandwidth required to craft winning, localized narratives.

Absentee Leader and Accountability Gap

Perhaps the most damaging optical failure for the party is recurring image of a seemingly disinterested Rahul Gandhi on the most critical days of the political calendar. While grassroots workers are left to face the brunt of a defeat, he has developed a predictable habit of vamoosing abroad on results day. This pattern strutting through high-profile campaigns, only to vanish to foreign shores when the chips are down, screams of a lack of skin in the game. When a leader is absent during the moment of reckoning, it sends a clear message to the electorate that the battle for India is a part-time pursuit.

“Flash-in-the-Pan” Narratives

A core frustration for the Indian voter is Rahul Gandhi’s habit of raising non-issues that vanish as quickly as they appear. Rahul Gandhi frequently initiates high-decibel campaigns—ranging from the Rafale controversy and the Pegasus row to more recent obsessions like the “merit system” critique or General Naravane’s memoir—only to abandon them the moment they are factually countered or fail to gain traction. This “narrative jumping” leaves the electorate confused and cynical. While these topics might become trending talking points for social media bot accounts and echo chambers, they have a net negative impact on the ground. Real voters prioritize consistent issues like infrastructure and the economy, but they instead witness a leader who treats serious national discourse like a series of experimental hashtags. When the rhetoric shifts every fortnight, the credibility of the message is the first casualty.

Patriotic Pushback

Indian voters today are far from naive; they are a highly patriotic and nationalistic electorate that has fundamentally transformed post-2014. The New India does not take kindly to Rahul Gandhi who runs down country’s democratic institutions or official standing on foreign soil. When Rahul Gandhi embarks on secret sojourns to places like Colombia, Germany, or Vietnam and seeks intervention of foreign powers in domestic affairs, average voter views it as a betrayal of national sovereignty especially considering his mixed parentage. Projecting social faultlines as if they were purely recent creations has backfired spectacularly. Instead of gaining sympathy, these actions have triggered a deep sense of revulsion. Today young voter views the power of the ballot as a means to punish those who appear more comfortable in global echo chambers than in the service of their own nation. In sharp contrast, Narendra Modi has visibly lived and projected an image of a fierce nationalist who consistently demonstrates a “Nation First” approach through decisive actions, from the Balakot airstrikes to the revocation of Article 370. Voters see a Prime Minister who carries the aspirations of 140 crore Indians to the global stage, making the opposition’s habit of projecting social faultlines to foreign audiences appear not just out of touch, but deeply offensive to the national pride.

Death of Pseudo-Secularism

Perhaps most significant tectonic shift CONgress has failed to register is total collapse of its traditional “Secular” brand. For decades, Indian voter watched this brand of politics getting devolved into a tool for cynical vote-bank math rather than genuine inclusivity. This model has now backfired consistently. The electorate has seen through performative tokenism that offered no real empowerment. In sharp contrast, by replacing divisive appeasement with the “Sab Ka Saath, Sab Ka Vikas” framework, BJP has outdone the CONgress model, convincing the masses that development and cultural pride are not mutually exclusive. BJP has effectively dismantled the old guard by successfully establishing a broad Hindu consolidation that transcends caste lines. While CONgress remains trapped in an outdated 20th-century playbook, the voter has moved toward a governance style that feels more authentic and rooted in the national majority’s aspirations. There is a separate section on comparative models towards the end of this piece.

Entitlement Trap and “chINDI” Alliance

Central to the party’s failure is the horribly botched handling of the INDI Alliance partners, fuelled by Rahul Gandhi’s assumed entitlement that he is the leader by default. Instead of a cohesive front, coalition operates more like a collection of rivals who are at each other’s necks during every election cycle. This lack of synergy was on full display during the recent Bengal elections, where Rahul Gandhi’s decision to attack Mamata Banerjee directly paved the way for a humiliating defeat of the alliance partner. When the self-appointed anchor of a coalition spends more time sabotaging its members than building bridges, it is no wonder that critics have rebranded it the “chINDI” Alliance, a fragmented group with no shared vision beyond survival.

Unreliable and Opportunistic Ally

Backstabbers

2026 Tamil Nadu elections served as the ultimate mask-off moment for the CONgress’s Coalition Dharma. Throughout the campaign, CONgress postured as a steadfast pillar of DMK-led alliance, with Rahul Gandhi and Shashi Tharoor aggressively painting Vijay’s Tamilaga Vettri Kazhagam (TVK) as BJP B-Team, lacking grassroots depth. They even weaponized tragic Karur stampede of 2025 to question Vijay’s competence. However, the moment, results revealed a seismic shift, with TVK emerging as the single largest party with 108 seats while a rejected CONgress scraped just 5 seats as a virtual gift from the DMK, the rhetoric vanished.

