India is too large and diverse for aone-size-fits-all approach. Importing external expertise, structural frameworks, and newtechnology will be required, but these steps will not be sufficient to drive India’s powersector transition. Similarly, implementing retail choice through separation of content andcarriage may not necessarily result in the full set of theoretical benefits touted. A flexibleand home-grown approach to reform, which is supported by states and the Centre, andallows for ‘learning by doing’, will be instrumental in determining the success of reforms.