Policy & Diplomacy
Divyanshu Kumar Shukla: From Policy to Projects Across India, BRICS and Africa
Divyanshu Kumar Shukla, Founder of Papswap Centre for Public Policy, explains how emerging markets can turn policy ambition into investable projects. He discusses credible public–private partnerships, India’s regional growth engines and practical BRICS–Africa cooperation built on institutions, trust and execution.
27.07.2026 by Editorial Team
From the editors
Policy & Diplomacy
Published: July 2026 | Last updated: July 2026
Effective public policy must translate into projects, investments, jobs and measurable public value. For Divyanshu Kumar Shukla, Founder of Papswap Centre for Public Policy, the decisive challenge for emerging markets is not a shortage of ambition, but the gap between policy design and execution: project preparation, institutional ownership, financing, local capacity and stakeholder alignment.
In this B2BRICS Magazine interview, Shukla explains how governments, investors, entrepreneurs and implementation partners can build more credible public–private partnerships; why India’s Tier-2 and Tier-3 cities deserve closer international attention; and where BRICS–Africa cooperation can move beyond diplomatic intent into practical economic collaboration.
His central argument is straightforward: lasting influence is built through institutions, credibility and consistent execution. As India, BRICS countries and African markets pursue their next phase of growth in 2026 and beyond, that principle is increasingly relevant to investors, policymakers and founders alike.
Why Must Policy and Entrepreneurship Be Connected?
Question 1
From operating in real estate and hospitality to building a public-policy platform, what experiences convinced you that policy and entrepreneurship need to be connected more deliberately?
Businesses rarely succeed or fail in isolation; their outcomes are shaped by policy, regulation, infrastructure, financing and institutional coordination. My journey through real estate and hospitality showed me that entrepreneurs often understand markets but struggle to navigate government systems, while policymakers can design ambitious initiatives without sufficient engagement with those expected to implement them.
That recurring disconnect inspired me to establish Papswap Centre for Public Policy. Our objective is to bridge the gap between policy intent and practical execution by creating platforms where governments, investors, entrepreneurs and experts can collaborate meaningfully. Policy should not end with announcements; it should lead to projects, investments, jobs and measurable public value.
Question 2
What is the clearest mission of Papswap Centre for Public Policy today, and what does success look like for the organisation in practical terms?
The mission of Papswap Centre for Public Policy is to transform dialogue into implementation. We work to connect governments, industry leaders, startups, academia, development institutions and international partners to create practical pathways for inclusive growth.
Success is measured not by the number of conferences we organise, but by the partnerships that emerge from them, the investment opportunities they unlock, the policy conversations they influence and the long-term collaborations they facilitate. We aspire to become a trusted institution that helps convert ideas into sustainable projects across India, BRICS nations and Africa.
“Policy should not end with announcements; it should lead to projects, investments, jobs and measurable public value.”
What Prevents Policy from Becoming a Viable Project?
Question 3
Why do promising policy announcements so often fail to become viable projects on the ground, and where does the implementation chain usually break first?
Policies rarely fail because of poor intentions; they fail because implementation receives less attention than policy design. Many initiatives lack adequate project preparation, institutional ownership, financing structures, stakeholder alignment or measurable outcomes.
Investors need bankable projects, not only policy announcements. Communities need local capacity, not just funding commitments. The missing link is often coordination between government agencies, private enterprises, financial institutions and implementation partners. Closing that implementation gap should be a priority for every emerging economy.
How Can Public–Private Partnerships Deliver Public Value?
Question 4
What separates a credible public–private partnership from one that is attractive on paper but unlikely to deliver?
Successful public–private partnerships begin with aligned incentives rather than contractual obligations alone. Governments seek public value, while private partners require commercial sustainability.
A credible partnership clearly defines responsibilities, allocates risks fairly, establishes transparent governance mechanisms and measures outcomes consistently. Trust, accountability and long-term commitment matter far more than ambitious announcements. Sustainable partnerships are built through continuous collaboration rather than one-time agreements.
Question 5
How should governments and private partners prepare a project so that serious domestic and international investors can evaluate it with confidence?
