NSDC’s recent leadership crisis and financial irregularities expose serious flaws in its design and oversight
Conceived as a PPP in 2008, NSDC struggled with the differing priorities of government and private players from the start
The Skill India Mission expanded NSDC’s role beyond financing, burdening it with large-scale programme execution
With just 200 employees, NSDC cannot effectively oversee thousands of training centres across a country as vast as India
Patchy placement records and inconsistent training quality raise doubts about the effectiveness of current delivery models
Reforming India’s skilling framework requires narrowing mandates, stronger accountability, and smarter public-private partnerships