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When Balendra Shah was sworn in as Nepal’s prime minister on March 27, the image was almost impossibly cinematic. A 36-year-old structural engineer and former rapper, standing where four-time prime ministers and Maoist commanders had stood before him, promising to do things differently. His Rastriya Swatantra Party had just won 182 of 275 parliamentary seats—something Nepal had not seen since 1959. The message from the Nepali public was unmistakable: we are done with the old order.

The RSP has since worked hard to project a single, coherent image—a technocratic, performance-driven government that has broken decisively with Nepal's culture of corruption and cronyism. The 100-point governance reform agenda, the youth-heavy cabinet, the swift sacking of a minister who appointed his own wife to a public board—all of it feeds a narrative of competence and accountability.

But beneath that united front, something more complicated is happening. The RSP is not one political project. It is three—held together, for now, by the shared euphoria of a landslide victory and the mutual convenience of power. And to understand why this matters, it helps to reach for a framework that political scientists have spent the last two decades developing: the study of populism itself.

The meaning of populism

Populism has become one of the most overused and misunderstood words in political commentary. Used loosely, it is little more than an insult—a way of calling a politician reckless or demagogic. But scholars define it more precisely, and their definitions are useful here.

The most influential academic framework, developed by political theorists Cas Mudde and Cristóbal Kaltwasser, describes populism as a ‘thin ideology’—a set of ideas that divides the world into two camps: a pure, virtuous ‘people’ and a corrupt ‘elite’. The populist leader claims to speak for the former against the latter. What makes populism ‘thin’ is that it can attach to almost any substantive political program. A left-wing party can be populist. So can a right-wing one. So can a technocrat. The ideology fills in the details; populism provides the structure.

Beyond this core definition, scholars have identified distinct varieties of populism that operate through different channels and appeal to different publics. Understanding Nepal's new government requires distinguishing between three of them—because Balen Shah, Rabi Lamichhane, and Sudan Gurung each embody one.

Balen Shah: The techno-populist

Political scientist Benjamin Moffitt, in his work on populism's global rise, identifies a variant he calls techno-populism—leaders who claim that the system's problem is not structural injustice but simple incompetence, and who position themselves as the capable outsider who can fix what the corrupt insiders broke. The appeal is neither left nor right. It is managerial. Think of it as: the people deserve better—and I know how to deliver it.

Balen Shah is the closest contemporary embodiment of this type in South Asia. A structural engineer by training, a rapper by creative instinct, he built his political reputation as Kathmandu's mayor by setting measurable targets for waste management and traffic, posting updates directly to 4m Facebook followers, and projecting an image of relentless competence unbendable to any party or patron. His 100-point governance agenda—with performance indicators for every ministry—is essentially techno-populism institutionalised.

His populism is also unusually broad in its geographic and ethnic reach. Unlike most Nepali politicians who build their base within a caste or regional bloc, he launched his national campaign from Janakpur, presenting himself as a ‘son of Madhes’, a symbolically charged move for a Kathmandu-born politician of Hill origin. He won support across communities—urban youth, women, diaspora Nepalis—in a way that consciously resists identity-based outbidding.

The risk embedded in this model is one that scholars have documented repeatedly. Moffitt and others note that techno-populist leaders, confident their mandate represents the direct will of the people, tend to grow impatient with the slow, contentious machinery of democratic institutions. Within weeks of taking office, Balen announced the abolition of party-affiliated trade unions in government bodies and the removal of political student unions from campuses, replacing them with non-partisan councils. Both are defended as anti-corruption reforms. 

Critics counter that dismantling workers’ organisations and depoliticising student life weakens the intermediary structures that democracies depend on—a familiar early warning sign in the literature on democratic backsliding.

Rabi Lamichhane: The performative populist

Lamichhane fits a different and older archetype in the scholarly literature—what Moffitt calls spectacle populism and what Latin American political scientists have analysed as the caudillo variant: the charismatic outsider who channels public fury through theatrical confrontation, making the exposure and punishment of the corrupt elite the central act of his politics.

Lamichhane built his career on precisely this. As a television host, he made a name for himself by cornering officials on camera. He founded the RSP in 2022 as a vehicle for anti-corruption outrage and won 21 seats on his first attempt. His style is combative, moralistic, and deeply personalised—politics as a crusade with him as its protagonist.

The profound irony, of course, is that Lamichhane arrived at power trailing active embezzlement charges, multiple stints in pre-trial custody, and a documented record of using an earlier stint as Home Minister to pursue journalists who criticised him. 

