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Healthcare’s Next Revolution: From Artificial Intelligence to Personalised Care

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Healthcare is entering an era where the most important medical breakthrough may not be a new drug or device, but the ability to understand each patient in greater depth. Artificial intelligence can analyse vast amounts of medical data, precision medicine can help match treatments to individual biological profiles, and digital health can bring care closer to where people live and work.  Together, these technologies are beginning to shift healthcare from a largely reactive system to one that can anticipate risks, personalise interventions and support patients beyond the hospital. As these capabilities mature, the healthcare landscape of 2030 could look fundamentally different from the one we know today. From Reactive Healthcare to Predictive Care For decades, much of healthcare has been reactive. A patient develops symptoms, seeks medical attention, undergoes tests and then receives treatment. Advances in data science are gradually changing this sequence. AI systems can analyse large and complex datasets, identify patterns and support disease detection, diagnosis and treatment decisions. Regulatory agencies such as the US Food and Drug Administration already recognise the growing role of AI-enabled medical devices in clinical care.  Imagine a healthcare system where a combination of medical history, laboratory results, imaging, lifestyle information and continuously collected health data can help identify a patient’s changing risk before a serious condition becomes apparent. This does not mean AI will independently diagnose every patient. Rather, its most valuable role may be as an additional layer of intelligence supporting healthcare professionals. The doctor will still need to understand the patient. AI can help process the enormous amount of information surrounding that patient. AI Becomes a Clinical Assistant, Not a Replacement for Doctors The most realistic future of AI in healthcare is not a world without doctors. It is a world in which doctors have better tools. AI can assist with analysing medical images, identifying patterns in clinical data, summarising patient records, supporting clinical decision-making and reducing some administrative workloads. In research and pharmaceutical development, AI can also help researchers work through large datasets and identify potential avenues for investigation. But healthcare is fundamentally different from many other industries. A medical decision can have consequences that cannot simply be reversed. That makes accuracy, validation and human oversight essential. The FDA notes that AI-enabled medical technologies require careful consideration throughout their lifecycle, while international guidance on good machine-learning practice emphasises safe, effective and high-quality development.  The future doctor may therefore work alongside an increasingly sophisticated digital assistant—one that can process information at a scale that humans cannot, while the physician remains responsible for clinical judgement, communication and the human side of care. The Rise of Precision Medicine Perhaps the most important change will be the gradual move away from the idea that one treatment should work equally well for everyone. Two patients can have the same diagnosis but respond very differently to the same medicine. Their genetics, environment, lifestyle, medical history and other biological characteristics can influence both disease risk and treatment response. Precision medicine attempts to account for these differences. Large research programmes are already demonstrating what becomes possible when different forms of health information are brought together. The US National Institutes of Health’s All of Us Research Program, for example, combines information including electronic health records, genomic data, physical measurements, surveys and wearable-device data to support research into more individualised approaches to prevention and treatment.  By 2030, the expansion of such datasets could help medicine become increasingly targeted. Instead of asking simply, “What treatment is normally used for this disease?”, clinicians may increasingly ask, “What treatment is most appropriate for this particular patient?” That is a profound change in the philosophy of healthcare. Digital Health Will Make Care More Continuous Healthcare is also moving beyond the hospital and clinic. Smartwatches, connected medical devices, remote monitoring systems and digital health platforms are creating new ways to collect information outside traditional healthcare settings. For patients with chronic conditions, this could mean that important health indicators are monitored between appointments rather than assessed only during occasional clinical visits. The result could be a more continuous relationship between patients and healthcare providers. A patient may no longer need to wait until the next appointment to discover that something has changed. A healthcare professional could potentially receive relevant information earlier and decide whether intervention is necessary. But digital health should not become an endless stream of notifications. The real objective is not to collect more data; it is to turn useful data into meaningful action. The Patient Will Become More Connected to the Healthcare System Another major shift could be the changing role of patients themselves. Digital platforms are already making it easier for people to access health records, communicate with healthcare providers, monitor certain health indicators and participate in their own care. Over time, patients may have a more complete picture of their health rather than receiving fragmented information from different doctors, hospitals and diagnostic centres. This could also encourage a shift from treatment-oriented healthcare towards prevention. Instead of focusing exclusively on managing disease after it appears, healthcare systems could increasingly use data to identify risk earlier and encourage interventions before a condition becomes more serious. The Data Challenge There is, however, a major obstacle behind almost every digital healthcare ambition: data. Healthcare data is highly sensitive. Medical records, genomic information, biometric measurements and information generated by wearable devices can reveal deeply personal details about an individual. The more healthcare becomes data-driven, the more important privacy, cybersecurity, consent and responsible data governance become. WHO has repeatedly stressed that AI in healthcare needs to be developed and deployed with safety, ethics, equity and appropriate governance at its core. It has also warned that poorly governed AI could deepen existing inequalities rather than reduce them.  This is particularly important for countries with significant differences in healthcare access. A sophisticated AI system is of limited value if the people who need healthcare most cannot access the digital infrastructure required to use it. The Risk of a Digital Divide The healthcare revolution must therefore address a

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The Rise of Agentic AI Jobs: 15 Emerging Careers Shaping the Future of Work

