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01 Jul 2021, 06:01
| FROM ISB PGP Admissions Director Blog: “ISB gave me the confidence to create next-gen innovative tech solutions” |
|
“I am doing something very different from what I had planned when I joined ISB,” says Dr. Ramya Gujjula, CEO, NexRea and ISB PGP Co 2014 alumnus. Ramya joined ISB with the thought of evolving as a management professional and progressing in the same line of the field in the healthcare industry, but ISB pulled her out of that comfort zone. “ISB gave me the confidence to create and roll out next-generation innovative technology solutions that weren’t existing previously. I even bagged my first project at NexRea through the ISB network.” A dentist-turned augmented/virtual reality (AR/VR) healthtech expert, Ramya’s startup works at the intersection of exponential technologies and healthcare. “It was my childhood dream to become a doctor. But by the time I became one, I had exciting ideas other than clinical practice.” Ramya started her career at an e-learning company that was creating 3D content for medical students. She then did her postgraduation in clinical research and regulatory affairs and went on to manage clinical trials of vaccines at Sanofi Pasteur. It was around this time that two things changed: One, she started exploring AR/VR/AI (artificial intelligence) technologies, and two, the management bug bit her. “While working, I realised the value of having a management perspective as one moves up the corporate ladder,” she says. Once at ISB, it was humbling for her to study and work with peers from diverse backgrounds and achievements. “ISB was an amazing experience! It not just taught me management, but lent me a distinct big picture perspective towards everything in life.” The biggest learning for her was the art of prioritising, both at work and in life. The PGP programme also powered a whole new spectrum of skill sets which came very handy when she delved into entrepreneurship. “Before ISB, I wasn’t sure if I would have built a startup. The learnings from the programme gave me the confidence to venture out, even in industries outside of healthcare, like the EdTech industry and the Government sector,” she remarks.  Ramya founded NexRea in 2015, a year after graduating from ISB. NexRea provides AR and VR-based product demonstration and training solutions for the Medical Device and Education industries. Her clientele includes the likes of GE Healthcare, Johnson & Johnson, Medtronic, Siemens, Varian, Horiba, and the National Health Authority. NexRea is also one of the top two startups selected from across India for the prestigious CB-MAP programme of the Pradhan Mantri Jan Aarogya Yojana. “As I recollect, the Planning an Entrepreneurial Venture (PAEV) course was the starting point for my startup. At the outset, notes from that course helped in making key decisions, and whenever I was stuck somewhere, I sought feedback from my professors at ISB. They helped me with not only startup-related advice but also with how to balance my work and life.” The learnings from the programme have also helped her tide over the initial hiccups that NexRea faced with the advent of Covid-19. “Like every other business, ours was also impacted. But this is where ISB learnings came in handy. We were taught to sail through uncertainties, adapt and pivot from there. I started examining the way we were executing our projects at NexRea and why the pandemic affected us. This reflection helped us come up with a gamechanging WebAR technology that has been very successful over the past year and a half. The affinity for exploring newer strategies and the power to adapt to the changing market needs has come from ISB.” On the occasion of Doctor’s Day, Ramya says to her fellow doctors, “Do not hesitate to try different things, even those that are polar opposites of clinical practice. It’s not the same world anymore, so explore, venture out, be brave enough to experiment and achieve whatever you want to. But don’t forget to be happy in the process!” |
01 Jul 2021, 07:00
| FROM ISB Admissions Blog: “ISB gave me the confidence to create next-gen innovative tech solutions” |
|
“I am doing something very different from what I had planned when I joined ISB,” says Dr. Ramya Gujjula, CEO, NexRea and ISB PGP Co 2014 alumnus. Ramya joined ISB with the thought of evolving as a management professional and progressing in the same line of the field in the healthcare industry, but ISB pulled her out of that comfort zone. “ISB gave me the confidence to create and roll out next-generation innovative technology solutions that weren’t existing previously. I even bagged my first project at NexRea through the ISB network.” A dentist-turned augmented/virtual reality (AR/VR) healthtech expert, Ramya’s startup works at the intersection of exponential technologies and healthcare. “It was my childhood dream to become a doctor. But by the time I became one, I had exciting ideas other than clinical practice.” Ramya started her career at an e-learning company that was creating 3D content for medical students. She then did her postgraduation in clinical research and regulatory affairs and went on to manage clinical trials of vaccines at Sanofi Pasteur. It was around this time that two things changed: One, she started exploring AR/VR/AI (artificial intelligence) technologies, and two, the management bug bit her. “While working, I realised the value of having a management