In a move that DMK spokesperson, Saravanan Annadurai have labeled as backstabbing, CONgress abandoned its trusted partner and the chiINDI alliance to offer conditional support to Vijay to reach the majority mark. This desperate scramble for cabinet berths highlights a blatant hypocrisy. While Rahul Gandhi publicly preached against deriving sadistic pleasure from Mamata Banerjee’s struggles in Bengal, he was privately planning to ditch Stalin the moment a shinier object appeared. The contrast is stark, while =BJP has historically honored mandates, such as insisting Nitish Kumar lead Bihar even when BJP held more seats, CONgress views allies as disposable stepping stones. Voters have realized that while the BJP treats allies as stakeholders, CONgress prioritizes the spoils of victory and its own survival over any sense of consistency or loyalty.

“Glue” vs. Void

There is a prevailing internal argument that the Gandhi Family acts as the glue keeping a faction-ridden party from imploding. However, this raises a vital question. Is it worth running a political party just to survive? Today, CONgress remains intact at the top but is hollowed out at the bottom. Without linking leadership survival directly to electoral performance, evolving a winning strategy is a mathematical impossibility. A party that exists merely to keep a handful of people’s kitchen fires burning cannot expect to compete in a modern democracy.

Mobilization and Fire to Win

There is a stark contrast between BJP’s booth-level mobilization and current state of CONgress machinery. While BJP leaders treat every election with a “fire in the belly” and a genuine commitment to listening to their karyakartas, CONgress leadership especially the blue eyed Rahul andd Priyanka who calls the shots, remains disconnected from the grassroots. People may attend rallies for entertainment, but as the results prove, bandying books and speaking in abstractions does not translate into actual votes at the polling station.

Delusion of Victory in Defeat

A peculiar trend has emerged within the CONgress ranks flowing down from the Top, where party appears contented even in the face of repeated failures. There is a visible high among the rank and file when they celebrate a BJP loss, or even a reduced margin, as if it were a personal victory for their own leadership. This celebratory culture around moral victories is a dangerous distraction, it allows party to avoid painful introspection required after a loss. By finding joy in BJP’s occasional setbacks (so rare now a days considering the CONgress mastery of defeats) rather than their own gains, Rahul Gandhi & Co create a false sense of progress.

Cost of Centralization

Authority in CONgress is heavily centralized, leaving local leadership with almost no power. This top-heavy approach has led to a disastrous exodus of powerful regional satraps who have gone on to form successful parties like the NCP, TMC, and YSRCP, or have joined BJP. For BJP, it is double whammy and victory is twofold, they gain local vote banks, and CONgress loses the pillars that once held its foundation together. Unless CONgress moves from protecting the top to empowering the base, it will continue to be a spectator in the very democracy it once led.

Secularism Schism: Clinical Neutrality vs. Selective Appeasement

The word “Secularism” has become one of the most contested terms in Indian political lexicon. Whether a party qualifies as secular depends entirely on which definition one subscribes to,  “separation of religion and state policy” or “equal promotion of all religions.” While CONgress has historically leaned on the latter to justify specific protections, Indian voter has increasingly rejected this model in favour of a more universalist approach.

Definition of Neutrality

True secularism, in its purest spirit, demands separation of faith from state policy. However, for decades, CONgress practiced a form of “Sickularism” that focused on pampering a specific minority i.e Muslims, primarily because they represented a significant vote bank. In contrast, the BJP’s approach of Sabka Saath, Sabka Vikas (Together with all, Development for all) operates on the principle of “justice for all, appeasement of none.” By designing government schemes like Ujjwala, Awas Yojana, or Ayushman Bharat around economic eligibility rather than religious identity, BJP has introduced a clinical, religiously blind form of secularism that removes faith as a filter for welfare which exposed the flawed and failed CONgress model.

Universalism vs. Particularism

When a government moves away from universalism (policies for everyone) toward particularism (policies for specific religions), it triggers a zero-sum perception where one group’s gain is seen as another’s direct loss. CONgress frequently sowed these seeds of division through schemes like special scholarships for one community, 4% reservations for Muslim contractors in government tenders, or the construction of “Shadi Mahals.”