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Artificial intelligence is moving beyond simply answering questions. The next phase of AI is increasingly about taking action. Traditional AI systems typically respond to a user’s instructions. Agentic AI goes a step further. These systems can interpret a goal, break it into smaller tasks, select appropriate tools, make decisions, learn from feedback and complete multi-step workflows with limited human intervention. As businesses begin experimenting with these autonomous systems, a new employment landscape is emerging. Alongside conventional AI and software roles, companies are likely to need professionals who can build, integrate, evaluate, secure and manage AI agents. Here are 15 emerging career paths associated with the growth of agentic AI. 1. Agentic AI Engineer Agentic AI Engineers design and build autonomous AI systems capable of planning and completing complex tasks. They work with large language models, agent frameworks and tool-calling systems to create agents that can operate with limited human supervision. Key skills: Python, LLMs, agent orchestration, tool calling and software development. 2. AI Agent Developer AI Agent Developers focus on implementing the functionality of individual AI agents. They determine which tools an agent can access, how it should respond to different situations and how it should execute specific tasks. Key skills: Python, APIs, prompt engineering and application development. 3. AI Engineer AI Engineers build the broader machine learning systems and infrastructure that support intelligent applications. For professionals entering the agentic AI ecosystem, this can provide a strong foundation before specialising in autonomous systems. Key skills: Machine learning, deep learning, model development and cloud technologies. 4. LLM Engineer Large language models often serve as the reasoning engine behind AI agents. LLM Engineers work on model development, fine-tuning, optimisation and deployment to improve the reliability and performance of AI applications. Key skills: Natural language processing, fine-tuning, prompt engineering and vector databases. 5. AI Solutions Architect AI Solutions Architects design the larger technical ecosystem in which AI agents operate. They determine how agents interact with enterprise applications, databases and other systems while considering scalability, security and reliability. Key skills: System architecture, cloud computing, APIs and enterprise integration. 6. AI Automation Engineer AI Automation Engineers identify repetitive business processes that could be handled by intelligent systems. They work with business teams to convert complex workflows into processes that AI agents can execute. Key skills: Workflow automation, process mapping, AI tools and business-process analysis. 7. Multi-Agent Systems Engineer Some complex tasks may require several specialised AI agents rather than one system handling everything. Multi-Agent Systems Engineers develop architectures in which multiple agents communicate, coordinate and divide responsibilities. Key skills: Multi-agent orchestration, distributed systems and agent communication. 8. AI Product Manager AI Product Managers determine what AI-powered products should accomplish and how they can address genuine customer or business needs. The role requires an understanding of both technology and business strategy, without necessarily requiring advanced programming skills. Key skills: Product strategy, AI literacy, business analysis and communication. 9. AI Evaluation Engineer As AI systems become more autonomous, measuring their performance becomes increasingly important. AI Evaluation Engineers develop benchmarks, tests and metrics to determine whether agents are accurate, reliable and capable of handling unexpected situations. Key skills: AI evaluation, testing, statistics and performance analysis. 10. AI Safety Engineer Giving AI systems the ability to act independently also creates new safety challenges. AI Safety Engineers develop guardrails, monitoring mechanisms and risk controls designed to keep autonomous systems within defined boundaries. Key skills: Risk assessment, safety frameworks, guardrail design and model monitoring. 11. AI Governance Specialist AI Governance Specialists help organisations establish rules and processes for responsible AI deployment. They may work with legal, compliance, cybersecurity and business teams to ensure AI systems are used according to organisational policies and applicable regulations. Key skills: AI policy, regulatory awareness, governance and risk management. 12. RAG Engineer Retrieval-Augmented Generation, or RAG, enables AI systems to retrieve relevant information from external knowledge sources before generating an answer or taking action. RAG Engineers build these information-retrieval systems so agents can work with current and organisation-specific data. Key skills: RAG pipelines, embeddings, vector databases and search technologies. 13. AI Integration Engineer An AI agent becomes significantly more useful when it can interact with existing business systems. AI Integration Engineers build connections between agents and databases, enterprise applications, communication platforms and other digital tools. Key skills: API integration, databases, systems engineering and software architecture. 14. AI Operations Engineer Building an AI agent is only the beginning. AI Operations Engineers are responsible for deploying, monitoring and maintaining AI systems once they enter production. Their work has similarities with DevOps and MLOps, but is tailored to AI-powered applications. Key skills: MLOps, cloud infrastructure, deployment and monitoring. 15. AI Consultant AI Consultants help organisations identify where autonomous AI could deliver practical value. They analyse business processes, identify potential use cases and help companies develop strategies for adopting AI without necessarily building the technology themselves. Key skills: Business strategy, AI literacy, problem-solving and communication. How Can You Prepare for an Agentic AI Career? Despite the variety of roles, several foundational skills are common across the field. Learning Python, machine learning fundamentals, APIs and large language models can provide a strong starting point. The next step is experimentation. Building simple AI agents that can use tools, retrieve information, remember context or complete multi-step tasks can provide practical experience that goes beyond theoretical knowledge. From there, career paths begin to diverge. Those interested in technical development can explore areas such as agent engineering, RAG, AI integration and MLOps. Professionals who prefer strategy and coordination may find opportunities in AI product management, consulting or governance. Communication and problem-solving will remain important regardless of the specialisation. As AI systems become more capable, organisations will need people who understand not only what the technology can do, but also where and how it should be used. The Changing AI Career Landscape Agentic AI is creating a broader ecosystem around artificial intelligence. The emerging roles span software development, infrastructure, product management, cybersecurity, governance, business strategy and operations. Not every title listed above will become a

