There was a time when securing a position in a large corporation was a source of pride and stability. Companies offered structured career paths, financial security, and a sense of belonging. Today, that model appears to be eroding. Now it is about securing any government job and lording over your social circle or posting on Linkedin as a founder of this or that; even if that entity only exists on paper
In India, the private sector has zero percent reservation. People with confidence and initiative go for it. It is only pusillanimous hanger ons who crib about reservation in government jobs as they wish to join any position, condescend on their social circle and then just accumulate fat in their hind quarters till they die.
Meanwhile, everyone on Linkedin today, is either a founder of this or founder of that. In reality, that entity may not have been registered as a corporate but may just exist as a name which the so-called founder just dreamt up one day. The team may be of two to five people or with no team at all. The age of working in large corporations with pride and happiness seems to have evaporated and today we are presented with a situation where companies are no longer innovating but surviving on price arbitrage on raw materials and internal services from vendors, thereafter saving money on the salary bill by hiring cheaper and cheaper human resources every succeeding year. These Linkedin broadcasted founders of proprietorship entities neither achieve personal satisfaction nor any surplus profit where they can contribute to the economy. India is slowly denigrating itself in a jobless growth pattern.
India’s employment landscape has long been shaped by a tension between opportunity and access. The private sector, often portrayed as a meritocratic arena, operates without formal reservation policies, unlike government employment where affirmative action is embedded in recruitment. This structural difference has led to a persistent narrative: that the private sector rewards initiative and competence, while the public sector is weighed down by entitlement and inertia.
However, such a binary view oversimplifies a far more complex reality. While it is true that private enterprises typically prioritize performance and profitability, access to these opportunities is not evenly distributed. Educational background, social capital, urban exposure, and networks play a decisive role in determining who enters and succeeds in private industry. Confidence and initiative are not cultivated in a vacuum; they are often the byproducts of privilege and access.
At the same time, frustration around reservation policies in government jobs continues to simmer among sections of the population. Critics argue that these policies dilute merit and create dependency, while proponents insist they are essential for correcting historical injustices and enabling social mobility. The debate, therefore, is not merely about jobs but about the kind of society India aspires to build—one that balances fairness with efficiency.
The rise of the self-proclaimed founder culture
Parallel to this debate is the emergence of a new phenomenon: the explosion of “founder” identities, particularly visible on professional platforms like LinkedIn. Scroll through any feed, and one encounters a proliferation of individuals branding themselves as founders, co-founders, or entrepreneurs.
In many cases, these titles are aspirational rather than operational. The entity in question may not be formally registered, may lack a scalable business model, or may exist only as a conceptual venture. Teams are often minimal—sometimes just one or two individuals—and the line between a startup and a personal project becomes blurred.
This trend reflects both the democratization of ambition and the inflation of identity. On one hand, it signals a willingness among young Indians to take risks and move beyond traditional employment. On the other, it exposes a culture where perception often precedes substance. The label of “founder” has become a social currency, sometimes detached from measurable economic contribution.
The fading allure of large corporations
There was a time when securing a position in a large corporation was a source of pride and stability. Companies offered structured career paths, financial security, and a sense of belonging. Today, that model appears to be eroding.
Several factors have contributed to this shift. Globalization and technological disruption have intensified competition, forcing companies to prioritize cost efficiency over long-term employee development. As a result, many organizations have moved away from innovation-driven growth toward survival strategies centered on cost-cutting and operational optimization.
Employees increasingly perceive corporate roles as transactional rather than transformational. Loyalty has diminished on both sides: companies no longer guarantee long-term security, and employees no longer expect it. This erosion of mutual commitment has led many to explore alternative paths, including entrepreneurship—real or perceived.
Cost arbitrage and the race to the bottom
A critical feature of the current corporate environment is the emphasis on cost arbitrage. Companies seek to remain competitive by sourcing cheaper raw materials, outsourcing services, and continuously reducing labor costs.
This strategy, while effective in the short term, has long-term consequences. When organizations prioritize cost over capability, innovation suffers. Investment in research and development declines, and the focus shifts from creating value to extracting margins.
The labor market reflects this shift. Hiring practices increasingly favor lower-cost employees, often at the expense of experience and expertise. Each successive hiring cycle tends to push wages downward, creating a race to the bottom. For workers, this translates into job insecurity, stagnant incomes, and limited opportunities for skill development.
The illusion of entrepreneurship without value creation
The rise of micro-entrepreneurship and self-styled founders must also be viewed in this context. When traditional employment becomes less rewarding or secure, individuals naturally seek alternatives. However, not all entrepreneurial activity leads to meaningful economic outcomes.
Many small ventures struggle to achieve scale, profitability, or sustainability. Without access to capital, mentorship, and markets, these enterprises often remain stagnant. The founders themselves may experience neither financial success nor personal fulfillment.
Moreover, when a significant portion of entrepreneurial activity is driven by necessity rather than opportunity, it tends to lack innovation. Instead of creating new products or services, many ventures replicate existing models, competing primarily on price. This further reinforces the cycle of low margins and limited growth.
Jobless growth and the structural challenge
India’s economic trajectory in recent years has often been described as “jobless growth.” The economy expands, but employment generation does not keep pace. This disconnect poses a गंभीर challenge for a country with a large and youthful population.
Several structural factors contribute to this phenomenon. Automation reduces the need for labor in many industries. Informal employment remains widespread, offering limited security and benefits. The education system often fails to equip graduates with industry-relevant skills, leading to a mismatch between supply and demand in the labor market.
In this environment, both the private sector and the entrepreneurial ecosystem struggle to absorb the growing workforce. The result is underemployment, disguised unemployment, and a proliferation of low-productivity activities.
Rethinking the path forward
Addressing these challenges requires a nuanced approach rather than simplistic narratives. The debate on reservation must move beyond binaries and focus on outcomes—how to ensure both equity and efficiency in employment. Expanding opportunities in the private sector, improving access to quality education, and fostering inclusive growth are essential components of this effort.
At the same time, the culture of entrepreneurship needs recalibration. Encouraging genuine innovation, supporting scalable ventures, and creating ecosystems that enable sustainable growth are far more important than proliferating titles. Platforms like LinkedIn can play a constructive role by emphasizing substance over self-promotion.
Corporations, too, must reassess their strategies. While cost efficiency is important, long-term competitiveness depends on innovation, talent development, and value creation. Investing in people and ideas is not a luxury but a necessity in a rapidly evolving global economy.
Between aspiration and reality
India stands at a crossroads where aspiration is abundant but pathways to fulfillment remain constrained. The narratives around merit, reservation, entrepreneurship, and corporate life are all reflections of deeper structural shifts.
The challenge lies in aligning these narratives with reality. Confidence and initiative are indeed vital, but they must be supported by systems that enable success. Entrepreneurship is valuable, but only when it creates real economic and social value. Growth is desirable, but only when it generates meaningful employment.
Without such alignment, the gap between perception and reality will continue to widen, leaving individuals disillusioned and the economy underperforming its potential.