A leaked commission report on last September’s protest violence was conspicuously silent on episodes connected to his controversial prison break and the burning of media offices belonging to a publisher he had previously had arrested. As scholars of populism from Jan-Werner Müller to Nadia Urbinati have long observed, performative populism carries within it an authoritarian temptation: once the leader is the embodiment of the people’s will, scrutiny of the leader becomes, by definition, an attack on the people.

Lamichhane remains RSP chair and controls the party’s organisational machinery. He was widely expected to claim the Home Ministry—giving him oversight of Nepal’s police, intelligence services, and the very investigative institutions that might scrutinise his own legal exposure. In the event, the portfolio went to Sudan Gurung, reportedly over Lamichhane’s resistance. 

Sudan Gurung: The movement populist

Sudan Gurung belongs to a third scholarly category—what researchers of the Global South, from Ernesto Laclau onwards, have analysed as movement populism or mobilisation populism: leaders who emerge not from established parties or media platforms but from the streets, whose authority derives from their claimed role as the authentic voice of an uprising rather than any formal mandate.

Gurung rose to national prominence by distributing water to protesters in September 2025, before becoming a central negotiator in the crisis—reportedly engaging directly with the army leadership in the days leading to Sushila Karki’s appointment as interim prime minister. His biography is one of civic mobilisation: earthquake relief volunteer, pandemic aid organiser, youth NGO founder. His populism speaks in the language of sacrifice and solidarity rather than competence or outrage.

But his conduct since taking the Home Ministry—one of Nepal’s most powerful portfolios—has generated immediate concern. Within hours of taking oath, Gurung personally went to police headquarters and, according to reports, effectively pressured the inspector general to arrest former prime minister KP Sharma Oli that same night. 

The arrests may well be legally justified. But a senior commentator put the problem precisely in an op-ed: “The home minister himself releasing arrest warrants and posting updates on social media suggests political leadership stepping into police work.” This, the piece observed, risks casting doubt on the impartiality of investigations—and fits a pattern the scholar Mudde identifies as ‘democratic illiberalism’: popular legitimacy used to bypass institutional process.

Gurung’s own past contains unresolved ambiguities, newspapers have noted: questions about his proximity to the coordination of the September protests, his role in the violence that followed on the second day, and allegations about the opacity of relief funds managed through his NGO. None of these establishes wrongdoing. What they establish, as one commentator noted drily, are “ambiguities that have neither been publicly resolved nor institutionally interrogated before the conferral of one of the most sensitive offices in the state.”

Three populisms, one roof

These are not abstract typological differences. They translate directly into competing instincts on the most important governance questions Nepal now faces.

Accountability: Balen’s techno-populist agenda promises to investigate political figures going back to 1991. Lamichhane's legal exposure creates a structural incentive for the accountability drive to stop well short of RSP’s own leadership. The battle over the Home Ministry was the first visible expression of this tension—and it was resolved in Balen’s favor, for now, by installing Gurung rather than a Lamichhane loyalist. But Lamichhane retains the party chair and is not going anywhere.

Institutional process versus decisive action: Gurung’s movement-populist instincts—arrest warrants announced on Facebook, sleeping on a ministry sofa for public effect, personally dictating police operations—represent a governing style that deliberately prioritises visible decisiveness over procedural integrity. Balen’s agenda, by contrast, is built on systematic institutional reform. These two impulses, sharing a cabinet, will eventually collide.

The federalism question: The snap elections of March 2026 covered only the federal parliament; provincial assembly elections were deferred. For the Janajati and Madhesi communities whose political voice is most directly exercised at the provincial level, this is not a procedural footnote. It is an early signal about whether the RSP's promised ‘new Nepal’ actually includes the communities that Nepal's 2015 constitution was supposed to empower.

The paradox of the majority

Nepal’s previous governments were undone by coalition fragility. The RSP’s extraordinary majority was supposed to solve that. But here is the paradox: that majority removes the external pressure that might otherwise have forced internal coherence. When you must manage a five-party coalition, you are compelled to articulate shared ground in explicit terms. When you hold 66 percent of parliament yourself, you can defer internal contradictions indefinitely—until they detonate.

Three types of populism can, in theory, complement each other. A government that delivers results, holds corrupt elites accountable, and genuinely includes the previously marginalised would be a formidable and legitimate political force. But that outcome requires more than a seven-point power-sharing agreement and a 100-point to-do list. It requires a shared theory of the state—an agreed answer to who governs, for whom, through what institutions, and constrained by what rules.

That the RSP does not yet have. What the next twelve months reveal about whether Lamichhane’s cases are quietly buried, whether Gurung’s decisiveness respects institutional boundaries, and whether Balen’s reform agenda survives contact with his own party will tell us whether Nepal has produced a genuine rupture—or simply replaced one set of elites with another, newer, and for the moment more popular set.