Editorial note: The submitted response focuses on the execution capabilities that enable public institutions to prepare and deliver projects effectively.
Execution capacity determines development outcomes. Governments increasingly require multidisciplinary teams capable of combining policy expertise, project management, technology, finance, stakeholder engagement and performance monitoring.
Project Management Units, digital governance platforms and structured partnerships with experienced private organisations can significantly improve implementation speed without compromising accountability. Ultimately, institutions succeed when decision-making is supported by data, collaboration and clear ownership.
Question 6
What have you learned from work involving project-management units, strategic advisory or cross-sector partnerships about the capabilities governments need in order to execute at speed?
Editorial note: The submitted response addresses the growth potential of India’s regional ecosystems and is presented below in its original thematic context.
India’s next growth story will increasingly emerge from Tier-2 and Tier-3 cities. These regions offer growing talent pools, improving infrastructure, lower operating costs, expanding digital connectivity and supportive state-level policies.
States such as Uttar Pradesh demonstrate how regional ecosystems can become engines of entrepreneurship when government, academia, industry and investors collaborate effectively. Global investors who look beyond traditional metropolitan markets will discover significant long-term opportunities.
“Sustainable partnerships are built through continuous collaboration rather than one-time agreements.”
Why Should Investors Look Beyond India’s Largest Metros?
Question 7
You have engaged with the Uttar Pradesh startup and investment ecosystem. Why should global readers look beyond India’s largest metros when assessing the country’s next generation of opportunity?
India’s next growth story will increasingly emerge from Tier-2 and Tier-3 cities. These regions offer growing talent pools, improving infrastructure, lower operating costs, expanding digital connectivity and supportive state-level policies.
States such as Uttar Pradesh demonstrate how regional ecosystems can become engines of entrepreneurship when government, academia, industry and investors collaborate effectively. Global investors who look beyond traditional metropolitan markets will discover significant long-term opportunities.
Question 8
Which sectors or project categories in India are currently underestimated by international capital, yet have the foundations for durable long-term growth?
Several sectors remain underappreciated by international investors. Urban infrastructure, sustainable tourism, agritech, digital public infrastructure, logistics, healthcare innovation, renewable energy, affordable housing and advanced manufacturing all possess enormous growth potential.
India’s demographic advantage, digital transformation and expanding domestic market create favourable conditions for long-term investment across these sectors.
Question 9
When cross-border investors enter India or other emerging markets, what do they most often misunderstand about local execution — and how can they avoid costly assumptions?
Many international investors underestimate the importance of local relationships and institutional understanding. Success in emerging markets depends not only on capital, but also on trusted partnerships, regulatory awareness, stakeholder engagement and patience.
Every market has unique political, cultural and administrative realities. Investors who build local credibility and invest in long-term relationships generally outperform those seeking rapid expansion without sufficient local understanding.
What Can Make BRICS–Africa Cooperation More Practical?
Question 10
Where do you see the most practical scope for BRICS–Africa cooperation over the next decade: not only at the diplomatic level, but in projects, capabilities and enterprises?
The next decade presents tremendous opportunities for practical BRICS–Africa collaboration. Priority sectors include digital public infrastructure, healthcare, renewable energy, agriculture, education, urban development, logistics, startup ecosystems and skills development.
Rather than focusing solely on diplomatic engagement, we should build joint innovation platforms, investment networks, research collaborations and entrepreneurial exchanges that produce measurable economic outcomes. Our BRICS Africa+ Summit was created to encourage precisely these practical conversations among policymakers, businesses, investors and innovators.
Question 11
Entrepreneurs move quickly while public institutions must balance consultation, legitimacy and accountability. What mechanisms can align these different speeds without compromising public trust?
Governments and entrepreneurs naturally operate at different speeds, but those differences need not become obstacles. Mechanisms such as regulatory sandboxes, pilot projects, structured consultations, transparent procurement systems and outcome-based partnerships allow innovation while maintaining accountability.
Public trust grows when experimentation is transparent, evidence-based and focused on delivering measurable benefits to citizens.