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BRICS Summit 2026: India’s Governance Moment and the Search for a More Inclusive Global Order

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The 18th BRICS Summit in New Delhi has offered more than another chapter in the expanding story of emerging economies. It has also provided a window into a fundamental question confronting the international system: who gets to shape the rules of global governance, and how can those rules remain relevant in a world that is increasingly multipolar? Hosted by India on September 12-13 under the theme “Building for Resilience, Innovation, Cooperation and Sustainability”, the summit came at a time of geopolitical tensions, trade disruptions, conflicts and growing dissatisfaction with the ability of traditional multilateral institutions to respond effectively to contemporary challenges. India’s stated approach was to make BRICS more practical, responsive and people-centric, with equality, openness and consensus at the centre of its working style.  The resulting New Delhi Declaration reflects this ambition. But its larger significance lies not simply in the number of commitments made. The real test will be whether BRICS can convert political consensus among a highly diverse group of countries into institutional mechanisms and measurable outcomes. From representation to participation For years, developing countries have argued that the architecture of global governance does not adequately reflect the economic and demographic realities of the 21st century. Institutions such as the United Nations Security Council, International Monetary Fund and World Bank continue to operate within structures shaped largely by an earlier international order. At the summit, Prime Minister Narendra Modi called for reforms in global governance and argued that countries of the Global South should not merely follow international rules but have a greater role in shaping them. He described the desired transition as one from a “pyramid of privilege” to a “platform of partnership”. This distinction is important. Representation alone does not necessarily translate into influence. Effective global governance requires developing countries to have meaningful participation in agenda-setting, decision-making, financing and implementation. For BRICS, therefore, institutional reform cannot remain a diplomatic slogan. The group will increasingly be judged by whether it can develop credible alternatives, or complementary mechanisms, in areas such as development finance, digital governance, health, climate action and international trade. Governance through consensus — strength and constraint One of BRICS’ defining characteristics is its diversity. Its expanded membership brings together countries with different political systems, economic structures, strategic priorities and relationships with the major powers. That diversity can make consensus difficult. At the same time, it is precisely what gives BRICS its potential significance as a platform for the Global South. The New Delhi Summit demonstrated this balancing act. The bloc adopted a joint declaration despite significant geopolitical differences among its members. On the Middle East, for instance, members agreed on the need for restraint, dialogue and diplomacy despite the presence of countries with sharply different positions on the conflict.  This suggests that BRICS may be most effective when it focuses on areas where cooperation is possible rather than attempting to eliminate differences among members. For governance, this is a valuable lesson: consensus does not necessarily mean complete agreement. It can mean creating mechanisms through which countries with different interests can still negotiate common positions. The Global South needs institutions that deliver India’s emphasis on a more practical BRICS reflects a broader shift in expectations from multilateral organisations. Developing countries increasingly want international cooperation to translate into tangible outcomes — better access to finance, resilient supply chains, technology partnerships, food and energy security, skills development and greater capacity to respond to climate and health emergencies. This is where governance becomes more than diplomacy. The New Delhi Declaration’s broad agenda — covering areas including trade, health, technology, agriculture, sustainability and cooperation — indicates an attempt to build BRICS as a platform that can address issues affecting citizens and economies directly. The summit also produced initiatives related to climate-resilient agriculture and digital agriculture, while India proposed a Seafarers’ Emergency Support Network focused on maritime safety. Such initiatives matter because they connect international governance with everyday economic and social realities. Technology is creating a new governance frontier Artificial intelligence and digital transformation are rapidly becoming central to the governance agenda. For BRICS countries, the challenge is twofold. They must harness AI and digital technologies for public services, education, healthcare, agriculture and economic growth while simultaneously developing safeguards around privacy, security, transparency, misinformation and responsible use. This makes cooperation among emerging economies particularly important. Many BRICS countries face similar challenges in building digital public infrastructure and ensuring that technological progress does not widen existing inequalities. The governance debate around AI is therefore not simply about regulating technology. It is about deciding who benefits from it, who is accountable when systems fail and whether developing countries will participate in writing the rules that govern the next generation of technology. A more distributed model of global leadership The evolution of BRICS reflects a wider transformation in international politics. The group began primarily as an economic grouping but has gradually expanded into areas ranging from health and education to technology, climate and global governance. Its growing membership also gives it greater demographic and economic weight. Yet size alone cannot guarantee influence. BRICS will need institutional coherence, transparency and mechanisms for implementation if it wants to translate its collective weight into sustained global influence. This is where India’s 2026 presidency assumes particular importance. India has sought to position BRICS not as an anti-Western alliance but as an inclusive platform for cooperation among emerging economies. That positioning allows New Delhi to advocate reform of the existing international system without necessarily advocating its wholesale replacement. Such an approach is consistent with India’s broader foreign-policy emphasis on strategic autonomy and issue-based partnerships. The implementation gap The greatest challenge for BRICS, however, remains implementation. Declarations can establish political intent, but effective governance depends on institutions, financing, timelines, monitoring and accountability. The group must therefore move from announcing cooperation to measuring results. That means asking difficult but necessary questions: Which commitments have been implemented? Which institutions are responsible? How will progress be measured? What resources will be allocated? How will smaller and newer members participate in decision-making?