perspective as one moves up the corporate ladder,” she says. Once at ISB, it was humbling for her to study and work with peers from diverse backgrounds and achievements. “ISB was an amazing experience! It not just taught me management, but lent me a distinct big picture perspective towards everything in life.” The biggest learning for her was the art of prioritising, both at work and in life. The PGP programme also powered a whole new spectrum of skill sets which came very handy when she delved into entrepreneurship. “Before ISB, I wasn’t sure if I would have built a startup. The learnings from the programme gave me the confidence to venture out, even in industries outside of healthcare, like the EdTech industry and the Government sector,” she remarks. Ramya founded NexRea in 2015, a year after graduating from ISB. NexRea provides AR and VR-based product demonstration and training solutions for the Medical Device and Education industries. Her clientele includes the likes of GE Healthcare, Johnson & Johnson, Medtronic, Siemens, Varian, Horiba, and the National Health Authority. NexRea is also one of the top two startups selected from across India for the prestigious CB-MAP programme of the Pradhan Mantri Jan Aarogya Yojana. “As I recollect, the Planning an Entrepreneurial Venture (PAEV) course was the starting point for my startup. At the outset, notes from that course helped in making key decisions, and whenever I was stuck somewhere, I sought feedback from my professors at ISB. They helped me with not only startup-related advice but also with how to balance my work and life.” The learnings from the programme have also helped her tide over the initial hiccups that NexRea faced with the advent of Covid-19. “Like every other business, ours was also impacted. But this is where ISB learnings came in handy. We were taught to sail through uncertainties, adapt and pivot from there. I started examining the way we were executing our projects at NexRea and why the pandemic affected us. This reflection helped us come up with a gamechanging WebAR technology that has been very successful over the past year and a half. The affinity for exploring newer strategies and the power to adapt to the changing market needs has come from ISB.” On the occasion of Doctor’s Day, Ramya says to her fellow doctors, “Do not hesitate to try different things, even those that are polar opposites of clinical practice. It’s not the same world anymore, so explore, venture out, be brave enough to experiment and achieve whatever you want to. But don’t forget to be happy in the process!” |
01 Jul 2021, 22:00
01 Jul 2021, 22:01
04 Jul 2021, 23:00
| FROM ISB Admissions Blog: Sugarcane production in Maharashtra: Issues of concern |
|
Sridhar Kundu : Sr. Research Analyst, Bharti Institute of Public Policy I. Introduction Sugar is a daily consumable commodity in every household. Demand for sugar comes from both domestic consumption and exports. In 2018-19, the total export earnings from sugar were INR10,000 crore for meeting the export demand of 4 million tonnes (Agriculture Statistics, 2019). On the supply side, sugarcane is a cash crop. It provides immediate cash in the hands of farmers. Interviews with farmers by news channels confirm relatively higher profits in sugarcane farming (Gaon Connection,2019). High profits could be an incentive for higher production. Since independence, sugarcane production in India has witnessed an upwards trend. In 1950-51, the total sugarcane production was 57 million tonnes, and it crossed the 400-million tonne mark in 2018-19, with an annual average growth of over 8 per cent per annum. However, the increasing focus on sugarcane production by farmers has led to some ecological imbalances. These imbalances are more advanced in the region where farmers produce sugarcane despite water scarcity. The present piece elaborates on the sugarcane production in Maharashtra with a focus on issues of profitability and water scarcity. II. Status of Maharashtra in Sugarcane Production Sugarcane is a tropical grass. The climatic conditions in India are apt for its production. However, the production of sugarcane is not homogenously distributed across states; there is a horizontal inequality. This horizontal distribution of sugarcane can be explained by state-wise production. Maharashtra is one of the major sugarcane producing states in India. In 2017-18, it ranked second behind Uttar Pradesh for sugarcane production. The all-India sugarcane production in 2017-18 was 380 million tonnes, with Maharashtra contributing 82 million tonnes. In terms of percentage share, Maharashtra contributes about 22% whereas Uttar Pradesh contributes about 47%of of India’s total sugarcane production and stands as the highest sugarcane producing state. These production statistics show that about two-third of total sugarcane produced in India comes from these two states. Other states include Karnataka, Tamil Nadu, Bihar and Uttarakhand, but their share in India’s total production is relatively lower (Figure1- StatewiseProductionShareOfSugarcane). III. Production Trend in Maharashtra In the last two decades, production of sugarcane in Maharashtra has witnessed a growth. In 1997-98, total production of sugarcane in the state was less than 1 million tonnes (i.e. 0.16 million tonne) and it increased to 82 million tonnes in 2017-18. (Figure2-AnnualTrendOfSugarcaneProductionInMaharashtra). Annual production growth in the state has been noted above 