The Health Convo is a healthcare communications and consulting platform that empowers physicians, healthcare institutions, pharmaceutical companies, and patients through evidence-driven education, strategic healthcare communications, and digital transformation solutions. Built on a doctor-first philosophy, the organization bridges the gap between clinical expertise and public understanding by translating complex medical insights into meaningful and accessible conversations. Through impactful podcasts, awareness campaigns, community outreach programs, and thought-leadership initiatives, The Health Convo advances health literacy, promotes preventive care, and encourages informed decision-making.
Beyond communications, the organization delivers a comprehensive suite of services spanning healthcare marketing, practice management, patient engagement, business transformation, and strategic consulting. Through flagship platforms such as The Health Convo Podcast and Unscripted, it fosters constructive dialogue between healthcare professionals and the communities they serve, while championing early diagnosis, disease prevention, and patient-centric care.
In an exclusive conversation with The Interview World during the ASSOCHAM Pharma Summit & Awards 2026, Vivekanand Mishra, Co-founder and CEO of The Health Convo, shares key insights from the Outlook on the Indian Pharmaceutical Sector report. He evaluates the evolving policy and regulatory environment shaping India’s pharmaceutical industry and examines the transformative impact of the Production Linked Incentive (PLI) scheme on sectoral growth. Furthermore, he discusses how geopolitical developments are reshaping global pharmaceutical supply chains, outlines the measures required to combat the growing threat of counterfeit medicines, and highlights the critical role of industry-academia collaboration in accelerating pharmaceutical innovation. Presented below are the key insights from this thought-provoking discussion.
Q: Could you highlight the key findings of ASSOCHAM and The Health Convo’s “Outlook on the Indian Pharmaceutical Sector” report and its implications for industry growth?
A: Our primary focus is to prepare India to realize its 2030 vision of making pharmaceuticals accessible and affordable worldwide. Today, India already plays a pivotal role in the global healthcare ecosystem. The country supplies more than 20 percent of the world’s generic medicines, making it one of the largest providers of affordable healthcare solutions across international markets.
India’s contribution is equally significant in the vaccine segment. More than half of the vaccines procured by UNICEF originate from Indian manufacturers, underscoring the country’s critical role in safeguarding global public health. However, while India has established itself as a manufacturing powerhouse, it must now strengthen another strategic pillar: innovation. The development of innovative assets, breakthrough therapies, and novel drug discoveries will ultimately determine the trajectory of the Indian pharmaceutical industry over the next two decades.
With this objective in mind, we have emphasized the urgent need to build a future-ready talent pool capable of driving pharmaceutical research and development, supply chain innovation, and technology integration. The industry must equip young professionals with the skills required to accelerate scientific discovery and transform traditional development processes. For instance, if discovering a single molecule previously required a decade of research, advanced technologies such as artificial intelligence can significantly shorten timelines through predictive modelling, simulation-driven experimentation, and more efficient preclinical research. As a result, the development of new chemical entities can proceed with greater speed, precision, and cost efficiency.
At the same time, the application of AI must extend far beyond research and development. It can strengthen supply chain resilience, optimize cold-chain management, and ensure that medicines retain their efficacy and quality until they reach the last mile. In addition, AI can enhance operational excellence across manufacturing, quality assurance, regulatory compliance, and market intelligence.
Equally important is the strategic branding of India’s pharmaceutical capabilities. The industry must proactively communicate its strengths and reinforce global confidence in the quality of Indian medicines. Over the past few years, isolated quality-related incidents have generated adverse perceptions in certain markets. Consequently, this is the right moment for the industry to reposition itself, rebuild trust, and strengthen its global reputation.
India’s pharmaceutical sector possesses a compelling quality story that deserves greater visibility. The country hosts more US FDA-approved manufacturing facilities outside the United States than any other nation, reflecting its deep commitment to global quality standards and regulatory excellence. Furthermore, supplying more than 20 percent of the world’s medicines, particularly to highly regulated markets, demonstrates the industry’s ability to consistently meet stringent quality benchmarks.
Therefore, the challenge today is not merely to maintain quality; it is to effectively showcase it. India must amplify its success stories, strengthen its global brand, and clearly communicate that the quality, scale, and reliability of its pharmaceutical products are among the best in the world.
Q: How would you assess the current policy and regulatory landscape for India’s pharmaceutical industry?
A: When evaluating the policy and regulatory landscape, we must first acknowledge a fundamental reality: the pharmaceutical industry often becomes an easy target for criticism. However, the conversation needs a broader perspective. Instead of focusing solely on challenges, we should recognize the immense contribution the sector makes to the health and well-being of 1.4 billion Indians.