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Will the Office Become Optional? The Future of Work After Hybrid Work

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For a while, it looked as though the traditional office was heading towards extinction. The pandemic proved that millions of people could work from kitchen tables, spare bedrooms and home offices without bringing businesses to a halt. Video calls replaced meeting rooms, collaboration platforms replaced physical desks, and “work from home” went from an occasional benefit to a defining feature of working life. But the office did not disappear. Instead, the workplace is going through something more complicated: a negotiation between what organisations need and what employees have come to expect. In 2026, the question is no longer simply whether people should work from home or from the office. The more important question is what the office is actually for. The office is back—but the old office may not be Across India and globally, companies have increasingly established structured office-attendance policies. JLL’s 2025 research found that 66% of global office workers said their organisations had clear expectations around the number of days they should work on-site. In Asia-Pacific, about seven in 10 employees were subject to some form of return-to-office requirement. India has been particularly notable in this shift. JLL reported in 2025 that 90% of organisations in India required employees to spend at least three days a week in the office, while more than half expected in-office days to increase by 2030. Yet this does not necessarily mean employees have rejected flexibility. A 2025 Pew Research Center study in the US found that 72% of hybrid workers would choose to remain hybrid if given the choice, rather than work entirely from home or entirely from the office. That distinction matters. Employees are not necessarily asking for the office to disappear. They are asking for a reason to be there. From attendance to purpose For years, office attendance was largely treated as a measure of commitment. Being physically present meant being available, visible and involved. Hybrid work has challenged that assumption. An employee can now spend eight hours in an office and accomplish less than someone working from home with fewer interruptions. Conversely, there are conversations, creative exchanges and informal interactions that are difficult to reproduce completely through a screen. The challenge for HR is therefore not to determine which environment is universally more productive. It is to understand which type of work benefits from which environment. An individual preparing a report may need uninterrupted concentration. A newly joined employee may need face-to-face guidance. A creative team brainstorming a campaign may benefit from being together. A manager conducting a sensitive conversation may prefer a private physical setting. A global team may have no choice but to collaborate virtually. The future workplace will increasingly be organised around these differences. The office needs to earn the commute Perhaps the biggest change in employee expectations is that the office can no longer assume that people will come simply because they are told to. If an employee spends two hours commuting to sit through virtual meetings all day, the question naturally arises: Why did I come to the office? This is where the physical workplace has to become more intentional. Research published in the Journal of Environmental Psychology in 2025 found that employees’ office preferences are influenced by whether they have autonomy over where they work. Social and event-oriented spaces become particularly important on flexible workdays, while functional spaces matter more when office attendance is required. Another 2025 study found that commuting time and the type of people employees expect to encounter in the workplace are among the most influential factors in choosing between home and office. Social spaces, technology and functional facilities can make the office more attractive. In other words, companies need to stop thinking of the office simply as a collection of desks. The future office could be a place for collaboration, mentoring, learning, relationship-building, problem-solving and culture. The desk may become one of its least important features. The Gen Z question Younger employees are likely to make this debate even more interesting. For someone beginning a career, an office can offer experiences that are difficult to obtain remotely: observing senior colleagues, building informal networks, learning how meetings work, developing confidence and forming professional relationships. But younger workers have also entered the workforce after seeing that flexibility is possible. They may not accept the argument that “this is how work has always been done” as sufficient justification for returning to the office. For HR leaders, this creates an important balancing act. Too little physical interaction could weaken mentoring and belonging. Too much mandatory attendance could make organisations less attractive to talent that values autonomy. The answer may lie somewhere between the two. Hybrid work is becoming more sophisticated The first version of hybrid work was relatively simple: three days in the office, two days at home. That model may not be enough for the next stage. A better approach is likely to be purpose-led hybrid work. Instead of saying: “Everyone must be in the office on Monday, Tuesday and Thursday,” organisations could ask: “What work needs to happen together this week?” That might mean bringing teams together for strategy meetings, innovation sessions, training, client discussions or team-building, while allowing employees to work remotely when deep individual work is the priority. This requires better planning—and considerably better managers. The manager becomes more important than the policy One of the biggest lessons from hybrid work is that workplace flexibility cannot compensate for poor management. A flexible workplace with a controlling manager can still feel restrictive. A physical workplace with an empowering manager can feel collaborative and energising. Recent research has also highlighted the importance of alignment between company workplace strategies and employee preferences. A 2026 study found that employees had become clearer about whether they preferred office-based, remote or hybrid arrangements, while successful alignment increasingly depended on shared values such as flexibility, community and balance. This means HR cannot simply create a policy and expect the policy to solve the problem. Managers need to learn how to measure outcomes rather than visibility,

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YouTube Offers Millions to Top Creators as Netflix Intensifies Talent Push: Report