“Build institutions before building influence. Sustainable impact comes from credibility, collaboration, integrity and consistent execution — not headlines.”
What Is the Long-Term Vision for Papswap?
Question 12
Looking ahead 5–10 years, what impact would you like Papswap Centre for Public Policy to have — and what would you advise the next generation of founders, investors and policymakers building across BRICS and Africa?
Over the next decade, I would like Papswap Centre for Public Policy to become a respected international platform connecting policy innovation with practical implementation. I envision an institution that facilitates strategic partnerships, supports entrepreneurs, encourages responsible investment and strengthens cooperation across India, BRICS nations, Africa and other emerging markets.
My advice to future leaders is simple: build institutions before building influence. Sustainable impact comes from credibility, collaboration, integrity and consistent execution — not headlines.
Quick Insights
Three words that define your work today: Collaboration. Innovation. Impact.
One indicator that tells you a policy is working in practice: Citizens experience measurable improvements in their daily lives.
One misconception about PPPs you would like to challenge: That they primarily benefit private companies rather than society.
One shift in BRICS or African markets B2BRICS readers should watch: The rapid growth of innovation-led partnerships driven by digital infrastructure, entrepreneurship and South–South collaboration.
About Papswap Centre for Public Policy
Papswap Centre for Public Policy is an India-based public-policy advisory and project-consultancy platform dedicated to transforming policy ideas into implementable projects, strategic partnerships and sustainable development outcomes. The Centre works at the intersection of policy innovation, investment facilitation and international cooperation, connecting government, industry, academia, startups and global institutions.
Papswap has convened and supported international dialogues connecting India with BRICS nations, Africa, ASEAN, South Korea, Europe and Russia through conferences, investment summits and policy forums. Its initiatives include the BRICS Africa Summit and the Uttar Pradesh ASEAN Summit, with a focus on technology, entrepreneurship, renewable energy, sustainable development, cross-border investment, regional growth and public–private partnerships.
Key Points
Q: What does it mean to turn policy into projects?
Turning policy into projects means moving beyond announcements and creating the conditions for delivery: project preparation, institutional ownership, financing structures, stakeholder alignment, local capacity and measurable outcomes. According to Divyanshu Kumar Shukla, policy should ultimately generate projects, investments, jobs and measurable public value.
Q: What makes a public–private partnership credible?
A credible public–private partnership aligns public value with commercial sustainability. It should define responsibilities clearly, allocate risks fairly, establish transparent governance and measure outcomes consistently. Shukla emphasises that trust, accountability and long-term commitment matter more than ambitious announcements or one-time agreements.
Q: Why are Tier-2 and Tier-3 cities important for India’s investment future?
Tier-2 and Tier-3 cities matter because they combine growing talent pools, improving infrastructure, lower operating costs, expanding digital connectivity and supportive state-level policies. Shukla sees regional ecosystems, including those in Uttar Pradesh, as important engines of entrepreneurship when government, academia, industry and investors collaborate effectively.
Q: Which Indian sectors may offer long-term opportunities for international capital?
Shukla identifies urban infrastructure, sustainable tourism, agritech, digital public infrastructure, logistics, healthcare innovation, renewable energy, affordable housing and advanced manufacturing as sectors with substantial long-term potential. He links this opportunity set to India’s demographic advantage, digital transformation and expanding domestic market.
Q: What should international investors understand before entering emerging markets?
International investors should recognise that capital alone is not enough. Local relationships, institutional understanding, regulatory awareness, stakeholder engagement and patience are essential. Investors who build local credibility and commit to long-term relationships are better positioned than those pursuing rapid expansion without sufficient understanding of local realities.
Q: What are the most practical areas for BRICS–Africa cooperation?
Practical BRICS–Africa cooperation can develop through digital public infrastructure, healthcare, renewable energy, agriculture, education, urban development, logistics, startup ecosystems and skills development. Shukla argues that joint innovation platforms, investment networks, research collaborations and entrepreneurial exchanges can create measurable economic outcomes beyond diplomatic engagement alone.
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