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By:

Akhilesh Sinha

25 June 2025 at 2:53:54 pm

From Ideology to Electability

BJP is blending ideology with pragmatism, elevating leaders from rival parties to power New Delhi: The growing tendency of the Bharatiya Janata Party (BJP) to elevate leaders from other parties to the position of Chief Minister represents a shift, one that reflects not only a recalibration of the party's strategy but also the evolving character of Indian politics itself. Once known primarily as a cadre-based party anchored firmly in ideological commitment, the BJP has entered a phase where...

From Ideology to Electability

BJP is blending ideology with pragmatism, elevating leaders from rival parties to power New Delhi: The growing tendency of the Bharatiya Janata Party (BJP) to elevate leaders from other parties to the position of Chief Minister represents a shift, one that reflects not only a recalibration of the party's strategy but also the evolving character of Indian politics itself. Once known primarily as a cadre-based party anchored firmly in ideological commitment, the BJP has entered a phase where political pragmatism is accorded equal importance alongside ideology. The clearest evidence of this transformation lies in the rising number of leaders who, after crossing over from other parties, have not only found space within the BJP but have gone on to occupy the highest offices of power. Names such as Basavaraj Bommai in Karnataka, Himanta Biswa Sarma in Assam, and most recently Samrat Choudhary in Bihar have come to embody this trend. Each of these leaders had prior political affiliations outside the BJP, yet after joining the party, their stature and responsibilities have grown significantly. This is not an ad hoc development, but the outcome of a carefully crafted, multi-layered strategy. At the heart of this strategy lies a decisive emphasis on "winning ability." The BJP is no longer determining leadership solely on the basis of ideological loyalty, instead, it is prioritising individuals who possess electoral appeal, grassroots influence, and the capacity to navigate complex social equations. This explains why Himanta Biswa Sarma rose swiftly within the BJP to become Chief Minister and one of the party's most influential figures in the Northeast, who spent nearly two decades in the Congress. Similarly, leaders like Pema Khandu in Arunachal Pradesh, N. Biren Singh in Manipur, and Manik Saha in Tripura underscore the party's willingness to rely on strong local faces to expand its footprint in the Northeast, even if those leaders once belonged to the Congress. In Uttar Pradesh, the elevation of Brajesh Pathak, a former Bahujan Samaj Party leader, to the post of Deputy Chief Minister reflects a similar attempt to balance social equations. Key Driver One key driver of this approach is the relative absence of strong indigenous leadership in several states. In regions where the BJP historically lacked widely accepted local faces, turning to experienced leaders from other parties has proven to be a pragmatic solution. This marks a shift away from ideological rigidity toward an acceptance of political realities. A second critical factor is the need to manage caste and regional equations. Social structures continue to play a decisive role in Indian elections, and political success often hinges on aligning with these dynamics. In Bihar, the elevation of Samrat Choudhary is widely seen as an attempt to consolidate OBC/Kurmi support, while in Karnataka, Basavaraj Bommai's leadership aligns with the influence of the Lingayat community. The third dimension of this strategy is the systematic weakening of the opposition. By inducting influential leaders from rival parties and assigning them significant roles, the BJP not only strengthens its own ranks but also erodes the organizational capacity of its competitors. The induction of leaders such as Jyotiraditya Scindia, Narayan Rane, R. P. N. Singh, and Jitin Prasada, all of whom have been entrusted with key responsibilities in government and party structures, illustrates this approach. Two Levels The BJP's model now appears to function on two distinct levels: a strong and centralized leadership at the top, and influential local faces at the state level. Under the leadership of Narendra Modi and Amit Shah, the central command remains cohesive and firmly in control, while states are led by individuals capable of delivering electoral victories, irrespective of their political past. The rise of Suvendu Adhikari in West Bengal further exemplifies this strategy. Once a close aide of Mamata Banerjee, Adhikari is now one of the BJP's principal faces in the state, forming a cornerstone of the party's expansion efforts. The message is unmistakable clear that the opportunities within the BJP are no longer confined to its traditional cadre. Any leader with mass appeal and capability can aspire to the top. This shift also reflects the party's organisational confidence. The BJP believes its institutional structure is robust enough to quickly integrate leaders from outside and align them with its broader objectives. This has enabled a blend of ideological flexibility and political pragmatism. That said, the strategy is not without its internal contradictions. For long-time party workers, the rapid rise of leaders from outside may send mixed signals, potentially creating tensions within the cadre. Managing this balance will be a critical test for the party in the years ahead. Even so, in a broader sense, the BJP's approach represents a fusion of ideology and pragmatism. Its goals are clear that secure electoral victories, expand rapidly into new regions, and systematically weaken the opposition.

