Governments, at all levels, are and will be the critical players in leading not only this transformation but also the new wave of sustainable prosperity through jobs, investments, and new industries. Over the past few years, the government of India has launched a host of national programmes that present opportunities for investors to partake in improving India’s infrastructure and citizen service delivery. The state governments, in lockstep with the central governments, have also unveiled a new era of business reforms in the economy.
Digital Transformation: Opportunities and Challenges for Governments
In recent years, growing connectivity, adoption of digital technology, and the pandemic's after-effects have emerged as transformative forces for economies globally. While these rapid changes present immense opportunities for economic and social growth and development, this ‘new reality’ also presents daunting challenges for governments.
Why KPMG in India
- Swachh Bharat’ (Clean India)
- Make in India
- Ease of Doing Business
- Smart Cities
- Digital India
- Skill India amongst others
Our service offerings are designed to deliver successful outcomes
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Sectors we work with
India Union Budget 2026-27: Our Sector Insights
KPMG in India point of view 2026 - Public Finance
Union Budget 2026 adopts a measured, credible, and PFM-aligned strategy to place India’s public finances on a stronger and more sustainable trajectory
KPMG in India point of view 2026 - Disaster Management
Climate and disaster priorities are being advanced through mainstream economic and infrastructure policy, rather than through standalone mission
KPMG in India point of view 2026 - Agriculture and Allied sectors
A focus on enhancing farmer incomes through productivity improvement, entrepreneurship development, and integration with global value chains
KPMG in India point of view 2026 - Social and Rural Development
Budget reiterates ‘people-centric development’ approach through targeted interventions for women, Divyangjan, gig workers and vulnerable communities
KPMG in India point of view 2026 - Healthcare
Creates a predictable and compliance efficient tax environment, encouraging long-term investment in biopharma, med tech, and healthcare manufacturing
KPMG in India point of view 2026 - Public Infrastructure
The government has focused on enhancing policy and regulatory mechanisms around the infrastructure sector
KPMG in India point of view 2026 - Urban Transformation
Budget focuses on distributed, well-networked and infrastructure-led growth initiatives prioritizing the development of regional economic corridors
KPMG in India point of view 2026 - Tourism
Likely to shift the sector’s development trajectory from short-term developmental focus toward structural supply expansion
KPMG in India point of view 2026 - Industrial Development and MSME
Budget 2026 positions manufacturing not merely as an important sector, but as the central driver of India’s economic transformation
KPMG in India point of view 2026 - Education and Skill Development
Reinforces consumer-centric orientation, signaling growth driven by higher household spending, domestic manufacturing, and greater rural participation
Success stories and experiences of our valued clients
Discover narratives that highlight the challenges our clients faced, the services we provided, and the results they achieved. These case studies offer a detailed look into our collaborative process, demonstrating our commitment to understanding each client's unique needs and delivering customised services that drive success.
Driving growth with Government trends
- Al4Agri Global Conference and Investor Summit 2026
- ET Now Global Business Summit
- Accelerating AI Adoption Across Ministries and States
- The Economic Times Vision Conclave on Viksit Bharat
- Pulses Mission
- Wastewater treatment challenges and policy interventions
- Sustainable skies
- National summit on accessibility in sports, tourism, transportation & ICT
- Urban & Rural universal water & sanitation coverage missions in India
- Bridging the finance gap: Unlocking capital for MSME growth
Agricultural AI is moving from decision support to decision ecosystems. When AI systems start talking to each other across platforms, governments must shift from static risk models to dynamic, system-level oversight. This is where resilience, transparency, and human-in-the-loop governance become non-negotiable.
- Yezdi Nagporewalla
- Anish De
- Atul Gupta
- Nilachal Mishra
- Abhishek Verma
This is a very critical moment for India’s energy journey. As we move firmly on track to becoming the world’s third-largest economy, that growth is energy-hungry. Today, we are at around 500 gigawatts of installed capacity. By 2047, estimates suggest we could be looking at a grid of nearly 2,000 gigawatts. That is an extraordinary expansion, driven significantly by renewables, especially solar.