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YouTube is reportedly offering millions of dollars to some of its biggest creators in an effort to prevent them from making their content exclusive or simultaneously available on Netflix, Bloomberg News reported. According to people familiar with the discussions, the proposed deals could involve direct funding for programmes or giving creators a share of major brand partnerships. While YouTube has not finalised the agreements, the company is reportedly close to striking deals with several prominent creators. The move comes as Netflix steps up its efforts to attract established YouTube personalities. The streaming platform has recently signed creators such as Alan Chikin Chow and Nick DiGiovanni to release their content on both Netflix and YouTube. Netflix is also reportedly in discussions with several other creators, channels and programmes, including the celebrity interview series Hot Ones. For creators, Netflix offers the prospect of earning millions from content they are already producing while gaining access to the platform’s more than 325 million subscribers. YouTube, however, has cautioned creators that distributing identical videos on Netflix could reduce viewership on YouTube and weaken its position as their primary platform for audiences and advertisers. YouTube Tightens Relationship With Creators Creators who opt for Netflix partnerships could also face changes in their relationship with YouTube. People familiar with the matter said the platform has indicated that creators working with competitors may receive fewer opportunities to participate in YouTube marketing campaigns and company events. They could also potentially miss out on certain major brand collaborations. Some creators have already rejected Netflix offers. Among the concerns are requirements to provide videos several days before their scheduled release, which may disrupt creators’ existing production workflows. Netflix has also reportedly asked some creators to remove certain brand sponsorships from their videos. Streaming Giants Enter New Battle for Creators The developments signal growing competition between YouTube and Netflix, two platforms that traditionally operated in different segments of the video industry. Netflix built its business around subscription-based streaming and professionally produced films and television programmes, while YouTube became the leading destination for user-generated content and helped create a global generation of online creators. That distinction has increasingly narrowed. YouTube has expanded its presence in television viewing and advertising while securing rights to major live events. Netflix, meanwhile, is turning increasingly to YouTube creators to attract younger viewers and boost engagement. The rivalry has intensified over the past year as Netflix has targeted some of YouTube’s most popular channels. YouTube CEO Neal Mohan has previously argued that creators can work with competing platforms such as Instagram or Amazon Prime Video while continuing to use YouTube as their primary distribution channel. However, the growing number of creators releasing the same content on both YouTube and Netflix appears to be prompting the company to reconsider that approach. YouTube Weighs Direct Financial Support YouTube has historically avoided operating like a traditional television studio by directly funding creators or influencing their programming decisions. Providing financial incentives to a select group of creators could also create challenges in maintaining relationships with the broader creator community. However, the company increasingly views exclusive or simultaneous distribution arrangements as a potential threat to its advertising proposition. If the same content is available on Netflix, YouTube could find it more difficult to demonstrate the unique value of its audience to advertisers. The strategy also has precedent. YouTube previously offered financial incentives to creators who avoided partnerships with Vessel, a short-form video platform founded by former Hulu CEO Jason Kilar. The company also launched Shorts as a response to the rapid rise of TikTok. The latest developments highlight a broader transformation in the streaming industry, with Netflix and YouTube increasingly competing not only for viewers but also for the creators whose content drives audiences to their platforms.

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India’s Growing Metabolic Health Crisis: Obesity, Diabetes and Hypertension

