Malappuram’s economic behaviour does not revolve around individuals. It revolves around families. Migration decisions, capital deployment, education choices, caregiving, and risk absorption are distributed across extended family units, often spanning multiple countries. Policy consistently ignores this reality by treating the individual as the primary economic actor. Vision Kerala 2047 requires a highly improbable correction: recognising family-based capital stacking as a legitimate unit of economic participation.

Family-based capital stacking means allowing NRI capital, labour, time, and risk to be distributed deliberately across family members instead of being concentrated in one person or one venture. One member migrates and earns. One manages a local operation. One studies or retrains. One absorbs caregiving responsibility. One exits temporarily. Together, they form a rotating economic system. Policy today fragments this system by forcing each role into separate, incompatible categories.

The improbability of this policy lies in abandoning individual-centric design. Licences, loans, subsidies, and programmes assume one name, one role, one address. Malappuram’s families operate differently. Economic resilience comes from spreading exposure across members and locations. When policy recognises this, failure rates drop sharply.

Under a family-based stacking framework, extended families can register as economic units for specific purposes. This does not mean joint ownership of everything. It means recognition of coordinated roles. One family member may be the legal operator of a local enterprise. Another may be the NRI underwriter. Another may be the trainee or apprentice. Another may hold land or assets. Policy treats this as one coherent system rather than suspicious fragmentation.

This recognition has immediate benefits. Banks and institutions often reject Malappuram enterprises because financial flows appear disjointed. Income is abroad. Management is local. Assets are split. Family-based stacking allows these roles to be declared transparently without forcing artificial consolidation.

For NRIs, this removes a major psychological barrier. Many hesitate to engage because they do not want to centralise risk or control in themselves. Stacking allows contribution without domination. Responsibility is shared. Exit is possible without collapse.

For local operators, this provides stability. Enterprises do not die when one person migrates, falls ill, or exits. Roles rotate. Capital support remains. Skills accumulate across members. This mirrors how Malappuram already survives shocks, but with policy protection instead of policy blindness.

The state’s role is limited but essential. It must create legal templates that allow family units to declare coordinated participation while preserving individual rights. Liability boundaries must be clear. No member should be automatically responsible for another’s failure. Stacking is coordination, not collective punishment.

There is also a gender dimension. Women often hold families together economically through unpaid labour, caregiving, and informal management. Family-based recognition makes this work visible without forcing formal employment labels that do not fit. This improves dignity and policy accuracy.

Critics will argue that this opens space for evasion or misuse. This risk exists only if design is sloppy. Clear role declaration, time limits, and audit trails can prevent abuse without destroying flexibility. Over-policing would defeat the purpose.

This policy also aligns with Islamic inheritance and responsibility norms already embedded socially. It does not impose foreign structures. It formalises what already functions, lightly and selectively.

Over time, family-based stacking improves data quality. Policymakers finally see how capital, labour, and care interact across borders. This enables better migration, education, and enterprise policy without moral judgement.

The improbability here is not technical. It is cultural. It asks policy to accept that modern economies are not made only of individuals and firms, but of kin-based systems that span jurisdictions. Malappuram has mastered this informally. Vision Kerala 2047 simply stops pretending otherwise.

By 2047, regions that understand family economics will outperform those that insist on individual purity. Family-based capital stacking does not weaken institutions. It stabilises them by aligning policy with reality.