The author is a PhD candidate at the School of International Studies, Jawaharlal Nehru University, New Delhi. He is also a life member of the Delhi-based International Centre for Peace Studies

Nepal and India share one of the world’s most deeply rooted bilateral relationships—built on civilizational ties, open borders, cultural affinity, and economic interdependence. As the Prime Minister of Nepal prepares for an official visit to India, both countries stand at a defining moment: to transform traditional goodwill into structured economic integration driven by connectivity, trade facilitation, and shared prosperity.

Beyond diplomacy

Nepal–India relations extend far beyond formal diplomacy. They exist in the everyday lives of people—families, pilgrims, traders, students, and workers who move across an open and historically fluid border. This unique relationship is anchored in shared culture, religion, linguistic proximity, and deep social familiarity. Unlike most bilateral relationships, it operates at both state and societal levels simultaneously.
Yet while the foundation remains strong, the evolving global economy demands a shift in focus—from sentiment-driven engagement to system-driven cooperation. The challenge today is not trust, but transformation.

Proximity to prosperity

The next phase of Nepal–India relations can be captured in a simple yet powerful vision that rests on four key pillars:

• Trusted neighbours, transforming together:  A commitment to modernize relations based on mutual trust, cultural closeness, and respect, transforming historical ties into a results-oriented partnership.
• Co-creating growth across borders: Promotion of cross-border investment, industrial cooperation, and integrated value chains to drive sustainable economic development.
• Connecting economies, empowering people: Improving transport, logistics, and trade systems to reduce costs, increase efficiency, and directly benefit citizens.
• Shared heritage, shared future: Leveraging deep cultural and civilizational ties to ensure long-term regional stability and prosperity.

The engine of change

Connectivity remains the most critical pillar of Nepal–India economic relations. The efficient movement of goods, services, and people will determine the competitiveness of both economies.

Key priorities include the expansion of Integrated Check Posts (ICPs), dry ports, and cross-border rail networks. Equally important is the adoption of digital solutions—such as electronic cargo tracking and pre-arrival customs processing—to reduce delays and uncertainty.

For Nepal, where logistics costs remain relatively high, even incremental efficiency gains can significantly enhance export competitiveness and investment attractiveness.

Trade, industry and value chains

Beyond connectivity, the next frontier lies in industrial cooperation and regional value chain development. Nepal and India have strong potential to build cross-border industrial ecosystems, particularly in border regions.

Sectors such as agro-processing, light manufacturing, and high-value agricultural exports, including tea, cardamom, ginger, and honey, offer compelling opportunities for collaboration.

A transformative production model can be envisioned: ‘Produce in Nepal–Scale with India–Export Globally.’

This approach integrates Nepal into regional and global value chains while leveraging India’s scale and market access.

Regional integration: The BBIN opportunity

The BBIN (Bangladesh–Bhutan–India–Nepal) framework provides a broader platform for regional connectivity and trade expansion.

Full implementation of the BBIN Motor Vehicle Agreement would enable seamless cross-border transport, significantly reducing trade costs and transit times. Improved access to Bangladeshi ports via Indian corridors would further strengthen Nepal's external trade connectivity, positioning Nepal not as a landlocked country, but as a land-linked economy embedded in a wider regional network.

Quality infrastructure and global market access

To compete globally, Nepal must strengthen its quality infrastructure—upgrading laboratories, improving accreditation systems, and establishing joint certification facilities at key border points.

Alignment with international standards such as Codex, ISO, and SPS frameworks is essential for export credibility. Mutual recognition agreements can further reduce duplication and streamline trade compliance.

Institutional coordination and private sector role

Effective implementation requires strong coordination across government agencies, including those responsible for foreign affairs, commerce, customs, and regulation.

A joint Nepal–India trade facilitation task force, supported by regular review mechanisms, can help resolve operational bottlenecks. The private sector also plays a central role—institutions such as the Federation of Nepalese Chambers of Commerce and Industry, the Confederation of Nepalese Industries, and the Nepal India Chamber must lead efforts in exporter readiness, compliance awareness, and investment facilitation.

Partnership for the future

The upcoming Prime Ministerial visit represents more than a diplomatic engagement—it is a strategic opportunity to redefine Nepal–India relations for the next generation. With connectivity, competitiveness, and coordination strengthened, Nepal can position itself as a bridge economy in South Asia, linking markets, enabling production networks, and contributing to regional prosperity.

Ultimately, the future of this partnership will depend on moving beyond sentiment toward structured economic cooperation built on trust, transparency, and shared ambition.

Nepal and India are not just neighbours—they are partners in transformation, shaping a shared future in a rapidly changing global economy.

The author is the General Secretary of Nepal-India Chamber of Commerce and Industry

The government has formed a four-member commission to investigate the property of political and high level government officials in the period of the last 20 years- since 2062/63BS to 2082/83BS.