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For years, India’s biggest health challenges were closely associated with infectious diseases, malnutrition and limited access to healthcare. But the country is now facing another major public-health challenge: a rapidly growing burden of metabolic and non-communicable diseases. Obesity, diabetes, hypertension and abnormal cholesterol levels are increasingly affecting Indians across age groups and income categories. What makes the situation particularly concerning is that these conditions are closely connected. A person with excess weight may develop insulin resistance, which can increase the risk of type 2 diabetes. High blood pressure and abnormal cholesterol can further increase the risk of heart disease and stroke. The problem is no longer confined to older adults. Younger Indians are increasingly exposed to sedentary lifestyles, calorie-dense diets, poor sleep and chronic stress, creating the conditions for metabolic problems much earlier in life. The World Health Organization identifies unhealthy diets, physical inactivity, tobacco use and harmful alcohol consumption as major behavioural risk factors for non-communicable diseases. These behaviours contribute to metabolic changes such as raised blood pressure, high blood glucose, overweight and obesity. The scale of India’s metabolic health problem One of the clearest pictures of India’s metabolic health comes from the ICMR-INDIAB study, a large population-based study covering adults across 31 states and Union Territories. Published in The Lancet Diabetes & Endocrinology in 2023, the study assessed more than 113,000 participants and examined the prevalence of diabetes, prediabetes, hypertension, obesity and other metabolic conditions. The findings estimated that India had around 101 million people living with diabetes, while another 136 million were in the prediabetes category. The study also highlighted substantial levels of hypertension and obesity, with considerable variation between states and between urban and rural populations. This variation is important. India does not have a single metabolic-health profile. Dietary habits, economic conditions, urbanisation, physical activity, genetics and access to healthcare differ significantly from one region to another. Yet the broader direction is clear: metabolic disorders have become a major component of India’s disease burden. Obesity is becoming a public-health issue Obesity is often discussed as an issue of appearance or weight management. Medically, however, excess body fat can have much broader consequences. India’s Ministry of Health and Family Welfare notes that overweight and obesity are important risk factors for conditions including coronary heart disease, hypertension, stroke, type 2 diabetes, fatty liver disease, certain cancers and osteoarthritis. The concern is also spreading to younger generations. In July 2026, reporting based on the World Obesity Atlas 2026 estimated that approximately 41 million children in India were overweight or obese. Around the same time, ICMR-NIN unveiled policy recommendations focused on improving children’s food environments, including measures involving food advertising, labelling, school canteens and the pricing of unhealthy foods. Childhood obesity is particularly concerning because metabolic risk can accumulate over decades. A child who develops unhealthy eating patterns and low physical activity early in life may carry those behaviours into adolescence and adulthood. That does not mean every overweight child will develop diabetes or hypertension. But it does mean that prevention has to begin much earlier than the traditional idea of starting health checks only in middle age. Diabetes: India’s expanding metabolic challenge Diabetes is perhaps the most visible part of India’s metabolic-health crisis. Type 2 diabetes develops when the body becomes resistant to insulin or does not produce enough insulin to maintain healthy blood glucose levels. Genetics can play a role, but lifestyle and environmental factors also influence risk. India’s dietary transition has become an important part of the discussion. A 2025 study based on ICMR-INDIAB data and published in Nature Medicine examined dietary patterns among more than 18,000 adults. It reported associations between higher consumption of low-quality carbohydrates, including refined grains and added sugars, and increased odds of type 2 diabetes, prediabetes and obesity. The study also found that replacing a portion of dietary carbohydrates with protein, particularly from sources such as pulses, legumes and dairy, was associated with lower diabetes risk. This does not mean that carbohydrates are inherently unhealthy or that Indians should eliminate rice or wheat from their diets. Rather, it highlights the importance of diet quality, portion sizes and dietary balance. For many Indians, the issue is not simply the presence of carbohydrates but a dietary pattern dominated by refined grains and added sugars, combined with insufficient protein, fibre, vegetables and other nutrient-dense foods. Hypertension: The silent component of the crisis If diabetes is often associated with blood-sugar testing, hypertension presents a different challenge. High blood pressure can remain undetected for years because many people experience no obvious symptoms. Persistently elevated blood pressure places additional strain on blood vessels and the heart and increases the risk of cardiovascular disease, stroke and kidney problems. India’s National Programme for Prevention and Control of Non-Communicable Diseases includes population-based screening for hypertension and diabetes among people aged 30 years and above. The screening process includes assessment of risk factors, BMI and blood pressure, among other measures. Government data also indicate the scale of the response required. The National NCD portal reported more than 9.36 crore people under treatment for hypertension and diabetes as of June 2026. Importantly, the number of people receiving treatment should not be interpreted as the total number of Indians living with these diseases. It represents people captured within the government’s treatment system. Why are metabolic diseases increasing? There is no single cause. 1. Changing food habits India’s food environment has changed rapidly. Traditional diets have increasingly been supplemented or replaced by packaged foods, sugary drinks, refined carbohydrates, fried foods and highly processed snacks. Convenience has become an important factor, particularly in urban areas where long working hours and commuting leave less time for preparing meals. 2. Physical inactivity Modern work increasingly involves sitting for prolonged periods. Office jobs, commuting, screen-based entertainment and reduced everyday physical activity can result in people expending far fewer calories than previous generations. Regular exercise cannot completely compensate for an unhealthy diet, but physical activity remains an important component of metabolic health. 3. Urbanisation Urbanisation has brought economic opportunity

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FIFA World Cup 2026: France, Spain, England and Argentina Set Up Blockbuster Semi-finals

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The FIFA World Cup 2026 has reached its decisive stage, with four of international football’s biggest powerhouses—France, Spain, England and Argentina—booking their places in the semi-finals after a series of high-intensity quarter-final encounters. The final four promise two heavyweight clashes that could shape the legacy of this expanded World Cup, as Europe and South America renew one of football’s greatest rivalries. The semi-final lineup features France against Spain, while England will face defending champions Argentina. The winners will progress to the World Cup final, while the losing teams will compete in the third-place playoff. France and Spain Renew a Historic Rivalry The opening semi-final will see France take on Spain on Wednesday at 12:30 a.m. IST. Both nations have displayed consistency throughout the tournament and enter the contest with strong momentum. France secured their place in the last four with a disciplined 2-0 victory over Morocco in the quarter-finals. The French side combined defensive solidity with clinical finishing to overcome a spirited Moroccan challenge, reinforcing their credentials as one of the tournament favourites. Spain, meanwhile, advanced after defeating Belgium 2-1 in a closely contested quarter-final. The Spaniards controlled possession for long periods and demonstrated their trademark passing style while capitalising on crucial opportunities to edge past a determined Belgian side. The encounter promises to be a tactical battle between two European giants, with France relying on pace and attacking efficiency, while Spain will look to dominate possession and dictate the tempo of the game. England Face Defending Champions Argentina The second semi-final, scheduled for Thursday at 12:30 a.m. IST, will feature England against defending champions Argentina in what is expected to be one of the tournament’s most anticipated matches. England earned their place after defeating Norway 2-1 in extra time. The victory highlighted England’s resilience and ability to perform under pressure as they overcame a stubborn Norwegian defence to secure qualification. Argentina progressed with a convincing 3-1 win over Switzerland, producing another composed attacking display. The reigning world champions have continued to showcase their experience and tactical maturity throughout the competition, making them one of the strongest contenders for the title. The fixture also carries significant historical importance, adding another chapter to one of football’s most storied international rivalries. With both teams boasting world-class talent and championship ambitions, the contest is expected to attract global attention. Road to the Final The two semi-final winners will meet in the FIFA World Cup final on July 20 (IST) at New York New Jersey Stadium, where football’s most prestigious trophy will be at stake. The defeated semi-finalists will compete in the third-place playoff on July 19 (IST) in Miami. With four former world champions remaining in contention, the tournament is guaranteed to crown a nation with a rich footballing heritage. France will be chasing another World Cup title, Spain aim to add a second crown to their history, England continue their pursuit of a first title since 1966, while Argentina seek to successfully defend their championship. A Tournament Nearing Its Climax As the World Cup enters its final week, expectations are soaring among fans across the globe. Each of the remaining teams has demonstrated quality, resilience and consistency throughout the tournament, setting the stage for two compelling semi-finals. The coming days will determine which two nations earn the opportunity to compete for football’s biggest prize. Whether it is France’s balanced squad, Spain’s possession-based approach, England’s determination, or Argentina’s championship pedigree, the semi-finals promise elite football and unforgettable moments as the race for the FIFA World Cup 2026 title reaches its climax.  