But renewables come with intermittency challenges. If we are to power an industrial-scale economy of the size we envision, we need reliable baseload generation. At the same time, the planet is warming, and the global call for decarbonisation grows stronger. Irrespective of geopolitical shifts, low-carbon or zero-carbon energy sources are not optional. They are essential.
Nuclear energy, once sidelined in global conversations, has returned to centre stage. In India, given the scale of our ambitions, it has become a key focus. We are currently at about 9 gigawatts of nuclear capacity, and over the next two decades we aim to scale this more than tenfold to 100 gigawatts. That requires not just ambition, but evolution in technology, supply chains, talent, land acquisition, and commercial frameworks.
A landmark legislation has opened the door to greater private sector participation, which the government recognises as necessary to achieve this scale. At the same time, India consumes nearly 20 percent of the world’s data but has only about 2.5 percent of global data centre capacity. The recent Union Budget’s thrust on data centres underscores the importance of data sovereignty, security, and building a resilient domestic ecosystem. All of this adds further pressure on our energy systems.
There are real questions we must address—on pricing and tariffs, on supply chains, on commercial mechanisms, and on trust. Even as nuclear returns to serious consideration, public confidence must be earned, especially when building at this magnitude. If we are to move beyond 2.5 gigawatts per annum and eventually exceed 5 gigawatts per annum post-2032, it demands coordinated action across government, industry, and society. The scale of the challenge is immense, but so is the opportunity.
- Ambiguity is the new operating environment for CEOs. Navigating fluid global dynamics has become a core leadership capability.
- Resilience is now a strategic differentiator. Organisations that can anticipate, absorb and adapt to shocks will define the next decade.
- Trust is emerging as an economic currency. In a world of rapid digitalisation, trust-driven ecosystems will outperform those built purely on scale or efficiency.
- Innovation must move from the periphery to the core. It can no longer be experimental—it has to be embedded, continuous and enterprise-wide.
- Talent strategies need a reset. Leaders must enable teams to thrive amid constant change, not just manage it.
- Business disruption cycles are compressing. With new and unfamiliar risks emerging, risk intelligence and forward visibility are critical.
- AI represents a generational shift. Its true potential will be realised only when it becomes more human-centric, ethical and responsible.
- Digital and data sovereignty are gaining prominence. Yet, India is uniquely positioned to leverage this moment and accelerate its journey toward Viksit Bharat.
Nilachal Mishra
Partner and Head, Government & Public Services (G&PS), National Leader - Government and Infrastructure
KPMG in India
We are witnessing the rise of a new space economy, one that is rapidly becoming a frontier for economic growth. Today’s discussion is not only about India’s technological achievements in space but also about our journey toward becoming a global space economy and the challenges ahead. A practical shift has taken place in recent years in how NewSpace India Limited engages with private industry. The approach has moved from limited collaboration to active encouragement and handholding of private participation. Startups today benefit from this liberalized framework, driving innovation in advanced sensors and high value applications. The next phase must focus on scaling capabilities, strengthening competitiveness, and building global leadership in the space sector.
India AI Mission has laid the right foundation - compute at scale, open datasets, language models, and responsible AI. Now, the focus should be to move decisively from pilots to production across ministries and states. An accelerated AI adoption should focus on time bound inter-ministerial adoption in priority sectors such as health, agriculture, justice, and skilling, along with last mile integration with Digital Public Infrastructure.
- Nilachal Mishra
- Vivek Agarwal
Nilachal Mishra
Partner and Head, Government & Public Services (G&PS), National Leader - Government and Infrastructure
KPMG in India
A developed India by 2047 will be shaped by states that place people at the centre of their development agenda. Uttar Pradesh is demonstrating this through its long-term approach and the emphasis on shared progress. Inclusive growth is not just an outcome but the driver of the state’s 2047 vision. UP’s ambition is intentional and reflects the wider responsibility it carries, and its progress contributes directly to India’s broader journey towards Viksit Bharat.
