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GDP Is a Flawed Measure – but It Matters














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Also check out:
Demystifying GDP — Episode 130 of The Seen and the Unseen

Price Controls Lead to Shortages and Harm the Poor































Trump and Modi are playing a Lose-Lose game















Population Is Not a Problem, but Our Greatest Strength


When all political parties agree on something, you know you might have a problem. Giriraj Singh, a minister in Narendra Modi’s new cabinet, tweeted this week that our population control law should become a “movement.” This is something that would find bipartisan support – we are taught from school onwards that India’s population is a big problem, and we need to control it.

This is wrong. Contrary to popular belief, our population is not a problem. It is our greatest strength.

The notion that we should worry about a growing population is an intuitive one. The world has limited resources. People keep increasing. Something’s gotta give.

Robert Malthus made just this point in his 1798 book, An Essay on the Principle of Population. He was worried that our population would grow exponentially while resources would grow arithmetically. As more people entered the workforce, wages would fall and goods would become scarce. Calamity was inevitable.

Malthus’s rationale was so influential that this mode of thinking was soon called ‘Malthusian.’ (It is a pejorative today.) A 20th-century follower of his, Harrison Brown, came up with one of my favourite images on this subject, arguing that a growing population would lead to the earth being “covered completely and to a considerable depth with a writhing mass of human beings, much as a dead cow is covered with a pulsating mass of maggots.”

Another Malthusian, Paul Ehrlich, published a book called The Population Bomb in 1968, which began with the stirring lines, “The battle to feed all of humanity is over. In the 1970s hundreds of millions of people will starve to death in spite of any crash programs embarked upon now.” Ehrlich was, as you’d guess, a big supporter of India’s coercive family planning programs. ““I don’t see,” he wrote, “how India could possibly feed two hundred million more people by 1980.”

None of these fears have come true. A 2007 study by Nicholas Eberstadt called ‘Too Many People?’ found no correlation between population density and poverty. The greater the density of people, the more you’d expect them to fight for resources – and yet, Monaco, which has 40 times the population density of Bangladesh, is doing well for itself. So is Bahrain, which has three times the population density of India.

Not only does population not cause poverty, it makes us more prosperous. The economist Julian Simon pointed out in a 1981 book that through history, whenever there has been a spurt in population, it has coincided with a spurt in productivity. Such as, for example, between Malthus’s time and now. There were around a billion people on earth in 1798, and there are around 7.7 billion today. As you read these words, consider that you are better off than the richest person on the planet then.

Why is this? The answer lies in the title of Simon’s book: The Ultimate Resource. When we speak of resources, we forget that human beings are the finest resource of all. There is no limit to our ingenuity. And we interact with each other in positive-sum ways – every voluntary interactions leaves both people better off, and the amount of value in the world goes up. This is why we want to be part of economic networks that are as large, and as dense, as possible. This is why most people migrate to cities rather than away from them – and why cities are so much richer than towns or villages.

If Malthusians were right, essential commodities like wheat, maize and rice would become relatively scarcer over time, and thus more expensive – but they have actually become much cheaper in real terms. This is thanks to the productivity and creativity of humans, who, in Eberstadt’s words, are “in practice always renewable and in theory entirely inexhaustible.”

The error made by Malthus, Brown and Ehrlich is the same error that our politicians make today, and not just in the context of population: zero-sum thinking. If our population grows and resources stays the same, of course there will be scarcity. But this is never the case. All we need to do to learn this lesson is look at our cities!

This mistaken thinking has had savage humanitarian consequences in India. Think of the unborn millions over the decades because of our brutal family planning policies. How many Tendulkars, Rahmans and Satyajit Rays have we lost? Think of the immoral coercion still carried out on poor people across the country. And finally, think of the condescension of our politicians, asserting that people are India’s problem – but always other people, never themselves.

This arrogance is India’s greatest problem, not our people.



Amit Shah’s induction into the union cabinet is such an interesting moment. Even partisans who oppose the BJP, as I do, would admit that Shah is a political genius. Under his leadership, the BJP has become an electoral behemoth in the most complicated political landscape in the world. The big question that now arises is this: can Shah do for India what he did for the BJP?

This raises a perplexing question: in the last five years, as the BJP has flourished, India has languished. And yet, the leadership of both the party and the nation are more or less the same. Then why hasn’t the ability to manage the party translated to governing the country?

I would argue that there are two reasons for this. One, the skills required in those two tasks are different. Two, so are the incentives in play.

Let’s look at the skills first. Managing a party like the BJP is, in some ways, like managing a large multinational company. Shah is a master at top-down planning and micro-management. How he went about winning the 2014 elections, described in detail in Prashant Jha’s book How the BJP Wins, should be a Harvard Business School case study. The book describes how he fixed the BJP’s ground game in Uttar Pradesh, picking teams for 147,000 booths in Uttar Pradesh, monitoring them, and keeping them accountable.

Shah looked at the market segmentation in UP, and hit upon his now famous “60% formula”. He realised he could not deliver the votes of Muslims, Yadavs and Jatavs, who were 40% of the population. So he focussed on wooing the other 60%, including non-Yadav OBCs and non-Jatav Dalits. He carried out versions of these caste reconfigurations across states, and according to Jha, covered “over 5 lakh kilometres” between 2014 and 2017, consolidating market share in every state in this country. He nurtured “a pool of a thousand new OBC and Dalit leaders”, going well beyond the posturing of other parties.