Consider the affordability of medicines. When we compare drug prices in India with those in many developed markets, the difference is striking. Indian pharmaceutical companies have consistently delivered high-quality medicines at accessible prices, enabling millions of patients to receive treatment without facing prohibitive healthcare costs. In that sense, the industry has been fulfilling a critical public-health mission for decades.
At the same time, the policy environment over the past ten years has been remarkably progressive. The Indian pharmaceutical sector has moved beyond its traditional strength in generic medicines and has begun demonstrating its innovation capabilities. The emergence of novel molecules such as Saroglitazar, along with several other new chemical entities discovered and developed in India, reflects the industry’s growing research and development prowess. These achievements signal a significant shift in India’s pharmaceutical journey, from being primarily a manufacturing hub to becoming an innovation-driven ecosystem.
Of course, pharmaceutical innovation is neither linear nor effortless. It requires sustained investment, regulatory support, scientific collaboration, and continuous course correction. The sector evolves through a process of constant refinement, adapting to emerging challenges while embracing new opportunities.
Against this backdrop, recent government initiatives have played a pivotal role in strengthening the industry’s long-term competitiveness. Efforts to enhance pharmaceutical manufacturing capabilities, expand domestic Active Pharmaceutical Ingredient (API) production, and reduce external dependencies are creating a more resilient ecosystem. Simultaneously, incentive-driven programs are encouraging new entrants to invest, innovate, and establish scalable business models within India.
Consequently, these policy measures are doing more than supporting industry growth. They are laying the foundation for a stronger, more self-reliant, and globally competitive pharmaceutical sector, one that can drive innovation, strengthen healthcare security, and reinforce India’s position as a leading force in global healthcare.
Q: The government’s Production Linked Incentive (PLI) scheme was introduced to strengthen India’s pharmaceutical sector. What impact has it had so far, and has it delivered the intended benefits?
A: Any form of industry encouragement creates a positive impact. However, incentives must not focus solely on production and capacity expansion; they should also reward excellence in quality. Sustainable growth in the pharmaceutical sector depends not only on how much we manufacture but also on how consistently we meet the highest quality standards.
The Production Linked Incentive (PLI) scheme has undoubtedly strengthened domestic manufacturing and enhanced the sector’s competitiveness. Nevertheless, the next phase of policy evolution should place greater emphasis on quality-driven outcomes. Alongside production-linked incentives, India should consider introducing Quality Linked Incentives (QLIs) that recognize and reward manufacturers for achieving superior quality benchmarks, regulatory compliance, and global best practices.
Such an approach has become increasingly important as India seeks to strengthen its position in the global pharmaceutical landscape. The country must now move beyond being recognized merely as the pharmacy of the world and establish itself as a trusted source of medicines that meet a single, uncompromising global quality standard.
To achieve that objective, quality must become a strategic differentiator rather than a regulatory requirement alone. Incentive structures should therefore incorporate measurable quality metrics and performance scores. By rewarding manufacturers that consistently demonstrate excellence, India can accelerate the adoption of world-class standards across the industry.
Ultimately, if India aims to elevate the global perception of its pharmaceutical products and reinforce confidence in its healthcare ecosystem, it must place quality at the center of its growth strategy. Linking incentives to quality performance would be a decisive step in that direction.
Q: How are global developments such as geopolitical tensions, trade disruptions, and conflicts affecting India’s pharmaceutical industry, particularly in terms of supply chains, exports, and growth opportunities?
A: Geopolitical conflicts inevitably affect economies and industries across the world, and the pharmaceutical sector is no exception. Any prolonged disruption arising from war or geopolitical tensions has the potential to create significant challenges throughout the global healthcare ecosystem.
India, for instance, continues to depend substantially on imports of Active Pharmaceutical Ingredients (APIs) from China. However, the impact extends far beyond APIs alone. Modern pharmaceutical products rely on a complex network of raw materials, excipients, packaging components, intermediates, and specialized inputs sourced from multiple geographies. Consequently, disruptions in any part of this network can create bottlenecks across the entire manufacturing process.
If geopolitical instability persists, sourcing these critical components will become increasingly challenging. Supply shortages, logistical constraints, rising transportation costs, and longer procurement cycles could place additional pressure on manufacturers and healthcare systems alike. As a result, companies may face difficulties in maintaining production continuity, cost efficiency, and timely delivery of medicines.
Q: Counterfeit medicines remain a major challenge. What measures should the pharmaceutical industry adopt to prevent them, and how can preparedness be strengthened?
A: India already operates within a robust framework of quality and regulatory standards. Pharmaceutical manufacturing facilities adhere to established pharmacopoeial requirements, whether those of the Indian Pharmacopoeia, the British Pharmacopoeia, the United States Pharmacopeia, or other globally recognized standards. In addition, manufacturers undergo rigorous inspections, audits, and compliance assessments conducted by both domestic and international regulatory authorities. These mechanisms collectively create a strong foundation for ensuring product quality and patient safety.