The Cabinet meeting held on Wednesday decided to form the commission under the coordination of former Supreme Court judge Rajendra Kumar Bhandari. 

The commission would collect details on the property of those public officials- politicos and bureaucrats- and launch investigations accordingly.  

Members of the commission are former judges Chandiraj Dhakal and Purushottam Parajuli, former Deputy Inspector General of Nepal Police, Ganesh KC, and a chartered accountant Prakash Lamsal.

Earlier, on March 27, the government formed under Balendra Shah's premiership had decided to form the probe commission within two weeks. Even number 43 of the 100-point governance reform plan had included this matter. 

The point had mentioned that a high-powered panel would be formed under the Office of Prime Minister and Council of Ministers in a bid to end impunity and corruption by launching a probe on propriety of the high level public officials.

The investigation would be conducted based on legal criteria and evidence. 

Recommendations of the investigation would be forwarded to the concerned bodies for its enforcement.

In the last six months, Gorkhapatra Corporation has accomplished important tasks with a far-reaching impact on the institution and its employees. The Corporation has approved an O&M for the first time in its history. The total workforce has been downsized to 442 from 547 earlier.

This has paved the way for career growth of the employees working with the Corporation. After eight years, 280 employees have been promoted, generating hope and enthusiasm, and 91 vacancies have been opened to recruit fresh talent.

A total of 178 employees and journalists working on contract and wage-labour basis have been brought under the aegis of Social Security Fund to be compensated through their personal contribution. Similarly, the Working Journalist Act has been enforced with a guarantee of minimum wage to journalists as prescribed by the Act. It also applies to other employees working on contract and wage-labour basis.

Another notable achievement is the establishment of Gorkhapatra Academy,whose main goals are research, innovation, and capacity-building for journalists and employees through training and outreach. It has already started working to enhance the quality of the entire journalism sector and augment media literacy. Recently, it has also published a notice with an offer of fellowships to eligible candidates.

On 18 Dec 2025, the Corporation organized Gorkhapatra Discourse on Recovery and Resilience, offering a platform for interaction between the government and the private sector and generating hope among the concerned stakeholders. This not only generated income for the Corporation but also promoted its publications among the public.

Gorkhapatra Welfare Fund Directive 2025 has been enforced and the work procedure thereof has been prepared. It has ended uncertainty among those whose savings had been blocked for long and paved the way to release the fund of retired employees and give continuity to the scheme in case of working employees.

Lately, the Corporation has introduced the AI policy, embracing the use of AI in view of its ubiquity and using it systematically.

Gidde Press has been returned to the Corporation, which will have a positive impact on the operation of the press and publication museum.

The Corporation has initiated the process to integrate the newsroom by building a network of reporters and editors from the Gorkhapatra and The Rising Nepal. It will have a long-term positive impact on production and dissemination of news and exchange of materials between the two dailies.

The Corporation has also started disseminating news and public-service related content through WhatsApp, Viber and Messenger. This has widened readers’ access to news and begun circulating audio-visual content though social media targeting youth preparing for Public Service Commission examinations.

The Corporation has also launched a campaign to connect with the broader public. Under this initiative, the Gorkhapatra Literary Festival was organized by the Sailung Rural Municipality on 21-22 Nov 2025 with the slogan ‘Literature for Tourism. Under the policy of inclusive publication, it began publishing matters in Kulung language from 2 Nov 2025 and launched the page amid the community. Similarly, Sudurpaschim region-specific Madhupark was released from Dhangadi.

All these initiatives have been guided by the principle of ‘citizens’ voice first’ in Gorkhapatra publications. The editors enjoy clarity in editorial policy and full autonomy in their work. The Corporation has been constantly working to improve the layout and design of its publications.

As an example, all the pages of The Rising Nepal have been colored coinciding with its 61st anniversary on 1 Dec 2025 which has enhanced the quality of the newspaper.

Meanwhile the business of the Corporation has doubled in the last couple of years while the profits have gradually increased as demonstrated by the Public Enterprises Evaluation report published by the Ministry of Finance. This has been possible through direct MoUs, mostly in the G2G model, including with the Supreme Court and Public Service Commission.

The leadership plays a crucial role in steering an institution successfully and it’s no exception in case of Gorkhapatra Corporation. General Manager Lal Bahadur Airi deserves appreciation for executing these tasks successfully and leading the Corporation on the path of change and progress. Appointed to the position through an open competition in 2022, Airi is the youngest person to have reached the high post in the history of the Corporation. As the executive chief of the Corporation, he has practiced a policy to reform the state-owned publication house and make its publications citizen friendly.

Airi completed his four-year term on March 30 this year.