Indian Shipbuilding A Must Win Marathon

Shipbuilding

With a coastline of 7500 KM, it is hard to imagine, that for the first 20 years (1947-1967) India had no ‘shipping ministry’. In 1967 a Shipping ministry “coupled” with ROAD transport was established. Since then, this ministry has been on a name changing ride, not once, not twice but six times. In 2009 the “ROAD Transport and Highways” was de-coupled and ‘Shipping’ ministry was formed. Turning point came in 2015 with a clear maritime vision for 2030 and 2047. Ministry was re-christened, aptly to Ministry of “Ports, Shipping and Waterways” in 2020.


Why is Shipbuilding important for a country?

a. A Shipyard becomes an opportunity hub and like a queen bee requires the support of an industrial colony to manufacture machinery and equipment.

b. National Shipyards support fleet renewal needs of the Navy.

c. Contributes to national GDP, increases inflow of FOREX.


Korea shipbuilding is 8% of GDP. Japan’s automobile industry is 2.9% of GDP. India’s shipbuilding a meagre 0.000578% of GDP. In context, India’s pharmaceutical industry, ranked third largest in the world is 1.72% of India’s GDP.


International Shipbuilding Market

The market is estimated to reach around USD 200 billion by 2029, growing at a CAGR of 4.84%. While India is at bottom with 0.07% of world share, behind Philippines 1.5% and Vietnam 1%, however on the positive side, India has done well in taking care of its defence needs, with 37 of 39 Naval ships being built in India yards. Rear Admiral S Shrikhande researching on maritime as a Fellow at Wollongong University, Australia, says “Shipbuilding in India needs both, serious incentivisation and dogged determination and not harping on being a big ship breaking country. That Garden Reach shipyard has a $54 million order for merchant ships from a German owner, is a good sign.”


Were Shipyards of 20th century in Flight mode?

Prominent shipyards in India were built in the colonial period. Mazagon Dock 1774, Garden reach 1884, Hindustan shipyard 1941 to cater to British navy and merchant fleet needs. Cochin shipyard 1972, Adani Katupalli 2013, Reliance Naval and Engineering, Rajula Gujarat 1997 and others have limited capacity, hence a lot more work to do. Capt. Subhangshu Dutt (Singapore) a mariner and now a shipowner, says “GOI should hold hands in any collaboration till the marriage with the foreign entity is reasonably stable. He also suggests that “new shipbuilding sites should be given to existing successful shipyards since they have decades of experience and talent. Consortium of 3 or more parties may also be good idea”.


Shipbuilding GOLD

As per SPLASH report the demand for LCO2 carriers could reach 2,500 ships by 2050. As per other estimates, 40% of global fleet of ships could have wind propulsion by 2050. A surge in such vessels is due to an unparallel waves of decarbonization in the shipping industry. Demand for ships with ‘carbon neutral’ badges, such as Dual fuel, Wind assisted, Nuclear fuel ships, Hydrogen powered ships, Liquified CO2 (LCO2) carrier, is outstripping supply. A must in the ‘bucket list’ of every Shipyard. Pinning down a standard ROI in shipbuilding is not easy, but experts suggest it could range from 4% to 15% for the high demand ‘carbon neutral’ ships. While an LNG new build vessel could cost US$ 250 million upwards.


International collaboration

On China’s shipbuilding success story, Manoj Pandalanghat (Singapore) a mariner and ship owner believes that “China has around 50 active Shipyards. Each have a few large dry docks. In each dock two or more large vessels are built simultaneously. Thus, a single yard is able to roll out 2/3 vessels/month, 36 vessels/year and 50 shipyards roll out 1800 vessels/year”.


China could be a jaldi-5, but India needs a sturdy Mount Fiji. Besides technology, Japanese bring the most important hand baggage of soft-skills and culture, essential for success from keel laying to delivery. Maruti’s is a standing example.


Food for thought for New Delhi

a. Expertise: Hire Naval Architects and shipbuilding experts with current international experience.

b. Government assistance: Land, Financial support, subsidies and timebound clearances.

c. Monitoring: PMO should monitor the first 5 to 10 years till Shipbuilding takes-off on this long-haul flight to destination 2047.


India’s Shipbuilding is expected to grow to $237 billion by year 2047. On a back of the envelope calculations this works out to about 4% of India’s 2047 projected GDP of $ 5 trillion. While cars are driven on roads, however the Ministry of roads and transport has little to do with “Automobile manufacturing”. On a similar note, ‘Shipbuilding’ as an industry has little to do with Ports, Shipping and Waterways, thus it may be worthwhile to consider a separate ‘Ship-building’ wing in the Ministry of Ports, Shipping and Waterways headed by a dynamic cabinet rank minister. Since 2047 targets are stiff and an uphill task, so in all probabilities, the officials in Ministry of Ports, Shipping and Waterways are likely to push beneath the carpet, delays and failures of Shipbuilding with sweet success stories of “Ports, Shipping and Waterways” and if this does happen then India will not only miss the Shipbuilding bus of 21st century but a lot more from a national security and strategic perspective.


(The author is a Shipping and Marine consultant. Member Singapore Shipping Association and empaneled with IMO as a specialist consultant. Views personal.)

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