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Trump Signals India Visit as US-India Relations Improve After Period of Diplomatic Strain

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Donald Trump has announced plans to visit India in the near future following a bilateral meeting with Prime Minister Narendra Modi on the sidelines of the G7 Summit in France, signalling a renewed warming of ties between the two nations after months of diplomatic tensions. During discussions, Trump said the visit would happen “sometime in the future” and indicated that both countries were close to finalising a long-pending trade agreement. Relations between Washington and New Delhi had cooled after the US administration announced tariff measures on Indian goods last year, triggering trade friction between the strategic partners. The relationship faced fresh complications after three Indian sailors were killed in the Gulf of Oman during a US military strike targeting a tanker accused of violating restrictions on Iranian ports. During the summit meeting, Modi reportedly raised concerns over the safety of Indian seafarers operating in the strategically sensitive Strait of Hormuz. Trade negotiations were also part of the discussions, especially after recent US proposals to impose additional import taxes on countries, including India, over concerns related to forced labour compliance. Speaking to reporters, Trump described Modi as a “tough negotiator” and reiterated his intention to travel to India soon, potentially linked to a future Quadrilateral Security Dialogue meeting involving Japan and Australia. On defence ties, Trump stated that the US would support India if the country faced any attack, adding that his commitment was strongly tied to Modi’s leadership. The meeting came after a period of heightened tensions, with India summoning a senior US diplomat twice after the deaths of Indian sailors and attacks on tankers carrying Indian crew members. Within India, opposition parties criticised Modi for not directly condemning US military actions and urged him to raise the issue firmly with Trump. Addressing world leaders at the summit, Modi highlighted the ongoing Middle East crisis and stressed that global partnerships depend on trust, while also drawing attention to the deaths of Indian civilians and the urgent need to ensure maritime security. India, which imports nearly 90 percent of its oil requirements, remains vulnerable to disruptions caused by the conflict involving Iran and instability around the Strait of Hormuz, a route through which nearly one-fifth of global oil and gas supplies typically pass. The meeting marked a notable improvement in the relationship between the two leaders since Modi’s last official visit to Washington in early 2025. Officials from both countries are now expected to meet in New Delhi next week to complete final negotiations on the proposed trade agreement. Over the past year, additional friction had emerged over Trump’s earlier claims regarding mediation in the 2025 India-Pakistan conflict and his comments on Kashmir, an issue on which India has consistently rejected third-party involvement. Immigration restrictions, particularly tighter rules around H-1B Visa Program, have also remained a point of concern for India. Source: BBC Photo Credit: Reuters

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Netflix Launches Eyeline Studios in Hyderabad, Strengthening India’s VFX Ecosystem

