India's Rise as the World Leader in K-12 Learning Content
India's swift rise as an international center of educational development is no longer a trend but a change supported by talent, innovation, and demand. The combination of affordability, technological competence, and curriculum adaptability positions India as the most desirable destination for K-12 Content Development Services globally. As educational requirements keep changing, India's position in defining the future of global K-12 learning is destined to become ever stronger.
TIME BUSINESS NEWS
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Business Upturn
11 minutes ago
- Business Upturn
Top Q1 results today, August 4: Shree Cements, Aurobindo Pharma, DLF, Marico, Godfrey Phillips and more to announce earnings
By Aman Shukla Published on August 4, 2025, 08:16 IST A busy earnings day is lined up for Monday, August 4, 2025, with over 190 listed companies scheduled to release their financial results for the first quarter of FY26. The announcements span across multiple sectors, offering a snapshot of how Indian businesses have performed during the April–June period. Among the key names reporting today are Shree Cements, Aurobindo Pharma, DLF, Marico, Bosch, and Siemens Energy India. These companies operate in core sectors including infrastructure, pharmaceuticals, consumer goods, automotive, and energy—making their quarterly numbers closely watched by investors and analysts. Other significant companies releasing earnings include Aditya Birla Capital, Godfrey Phillips India, Tata Investment Corporation, Escorts Kubota, and Sona BLW Precision Forgings. The earnings calendar also features several mid-sized and emerging players such as Mindspace Business Parks REIT, OneSource Specialty Pharma, Kansai Nerolac Paints, Akzo Nobel India, Triveni Turbine, Ather Energy, Tbo Tek, and Inox India. Pharma and healthcare firms like Sanofi Consumer Healthcare India and Sun Pharma Advanced Research Company (SPARC) are also on the list, along with industrial and consumer-focused companies like Crizac, Oswal Pumps, Globus Spirits, Ramco Industries, Delta Corp, and Stove Kraft. Disclaimer: This article is for informational purposes only. It is not intended to be investment advice or a recommendation to buy or sell any stock. Readers are advised to consult their financial advisor before making any investment decisions. Ahmedabad Plane Crash Aurobindo PharmaDLFGodfrey PhillipsMaricoQ1 resultsShree Cements Aman Shukla is a post-graduate in mass communication . A media enthusiast who has a strong hold on communication ,content writing and copy writing. Aman is currently working as journalist at
Business Insider
3 hours ago
- Business Insider
I moved from Tokyo to Bengaluru to launch a VC office. I had to convince my wife, but now we love raising kids and working in India.
This as-told-to essay is based on a conversation with Shun Sagara, a venture capitalist who moved from Tokyo to Bengaluru with his family in 2023. It has been edited for length and clarity. I grew up in Japan and began my career at an enterprise software company in Tokyo. I spent five years at the company in various sales roles before I left in 2018. The following year, I joined my current venture capital firm, Genesia Ventures, and worked as an investment manager. In my second year at the firm, there was serious interest in international expansion. We had a presence in Southeast Asia, and there was a growing consensus that India was our next logical destination. It aligned perfectly with my ambition to work in a fast-paced market, and I was keen to make a move. My move to India wasn't driven by a fascination with curry or Bollywood or anything like that. I always felt like India and Japan shine on the sidelines but don't claim the center stage the way China or the US do. The trigger moment for me was when a Japanese founder told me I was the only VC among 20 to 30 meetings he had taken who truly understood enterprise businesses. It was flattering but rang alarm bells — if there was no competition around me, then maybe I was playing in the wrong league. Moving to India, where startups are not just building products, but are building the infrastructure of a rising economic power, felt like the next best step for me. Moving with family wasn't an easy decision. My wife was a flight attendant for Japanese Airlines and had been exposed to New Delhi, the capital, before — she didn't like the air quality, the spicy food, and how it wasn't safe for young single women. I had to convince her that Bengaluru was different from Delhi. Once she was on board, we moved to Bengaluru in the summer of 2023 so I could launch an India subsidiary for my VC firm. Being a VC in India I'm the company's only employee in the country, and I'm tasked with making India investments for our Japan-based fund. Our average first check size is around $500,000, and we top it up with $1 million to $1.5 million investments. My investment thesis is based on these three qualities rather than specific sectors: founders who understand the Indian context well; areas such as pharmaceuticals or precision manufacturing where Indian companies can become global market leaders; and areas where there is opportunity for India-Japan collaborations, like elder care or workforce shortage problems. Since launching our India office, I have invested in five companies. There are big differences in how business is done. For example, Japanese culture is built around risk mitigation, while the Indian startup ecosystem is not. In Japan, our startup pitch decks have 40-50 slides and address every single objection a VC may have. In India, founders walk into meetings with a napkin sketch and unshakeable conviction. Both approaches work from my experience. Another key difference is India's " jugaad" mentality, which is all about improvising with what you have, versus the Japanese " kaizen," which involves continuous optimization of existing processes. I've found that combining these mindsets in India-Japanese deals can produce extraordinary results. Raising a family in India Coming from Japan, cleanliness is one of the biggest differences about living in India, and it is also one thing my wife and children find challenging. But when it comes to raising children, India, and in particular Bengaluru, is one of the best cities in the world. People are warm and kind toward foreigners, and most people love children. My two little kids — a five-year-old daughter and a three-year-old son — are well-treated by local people. There are also great international schools in the city, and raising children has been a great experience for my wife and me. What surprised me most was the grassroots popularity of sports. I always knew that India was a cricket-loving country, but I was shocked to see how popular soccer is getting in the country. Two years into living here, I have a weekly soccer game with five friends. While I know lots of Japanese expats and other foreigners, 90% of my circle is local Indians. The people I work with are collaborative and open-minded, and they have always been helpful when I encounter daily operational challenges. My commitment to living in India is long term, and I don't plan to come back to Japan in the next five years at least. Even if I move back home after 10 years, I want to continue to be exposed to India and Indian businesses. Bridging India and Japan is the goal of my entire life and career.
