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For the 35–45 age group, the emphasis should shift from finding oneself to reassessing what matters when career uncertainty, family responsibilities, ageing parents, financial pressures, and awareness of mortality become more real .  Between This Life and the Next Lessons for the 35–45 Years of Life Between 35 and 45, life often changes character. At 25, we may be primarily concerned with building a life . By 40, we begin asking whether the life we have built is actually worth living. Career uncertainty becomes more real. Technology can make years of experience feel suddenly vulnerable. Companies restructure. Businesses fail. Skills become obsolete. Children grow older. Parents age. Financial responsibilities increase. Health can no longer be taken for granted. And perhaps most importantly, mortality becomes less abstract. We begin to understand that this life—however long it may be—is temporary. For a person who believes in God and life after death, this creates a deeper question...

If we begin the Adani story from today’s strategic-defence opportunity , rather than from 1988, the growth story becomes more interesting: Adani has repeatedly moved from a relatively narrow business into the infrastructure surrounding that business , and then integrated the chain. Adani: From Commodity Trader to an Integrated Infrastructure Powerhouse A striking starting point is the August 2026 approval by the Ministry of Defence for transfer of DRDO-developed technology for all conventional missile systems to Indian defence industry . The move is intended to take indigenous missile systems from development into industrial production and increase domestic value addition. This is particularly relevant to Adani because Adani Defence & Aerospace is already building a large missile and ammunition manufacturing ecosystem . In July 2026, it broke ground on a ₹2,500-crore integrated missile ecosystem in Shivpuri, Madhya Pradesh, intended to support serial production of indigenous missil...

Looking ahead to India’s job market in 2035 , keeping in view the Rajan–Vembu debate on industrial policy and IP ownership, here’s a structured outlook: Manufacturing jobs If India follows Rajan’s free‑market approach, manufacturing may remain low‑wage, assembly‑focused , similar to Mexico’s maquiladora model. If Vembu’s industrial policy vision succeeds, manufacturing could shift toward higher value‑addition (semiconductors, electronics, R&D‑linked production), creating better‑paying roles. Technology & IP‑driven sectors By 2035, countries owning intellectual property (AI, biotech, clean energy, semiconductors) will capture most of the value. India’s ability to invest in R&D and protect IP will decide whether jobs are innovative and high‑paying or remain service‑oriented and low‑margin . Services & IT Automation and AI will reduce routine coding, testing, and BPO roles. New opportunities will emerge in AI product management, cybersecurity, cloud, and data science —...

 Below is a broader framework for the phenomenon you identified. I would call the central phenomenon illusory progress or psychological productivity : engaging in activities that provide the experience of progress without producing proportionate movement toward the underlying objective. Importantly, this is not necessarily laziness, stupidity, or conscious self-deception . Often the person is working hard. The problem is that the work is poorly connected to the outcome. The Psychology of Illusory Progress Why intelligent, hardworking adults spend enormous amounts of time doing things that feel productive but don't materially improve their lives 1. The fundamental distinction: activity is not progress People routinely make an implicit assumption: If I am spending significant time and effort on something related to my goal, I must be progressing toward it. That assumption is false. A person can spend: 1,000 hours studying and remain poorly prepared 500 hours researching businesses ...