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Streaming platform Netflix has expanded its production technology presence in India with the launch of Eyeline Studios in Hyderabad, marking a significant investment in the country’s rapidly growing animation and visual effects (VFX) industry. The newly opened facility spans around 32,000 square feet and will focus on advanced visual effects, virtual production and next-generation filmmaking technologies that support Netflix’s global film and series projects. The Hyderabad centre becomes the fifth global hub for Eyeline Studios, joining its existing locations in Los Angeles, Vancouver, Seoul and London. The move highlights a growing trend among international studios to build production technology capabilities closer to talent hubs instead of relying only on outsourced VFX services. Netflix views India’s strong base of engineers, artists and VFX professionals as a key advantage in scaling complex production workflows. Jeff Shapiro, CEO of Eyeline Studios, noted that India’s global influence in visual effects stems from both its scale and its strong creative and technical expertise. He added that Hyderabad was chosen due to its strong technology ecosystem, engineering talent and established film culture. Expanding a Global Production Network The new studio will recruit specialised VFX professionals from the local talent pool and operate as part of Eyeline’s worldwide production network. The facility is equipped with advanced infrastructure designed to handle complex visual effects and generative virtual effects workflows using hybrid cloud technology. India’s Animation, Visual Effects, Gaming and Comics (AVGC) sector has been steadily gaining global importance as international studios increasingly collaborate with Indian talent for both technical execution and creative contributions. Industry observers note that Indian VFX professionals already play a significant role in major Hollywood and global streaming productions. The Telangana government has been actively promoting Hyderabad as a hub for digital production and creative technology, building on the city’s strong film and IT ecosystem. Chief Minister Anumula Revanth Reddy said the investment highlights Hyderabad’s growing reputation as a global storytelling destination where technology and creative industries converge. Telangana’s IT and industries minister D. Sridhar Babu added that Netflix’s decision reflects confidence in India’s creative talent and aligns with the state’s push to strengthen its VFX and animation workforce. Boost for India’s AVGC Industry Support for the initiative also came from the Centre. Sanjay Jaju, secretary at the Ministry of Information and Broadcasting, highlighted Hyderabad’s long-standing presence in the AVGC sector and noted that several international studios already operate digital production facilities in the city. As visual effects become increasingly vital in global entertainment — from blockbuster franchises to streaming originals — production pipelines now rely heavily on a blend of engineering, computing power and artistic creativity. By establishing its own production technology infrastructure in India, Netflix appears to be moving beyond traditional outsourcing and integrating Indian expertise directly into its global content creation ecosystem. Actor and producer Rana Daggubati, who attended the launch, said the development reflects the transformation of Hyderabad’s film ecosystem over the past two decades. He noted that the city’s growth into a global creative hub demonstrates how far the industry has evolved. Netflix’s latest move signals that India is no longer viewed merely as a back-end services provider but is emerging as a critical centre for the future of digital filmmaking. Source: Fortune India

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Women in India Report Greater Sleep Deprivation Than Men: 2026 Global Sleep Survey

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Women in India Report Greater Sleep Deprivation Than Men: 2026 Global Sleep Survey Women in India are experiencing higher levels of sleep deprivation than men, facing more difficulty falling asleep and greater sleep disruption due to stress and family responsibilities, according to the 2026 Global Sleep Survey conducted by ResMed. The survey gathered responses from 30,000 participants across 13 countries, including 5,000 respondents in India. The findings point to a growing awareness of sleep as a vital component of overall health, while also revealing a persistent gap between recognising its importance and achieving consistent, quality rest. Sleep Awareness Rising, But Quality Lags In India, 44 per cent of respondents ranked sleep among the most important behaviours for living a long and healthy life, placing it alongside diet and exercise. However, more than half (53 per cent) reported getting quality sleep on only four nights a week or fewer, highlighting the disconnect between awareness and actual outcomes. Globally, 90 per cent of respondents acknowledged that regular, good-quality sleep contributes to longevity and better health. Gender Gap in Sleep Health The survey revealed clear differences in sleep experiences between men and women in India: 38 per cent of women reported difficulty falling asleep, compared to 29 per cent of men. Stress and anxiety disrupted sleep for 42 per cent of women, versus 36 per cent of men. Family responsibilities affected 39 per cent of women, compared to 33 per cent of men. These findings suggest that social, emotional and caregiving pressures may disproportionately impact women’s sleep health. Stress and Work Among Top Disruptors Across all respondents in India, stress or anxiety emerged as the leading barrier to consistent sleep (39 per cent), followed by work-related responsibilities (37 per cent) and household duties (31 per cent). The consequences extend beyond tiredness. After a poor night’s sleep: 39 per cent felt more stressed, 35 per cent reported increased irritability, and 30 per cent said they felt more depressed. This underscores the strong connection between sleep quality and mental wellbeing. Impact on Workplace Productivity Sleep deprivation is also affecting professional performance. About 71 per cent of working respondents said insufficient sleep reduces their focus and productivity. Meanwhile, 57 per cent felt that sleep health is not adequately prioritised in workplace culture. Notably, 77 per cent admitted to taking a “snooze day” — calling in sick after a poor night’s sleep. At the same time, 72 per cent said flexible working arrangements help them manage their sleep better, indicating the importance of organisational support in improving sleep outcomes. Healthcare and Technology’s Role Encouragingly, 78 per cent of Indian respondents said they would consult a healthcare provider for persistent sleep issues, and 68 per cent reported having already discussed sleep health with a clinician. However, only 69 per cent recalled being asked about sleep during routine medical check-ups, suggesting room for more proactive screening. Technology is increasingly shaping sleep awareness. Around 75 per cent of Indians said they track their sleep at least occasionally using wearable devices such as smartwatches and fitness bands. Among those users, 66 per cent indicated they would seek medical advice if their device flagged a potential health concern. A Growing Public Health Priority Conducted between December 11, 2025, and January 14, 2026, across markets including the United States, China, India, the United Kingdom, Germany, France, Australia, Japan, Korea, Brazil, Poland, Singapore and Mexico, the survey used samples representative of national age and gender distributions. The findings position sleep as an emerging public health priority in India. While awareness of its importance is high, consistent behavioural change remains uneven. Experts suggest that enhanced public education, routine screening, supportive workplace policies and early diagnosis of sleep disorders could help close the gap between recognition and restorative rest.

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