Business Insider
3 hours ago
- Business Insider
I opened a restaurant with my grandma's recipes. I work 12-hour days and struggled to make rent, but I don't regret it.
Ernest Ang, 24, knew engineering wasn't for him — but he was unsure what career he wanted. He pestered his grandmother to share her coveted recipes with him. He started his own food outlet, battling high rents and long hours, and he regrets nothing. This as-told-to essay is based on a conversation with Ernest Ang, the 24-year-old founder of Kokoyo Nyonya Delights, a Peranakan eatery in Singapore. It has been edited for length and clarity. When I was younger, I wasn't allowed in the kitchen alone. My family always feared I'd burn it down. So when I told my grandmother that I wanted to start my own restaurant, she thought it was just another one of my crazy ideas — I'd had many growing up. I've always loved my grandmother's food. She used to run a hawker stall selling Peranakan food. Peranakan people like me have mixed Chinese and Malay ancestry, so our food is a fusion of Malay, Chinese, and Indian flavors. It's very strong in flavor and very fragrant. Last year, I started my own Peranakan food business, battling high rents, difficulty getting customers, and getting used to sweating in a kitchen for hours. I never looked back. I never saw myself in an office job I did an electronics engineering diploma, but realized I hated the idea of being an engineer. I didn't know what job to pursue, but I knew what I didn't want to do — engineering. I tried looking for work in human resources and administrative roles, but I knew that wasn't what I was cut out for. My friends recommended I try something different because my grandma is a good cook, and I love to cook. I decided to take a stab at it. Pestering grandma to divulge secret recipes My grandma is very secretive about her recipes. To her, they're like an asset. When I told her that I wanted to start my own restaurant, she thought I wasn't committed to it and that I would give up after a month or two. For months, I went to her house with ingredients, trying to watch how she cooked and take notes. This was a challenging process because she measured ingredients based on gut feeling. I finally managed to figure out her recipes and develop a process for cooking for a restaurant. Launching Kokoyo Nyonya Delights I launched Kokoyo Nyonya Delights in August, after months of practising recipes and an SG$80,000, or about $62,000, investment. I rented a small open-air eatery in Singapore's northwestern Serangoon neighborhood for SG$13,500 a month. Three of my friends helped me out with cooking and operations. My grandmother contributed some of her savings. I couldn't have done it without her investment. I started with 12 items on the menu, which included soups, vegetable dishes, and some meat dishes. My grandmother told me to focus on the most popular Peranakan dishes, like inchi kabin, a fried chicken dish, and beef rendang, which is beef stewed in coconut milk and spices. Babi pongteh, which is braised pork in soybean sauce, is also one of our favorites. Everything served at Kokoyo Nyonya has to be vetted by my grandmother. I'm not a certified chef. I don't have a culinary background — I only have my grandma. Cooking Peranakan food is a time-consuming and labor-intensive process. I get in at around 9 a.m. every day to make everything from scratch, because grandma doesn't like me selling leftovers. I leave after 9 p.m. after feeding the dinner crowd. There's a lot of prep involved. Based on my grandma's recipe, just cooking our rice is a 23-step, three-hour-long process. While the first few weeks of operations were smooth, the real challenge came after we had an article written about us, and we started seeing a wave of customers. The crowd was overwhelming, and I realized we couldn't cope with it. That's when I had to abandon some of the things my grandma told me to do, like ditching a wok in favor of a deep fryer to fry chicken. Moving after less than a year But less than a year after I opened in Serangoon, I had to move. My rent was also too high: SG$13,500 monthly. I couldn't afford it. And there were a lot of older people in the neighborhood where I opened my restaurant. I found that they weren't too willing to spend a lot of money on food. In July, I moved to a smaller stall in a food court near Singapore's Sixth Avenue, a wealthy neighborhood where people are willing to spend more. Rent here is much cheaper. I pay exactly half of what I did in my earlier location. I've also reduced the number of staff members from four to two. At first, I wasn't used to the long days in the kitchen. I was sweaty and grumpy. But I later accepted that that's what life as a restaurant owner is like. I work seven days a week, which doesn't leave time for much else. I haven't met my friends in a while, unless they come to see me. But I like that it's not a repetitive job. Every day comes with a new problem, be it difficult customers or problems with staff. I don't have regrets about trying to start something of my own.