“Sickularism” is an imaginary threat induced to create fear among some in the society, to keep it divided. True secularism is found in universal laws, such as the Uniform Civil Code (UCC) mandated by Article 44 of the Constitution. Advocating for separate personal laws for different religions, as CONgress does, subordinates national identity to religious identity, a practice many now label as Pseudo-Secularism.

Civilizational Correction as Secularism

Critics often label BJP as “Pro-Hindu,” but this is better understood as a much-needed civilizational correction and restoration of India’s indigenous identity, which was suppressed for decades. Indian Voters have increasingly realised that this restoration poses no danger to the secular fabric of the nation. For proof, one only needs to look at the various temple projects undertaken by the current government. Unlike direct monetary handouts to a specific community, these projects are infrastructure and tourism drivers that benefit the entire ecosystem around the site, contributes to the national economy and helps every Indian citizen regardless of their faith.

Responsibility of the Citizen

Ultimately, secularism is the responsibility of every Indian, not just the majority. It cannot be an “affirmative action” program where only one minority i.e. Muslims is the beneficiary of state largesse while being excluded from the duties required to maintain the nation’s secular character. By moving toward a single set of laws governing marriage, divorce, and inheritance for all citizens, the current narrative is shifting the focus back to the individual’s relationship with the state, rather than the state’s relationship with a vote bank.

Drastic Choice: Reform or Relic

Ultimately, CONgress stands at a historical crossroads where path of least resistance leads to total irrelevance. Current trajectory suggests that party has become a vehicle for a single family’s survival rather than a national movement. There is no future for the organization unless it undergoes a radical, systemic overhaul that likely begins with the unthinkable, moving beyond shadow of the Gandhi family. To remain a viable force, CONgress must transform into a truly meritocratic and grassroots-oriented Indian party, one that values electoral performance over lineage and substance over slogans. Until the party finds the courage to decouple its identity from a dynasty that has presided over ninety-nine defeats, it will continue to hollow out, eventually becoming nothing more than a footnote in the history of the democracy it once dominated.

Bottom Line: Regional Erasure vs Kerala Crutch

Recent 2026 assembly elections have once again exposed CONgress party’s dwindling national footprint, masked only by a singular, desperate victory in Kerala. While party celebrates UDF’s return to power in Keralam, broader picture reveals a pathetic performance across several key battlegrounds. In West Bengal, party has been reduced to a literal footnote, securing a mere two seats in a 294-member house, an erasure so complete it signals the end of its relevance in the state. Similarly, in Assam, despite high-decibel campaigns, party trailed far behind the BJP, failing to stop the NDA from securing a record victory and historic third term.

In Tamil Nadu and Puducherry, the story was no different. In Tamil Nadu, CONgress remained a junior, almost invisible partner, managing only five seats as state’s political landscape was upended by the dramatic debut of actor Vijay’s TVK. In Puducherry, NDA comfortably retained power, leaving CONgress with negligible gains. Irony is palpable, Rahul Gandhi and co, appears happy and contented with a coalition victory in Kerala, using it as a crutch to deflect from the fact that they have been nearly wiped off the map in Bengal, TN, and Assam. This tendency to treat a lone regional win as a national vindication only proves CONgress ‘s growing comfort with mediocrity, even as its foundation crumbles across the rest of the country.

An important observation that proves the point being made earlier on Secularism is the results from Assam Assembly elections which has provided perhaps the most stark evidence yet of CONgress party’s tactical retreat into a specific religious corner. In a house of 126 members, CONgress managed to secure only 19 seats, but demographic breakdown of these winners is what has sent shockwaves through political landscape: 18 out of the 19 newly elected CONgress MLAs are Muslims. Out of the 79 non-Muslim candidates the party fielded across the state, a staggering 78 were rejected by the voters, leaving only one Hindu representative to carry the party flag in the assembly. This outcome is not merely an electoral loss, it is a total collapse of the party’s claim to being a broad-based, inclusive platform in the Northeast. By fielding 20 Muslim candidates and seeing 18 of them win, CONgress achieved an incredibly high conversion rate within a single community, while simultaneously becoming untouchable for the state’s majority population. Data suggests that while CONgress was busy playing Religion Card to consolidate a specific vote bank, it effectively abdicated its role as a representative of the indigenous Assamese identity. From the BJP’s perspective, the narrative of CONgress being a “Muslim League 2.0” has been validated not by rhetoric, but by the party’s own winner’s list.

The End Game in Sight