In socially inclusive societies, many public administrators and regulators focus on the digital transformation of citizen identity, payment, and data exchange systems. The public and private sectors contribute technology and digital technology solutions, collectively called digital public and private technology goods. Until recently, the public and private sectors were seen as mutually exclusive, with the general belief that the private sector organised market transactions for profit. However, India promoted an alternate strategy, a midway road between pure public and private goods. Instead of the traditional approach to providing public goods in which the state is considered a market fixer, facilitator, and regulator, the Indian approach to Digital Public Infrastructure (DPI) envisions the state as an enabler, guiding economic development and fostering innovation. This chapter describes the institutionalisation and operationalisation of DPI from a collaborative governance perspective through a single cross-sectional case study, focusing on Unified Payments of India (UPI), which was developed by the National Payment Corporation of India (NPCI). This case study illustrates how multi-actor collaboration can achieve overarching and subsidiary goals, meet relevant mandates, and achieve widespread, sustained benefits at a reasonable cost—outcomes that no single organisation could have achieved alone while simultaneously ensuring democratic accountability. Subsequently, we unpack the theoretical framework and methodology and, lastly, analyse the case of UPI from a collaborative governance and co-creation perspective and its impact.