Therefore, it is important to distinguish between the broader pharmaceutical manufacturing ecosystem and the isolated instances of counterfeit or substandard medicines. Counterfeit products do not represent the industry as a whole. However, even isolated incidents can undermine public trust and damage the reputation of an otherwise high-performing sector.
To address this challenge effectively, the industry and regulators must strengthen quality surveillance at the market level. While manufacturing standards remain stringent, additional safeguards should verify product quality and authenticity before medicines reach patients. Equally important, authorities must establish clear accountability across the supply chain and take decisive action against those involved in the production, distribution, or sale of counterfeit medicines.
At the same time, the penalties for counterfeiting must become significantly more stringent. Counterfeit medicines pose a direct threat to patient health and erode confidence in healthcare systems. Consequently, regulatory enforcement must serve as a powerful deterrent, ensuring that individuals or organizations engaging in such activities face severe legal and financial consequences.
It is also essential to recognize the broader context. The overwhelming majority of medicines manufactured and exported from India meet the highest international quality standards. Indian pharmaceutical companies supply highly regulated markets worldwide and consistently comply with rigorous global requirements. A very small fraction of non-compliant products should not define the reputation of an industry that has earned global recognition for quality, reliability, and affordability.
Nevertheless, even a negligible percentage of quality failures can have disproportionate consequences for the industry’s image. For this reason, all stakeholders, including regulators, manufacturers, industry bodies, and supply-chain partners, must work collectively to develop stronger quality metrics, enhance traceability, and implement more rigorous monitoring systems. Most importantly, these quality frameworks must be enforced consistently and uncompromisingly at every stage of production, distribution, and market access.
Only through a combination of stringent quality standards, robust enforcement, and shared accountability can the industry safeguard patient trust, eliminate counterfeit medicines, and further strengthen India’s standing as a global leader in pharmaceutical excellence.
Q: Collaboration between academia and industry is often highlighted as a key driver of innovation. How would you assess the current quality of pharmaceutical research in India, and what role can stronger academic partnerships play in advancing it?
A: I believe one of India’s greatest strengths lies in its talent pool, and the time has come to actively attract that talent back into the country’s research and innovation ecosystem. For decades, India has served as a global training ground for pharmaceutical and medical professionals. Wherever you travel in the world, you will find Indian pharmacists, scientists, researchers, and physicians making significant contributions to healthcare systems, academic institutions, and pharmaceutical organizations. Their success reflects the strength of India’s educational foundation and scientific capabilities.
However, if we genuinely want to accelerate collaboration between academia and industry, we must place greater emphasis on research outcomes and innovation-led growth. More importantly, we must acknowledge a fundamental truth about scientific research: innovation inherently involves risk, and not every experiment leads to success. Therefore, we need to normalize failure as an essential part of the discovery process rather than view it as a setback.
At the same time, the ecosystem must begin recognizing and rewarding incremental achievements. Scientific breakthroughs rarely emerge overnight. They result from years of experimentation, learning, refinement, and persistence. If we choose to celebrate researchers only when they achieve the highest global accolades, such as a Nobel Prize, we overlook the countless contributions that pave the way for such achievements. A thriving innovation ecosystem must encourage and support researchers at every stage of their journey.
Consequently, we need to foster a culture where innovation receives consistent attention, where scientific curiosity is encouraged, and where both successes and failures are valued as integral components of progress. After all, every failed experiment generates insights, eliminates uncertainties, and moves researchers one step closer to meaningful discoveries. In that sense, failure is not the opposite of success; it is often a prerequisite for it.
To strengthen this culture further, India should create platforms that reconnect with its global scientific diaspora. For example, dedicated summits and research forums could bring together distinguished scientists of Indian origin who are leading groundbreaking work across international institutions and industries. Many of these researchers received their foundational education in India, completed their pharmacy and doctoral studies here, and then built successful careers abroad.
By engaging with this talent pool and creating opportunities for meaningful collaboration, India can benefit from global expertise while strengthening its domestic research capabilities. More importantly, by providing world-class infrastructure, stable funding mechanisms, academic freedom, and a supportive research environment, the country can encourage many of these scientists to contribute directly to India’s innovation agenda.
Ultimately, the future of the Indian pharmaceutical industry will depend not only on manufacturing excellence but also on its ability to lead in discovery, research, and innovation. Building a robust ecosystem that nurtures talent, celebrates scientific inquiry, and fosters collaboration between academia and industry will be critical to achieving that vision.
