The Aspirational Bharat Collaborative (ABC)—a bold partnership between NITI Aayog and the Piramal Foundation—is redefining development for over 100 million underserved citizens across more than 150 districts in India. Born from the Aspirational Districts Collaborative, this transformative initiative directly addresses critical challenges in health, education, water, and gender. It operates through last-mile convergence and community-led solutions, ensuring impact where it matters most.
At the heart of ABC lies a robust four-pillar framework: Samaj (civil society), Sarkar (government), Bazaar (community), and Sanchar (communication). Together, these pillars drive sustained behavior change, fortify grassroots governance, and ignite hyper-local collaboration across sectors.
India is committed to achieving the Sustainable Development Goals (SDGs) by 2030. In this context, the Ministry of Panchayati Raj has categorized 17 SDGs into Nine Thematic Areas (called Local Sustainable Development Goals or LSDG), enabling panchayats to align their development plans. ABC is working closely with more than 5000 panchayats and Nine LSDG of panchayats. The program also advances youth leadership, gender equity, and climate consciousness through school-based eco-clubs and active community engagement. By integrating EdTech innovations like Google Read Along and EI Mindspark, ABC boosts learning outcomes and digital access for children in remote regions.
With a bold vision for a Viksit Bharat by 2047, Piramal Foundation has now poised to improve the lives of 100 million individuals by 2030.
In an exclusive interaction with The Interview World at the FICCI CSR Summit and Awards, Manmohan Singh, CEO of Aspirational Bharat Collaborative, shared powerful insights. He outlined how ABC is reshaping the lives of people at the last mile in India—driving tangible, meaningful change in rural communities. He emphasized the catalytic role of technology in amplifying on-ground impact, stressed the centrality of sustainability in building long-term resilience, and highlighted what distinctly positions ABC ahead of other CSR initiatives.
Here are the key takeaways from his compelling conversation.
Q: How is the Aspirational Bharat Collaborative (ABC) reshaping CSR initiatives to drive meaningful development in rural India?
A: Our core mission is to build meaningful collaboration at the grassroots—specifically, at the panchayat and village levels. While there are many collaborations at the state, national, and even global levels, they often miss the point. If we truly want to solve the challenges of rural India, we must start at the last mile by bringing community leaders together where the problems actually reside.
Who are these leaders? Picture the panchayat head—the mukhiya or sarpanch. Picture a young villager, seated in the same room. Add a local journalist, perhaps stringing for a regional outlet. Now include a faith leader, a self-help group (SHG) member, and others directly embedded in the community’s everyday life.
The real question is: how do we create this hyperlocal ecosystem of collaboration? How do we ensure their voices are heard—so we truly understand the needs of the village? This is how we begin to connect with key community structures like the Village Sanitation and Nutrition Committee, School Management Committee, Pani Samiti, and Jan Arogya Samiti.
To drive sustainable change, we must stop viewing rural communities as passive recipients of services. They are not just beneficiaries; they are co-creators of the solutions. That’s the mindset shift we are championing.
Today, we have built a network of over 1,200 grassroots NGOs—small, mission-driven organizations doing exceptional work on the ground. Alongside them, 30,000 active volunteers are contributing their time and energy. We’re also working with faith leaders to create trust and social cohesion. This is one arm of the collaborative.
Simultaneously, we’re trying to facilitate convergence between multiple government departments to act in sync. Why? Because real problems don’t fall neatly into bureaucratic silos. Take the example of a girl who drops out of school. The immediate assumption is that it’s an education department issue—or that an education-focused NGO should intervene. But the root cause may lie elsewhere.
Perhaps her father migrated for work, leaving the household unstable. Maybe she’s dealing with health problems or caring for younger siblings. She could be facing domestic violence or trapped in the cycle of early marriage. These are not challenges one department can fix in isolation.
So, we’re working with panchayats to convene education, health, social welfare, and other departments—bringing them to one table to solve complex, intersectional problems. Only then can we ensure that dropout girls return to school.
Government schemes at both central and state levels already exist—housing, nutrition, financial support—but the key is convergence. We must shift the focus from departmental targets to citizen outcomes.
Ultimately, our goal is to move from service delivery to citizen empowerment. We are transforming communities from passive recipients into active co-creators of change. This vision is already taking root across multiple states—and we’re just getting started.
Q: How is technology being leveraged to enhance the effectiveness and scalability of this initiative?
A: Whether we embrace it or not, technology is already reshaping how we connect, scale solutions, and amplify impact. Its role is undeniable—especially in sectors like education and healthcare—where digital tools have begun to transform access and delivery at an unprecedented pace.
Across the country, we see compelling examples of how technology serves real needs. From personalized learning platforms to telemedicine in remote villages, it is enabling reach and efficiency that were once unimaginable. But while we leverage these advancements, we must not lose sight of what truly matters: the human connection.
Technology can teach children how to read, but it cannot teach them how to be kind. It can help diagnose an illness, but it cannot replace the warmth of empathy. As we send our children to school, we must ask—what are they really learning? Beyond academic skills, are they learning compassion, courage, and character?
Some problems require more than algorithms. They need a human touch. A screen cannot offer a hug or comfort someone in distress. Only people can do that. In building a better, more humane society, we must balance technological progress with the values that define our shared humanity.
In the end, technology may power solutions, but it is compassion that sustains them. If we want to solve the deepest problems of our time, we must solve this—how to keep the human spirit at the heart of every innovation.
Q: With sustainability emerging as a central theme in CSR efforts, how do you see it playing a pivotal role in shaping long-term impact, especially at the grassroots level?
A: What truly makes an initiative sustainable? Take the case of rural entrepreneurs. The first question we must ask is—does the individual genuinely want to pursue this path? Sustainability begins with intent.
Have we created an environment where that rural entrepreneur feels heard? Have we built a system where one stakeholder imparts skills, another provides funding, and all listen to her aspirations? Unless it becomes her mission—driven by personal conviction and ownership—true sustainability will remain out of reach. Without ownership, commitment fades. And without commitment, progress stalls.
But ownership alone isn’t enough. Sustainability also demands a strong, nurturing support system. Financial aid, skill-building, and market linkages are all vital—but equally essential is emotional support. Who stands beside her when things get tough? Who believes in her when she begins to doubt herself?
If we fail to offer that emotional safety net, the ecosystem collapses under pressure. To ensure lasting impact, we must build more than programs—we must build relationships.
Only when we combine resources with empathy, and infrastructure with human connection, can we create a truly sustainable model for rural entrepreneurship.
Q: What sets your organization apart from other players in the CSR domain?
A: We’re not alone in doing meaningful work—many others are making a difference. And that’s precisely the point. When it comes to serving the poor, it’s not about logos or egos. We have no interest in leading with our brand or seeking recognition.
This work isn’t about credit—it’s about impact. The challenges we face are far too vast for any single individual or organization to solve alone. Given the scale of the problem, collaboration isn’t optional—it’s essential.
Now more than ever, we must rise above institutional pride and personal ambition. We need to come together—with humility and purpose—and contribute whatever we can, wherever we are. Because real change happens when service takes precedence over self.