Vivek Agarwal
Partner and Head - Public Infrastucture, Lead - Industrial and Infrastructure Development Advisory, Government and Public Services
KPMG in India
Uttar Pradesh’s push for future-ready infrastructure in transport, energy, and connectivity is directly aligned with its ambition of becoming a USD1 trillion economy by 2030. With the largest road network of over 8,400 kms, it's rapidly expanding its connectivity. It's also a power surplus state with focus on balancing the coal fleet modernisation with renewable energy generation.
With an aspiration to increase its share from 9% to 15% of national GDP, the state is well positioned to build a resilient, diversified, and globally competitive economy. The state is also actively working towards bridging the disparity across its many regions to be more inclusive and push broad based developments.
Himanshu Rattan
Partner and Lead – Food, Agri & Allied Services, Government & Public Services
KPMG in India
To ensure maximum coverage under the Pulses mission, we understand that the government has given a clear mandate to the central nodal agencies that all efforts should be made to reach farmers at the last mile. Farmer registration is underway through both online and offline channels, with new integrated data tools reducing the need for physical verification.
Nilachal Mishra
Partner and Head, Government & Public Services (G&PS), National Leader - Government and Infrastructure
KPMG in India
We stand at a threshold where we need to consider wastewater reuse to be an integral part of water planning at country, state and city levels. We need to reimagine wastewater not as a waste, but as a valuable and reusable resource that powers cities, industries, and ecosystems.
- Vivek Rahi
- Jodhbir Sachdeva
India’s SAF journey will be built on the intelligent use of our abundant feedstock base - from agricultural residues and municipal solid waste to press-mud and used cooking oil. With technology pathways such as HEFA, alcohol-to-jet and FT moving towards scale, it is important that we develop multiple pathways in parallel, as no single route can meet our long-term needs. The key will be establishing viable supply chains and long-term offtake frameworks involving airlines, OMCs, and technology providers.
India's aviation sector is at a defining moment, balancing rapid growth with climate responsibility. Even as airlines induct new fuel-efficient aircraft, overall fuel use continues to rise with expanding capacity. Sustainable Aviation Fuel offers the most scalable path towards decarbonisation and presents India with a strategic opportunity to lead this transition.
Accessibility, being more than just a social imperative, is a growth engine for India’s future. When we invest in inclusive infrastructure across transport, tourism, sports, and technology, we unlock new markets, drive innovation, and add directly to our nation’s growth trajectory. True progress is measured not by how far we go alone, but by the bridges we build so everyone can cross. Let’s make accessibility the foundation of Viksit Bharat.
Sumouleendra Ghosh
Partner and Global Lead - Water Sector, Government and Public Services
KPMG in India
The 7i Framework offers a comprehensive approach to bridging the significant funding gap in India's water sector. It unifies seven strategic levers essential for attracting and sustaining investment: strengthening institutional networks, leveraging diverse financing instuments, encouraging private investment through targeted incentives, deepening stakeholder involvement, fostering innovation in technology and business models, ensuring transparent information sharing, and driving measurable impact across infrastructure and financial outcomes. Together, these elements form a strong and enduring foundation for sustainable water sector financing.
Nilachal Mishra
Partner and Head, Government & Public Services (G&PS), National Leader - Government and Infrastructure
KPMG in India
While digitalisation and innovative lending solutions hold a key to address the MSME credit gap, a shift in focus from the sheer quantity of capital mobilised for the sector to the quality, accessibility, and utilisation of that finance is also required. This requires a granular, ecosystem-level approach that builds an inclusive financial system for MSMEs.
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Nilachal Mishra
Partner and Head, Government & Public Services (G&PS), National Leader - Government and Infrastructure
KPMG in India