That so many Dalits and OBCs voted for the BJP in 2019 is astonishing. Shah went past Mandal politics, managing to subsume previously antagonistic castes and sub-castes into a broad Hindutva identity. And as the BJP increased its depth, it expanded its breadth as well. What it has done in West Bengal, wiping out the Left and weakening Mamata Banerjee, is jaw-dropping. With hindsight, it may one day seem inevitable, but only a madman could have conceived it, and only a genius could have executed it.

Good man to be Home Minister then, eh? Not quite. A country is not like a large company or even a political party. It is much too complex to be managed from the top down, and a control freak is bound to flounder. The approach needed is very different.

Some tasks of governance, it is true, are tailor-made for efficient managers. Building infrastructure, taking care of roads and power, building toilets (even without an underlying drainage system) and PR campaigns can all be executed by good managers. But the deeper tasks of making an economy flourish require a different approach. They need a light touch, not a heavy hand.

The 20th century is full of cautionary tales that show that economies cannot be centrally planned from the top down. Examples of that ‘fatal conceit’, to use my hero Friedrich Hayek’s term, include the Soviet Union, Mao’s China, and even the lady Modi most reminds me of, Indira Gandhi.

The task of the state, when it comes to the economy, is to administer a strong rule of law, and to make sure it is applied equally. No special favours to cronies or special interest groups. Just unleash the natural creativity of the people, and don’t try to micro-manage.

Sadly, the BJP’s impulse, like that of most governments of the past, is a statist one. India should have a small state that does a few things well. Instead, we have a large state that does many things badly, and acts as a parasite on its people.

As it happens, the few things that we should do well are all right up Shah’s managerial alley. For example, the rule of law is effectively absent in India today, especially for the poor. As Home Minister, Shah could fix this if he applied the same zeal to governing India as he did to growing the BJP. But will he?

And here we come to the question of incentives. What drives Amit Shah: maximising power, or serving the nation? What is good for the country will often coincide with what is good for the party – but not always. When they diverge, which path will Shah choose? So much rests on that.

Lessons from an Ankhon Dekhi Prime Minister

This is the 19th installment of The Rationalist, my column for the Times of India.

A friend of mine was very impressed by the interview Narendra Modi granted last week to Akshay Kumar. ‘Such a charming man, such great work ethic,’ he gushed. ‘He is the kind of uncle I would want my kids to have.’ And then, in the same breath, he asked, ‘How can such a good man be such a bad prime minister?”

I don’t want to be uncharitable and suggest that Modi’s image is entirely manufactured, so let’s take the interview at face value. Let’s also grant Modi his claims about the purity of his neeyat (intentions), and reframe the question this way: when it comes to public policy, why do good intentions often lead to bad outcomes? To attempt an answer, I’ll refer to a story a friend of mine, who knows Modi well, once told me about him. 

Modi was chilling with his friends at home more than a decade ago, and told them an incident from his childhood. His mother was ill once, and the young Narendra was tending to her. The heat was enervating, so the boy went to the switchboard to switch on the fan. But there was no electricity. My friend said that as he told this story, Modi’s eyes filled with tears. Even after all these years, he was moved by the memory.

My friend used this story to make the point that Modi’s vision of the world is experiential. If he experiences something, he understands it. When he became chief minister of Gujarat, he made it his stated mission to get reliable electricity to every part of Gujarat. No doubt this was shaped by the time he flicked a switch as a young boy and the fan did not budge. Similarly, he has given importance to things like roads and cleanliness, since he would have experienced the impact of those as a young man.

My term for him, inspired by Rajat Kapoor’s 2014 film, is ‘the ankhon dekhi prime minister’. At one level, this is a good thing. He sees a problem and works for the rest of his life to solve it. But what of things he cannot experience?

The economy is a complex beast, as is society itself, and beyond a certain level, you need to grasp abstract concepts to understand how the world works. You cannot experience them. For example, spontaneous order, or the idea that society and markets, like language, cannot be centrally directed or planned. Or the positive-sum nature of things, which is the engine of our prosperity: the idea that every transaction is a win-win game, and that for one person to win, another does not have to lose. Or, indeed, respect for individual rights and free speech.

One understands abstract concepts by reading about them, understanding them, applying them to the real world. Modi is not known to be a reader, and this is not his fault. Given his background, it is a near-miracle that he has made it this far. He wasn’t born into a home with a reading culture, and did not have either the resources or the time when he was young to devote to reading. The only way he could learn about the world, thus, was by experiencing it.

There are two lessons here, one for Modi himself and others in his position, and another for everyone.

The lesson in this for Modi is a lesson for anyone who rises to such an important position, even if he is the smartest person in the world. That lesson is to have humility about the bounds of your knowledge, and to surround yourself with experts who can advise you well. Be driven by values and not confidence in your own knowledge. Gather intellectual giants around you, and stand on their shoulders.

Modi did not do this in the case of demonetisation, which he carried out against the advice of every expert he consulted. We all know the damage it caused to the economy.

The other learning from this is for all of us. How do we make sense of the world? By connecting dots. An ankhon-dekhi approach will get us very few dots, and our view of the world will be blurred and incomplete. The best way to gather more dots is reading. The more we read, the better we understand the world, and the better the decisions we take. When we can experience a thousand lives through books, why restrict ourselves to one?

A good man with noble intentions can make bad decisions with horrible consequences. The only way to hedge against this is by staying humble and reading more. So when you finish reading this piece, think of an unread book that you’d like to read today – and read it!