2500 percent during the last 20 years. Although low base effect could be one reason for this high growth, it can be concluded from the last 20-year trend that the state has achieved a significant growth in sugarcane production. IV. Profitability in Sugarcane Production Profitability can be explained here by the difference in value of cost of production and market prices. Higher the difference, more the profitability. In case of sugarcane, the cost of production came down because of high yield. Yield of sugarcane is very high compared to other crops like paddy, wheat and other food grains. In 2018-19, sugarcane yield was above 90 tonnes per hectare whereas, wheat yield was 1.7 tonne per hectare in Maharashtra. Yield data of last 20 years from India Data Portal presents the fact that sugarcane production (yield) decimated other crops. The next factor of profitability is the declaration of Minimum Support Price (MSP), which is the guaranteed price farmers would get from the market and government shops. This price fixation guarantees farmers’ profit which encourages them on the quantity of production rather than thinking what needs to be produced according to tropical and ecological situation of the region. The last 20-year data shows that MSP has remained higher than even the production cost (C3). The C3 cost includes all fixed and operational cost of production even including all the imputed costs that the farmers went through during the production stages and a margin of profit for their participation as entrepreneurs in the process. In 2017-18, the sugarcane production cost C3 in Maharashtra was INR 212 per quintal. (Figure 3-ProductionCost(C3)OfSugarcane). In the same year, the MSP for sugarcane was INR 255 per quintal (Figure4-AnnualTrendOfMSPForSugarcane). This means that a farmer would earn an additional profit margin of INR 33 per quintal. This margin would even benefit the small and marginal farmers who have less than 2 hectares of land holdings and encourage them to produce sugarcane. V. Issues of Water Scarcity With an objective to earn higher profits, farmers focus on improving the yield. For the yield improvement, they started depending on irrigation. In the process, a major share of groundwater is used for irrigating sugarcane crops. Irrigation percentage for sugarcane crop in India has gone up from 67 per cent in 1950 to 96 per cent in 2015, as per the latest information from the Department of Agriculture. The water scarcity issues can be better explained with the district-level analysis of sugarcane production in Maharashtra. Sugarcane production is not homogenously distributed across all districts. Eight districts out of 38 shared more than 80 percent of total production in the state in 2017-18. These districts are Kolhapur (18%), Pune (16%), Ahmednagar (14%), Solapur (13%), Sangli (10%), Satara (10%). (Figure 5-DistrictwiseProductionShareOfSugarcaneinMaharashtra) All eight districts under Aurangabad division, called the Marathwada region, contribute about 15 per cent to the total sugarcane production in the state. These districts are Aurangabad, Beed, Jalna, Osmanabad, Nanded, Latur, Parbhani and Hingoli. The water scarcity issue arises as the Marathwada farmers produce sugarcane even though it is a water scarce region. This region receives low rainfall compared to the other parts of the state. In 2019 (January to December), Konkan region received above 450 cm rainfall while the eastern part of the state, which falls under Marathwada, received 85 cm of rainfall. In 2018, the Marathwada region received even less than 60 cm of rainfall. With less rainfall, and increasing interest and dependence on sugarcane production, there is a rise in dependence on groundwater to irrigate the land. As a result, there is continuous depletion of the levels of groundwater. Average depth of water table, better explained by the depth of well in this region has gone above 10 meters. In comparison with the other districts in the state, average depth of well in Raigarh is less than 1 meter (Figure6-DepthOfWaterLevelInRaigarhDistrictIn2017), whereas the same in Osmanabad is above 5 meters (Figure 7-DepthOfWaterLavelInOsmanabadDistrict). VI. Conclusion Every profit may not be good economics. If profit in a production is not sustainable, it could create negative externalities and therefore, considered to be bad economics,as seen in the case of sugarcane production in Maharashtra’s Marathwada region. Profitability can be a factor to encourage farmers to produce sugarcane in various parts of the country, including from Marathwada. It could be one reason behind the exponential growth in sugarcane production. However, encouraging production of sugarcane in Marathawada region may not be a sustainable model of growth. With lower levels of groundwater in this region, sugarcane production could multiply the crisis in the long run. DISCLAIMER : Any comments, speeches, articles, blogs, podcasts, videos/vlogs, opposite the editorial page/opinions andeditorials page (OP-ED), interview response etc. made by individuals should be accompanied by a clear disclaimer from the ones given below. “The views expressed in this article are personal. Sridhar Kundu is Sr. Research Analyst at the Indian School of Business.” |
04 Jul 2021, 23:00
| FROM ISB PGP Admissions Director Blog: Sugarcane production in Maharashtra: Issues of concern |
|
Sridhar Kundu : Sr. Research Analyst, Bharti Institute of Public Policy I. Introduction Sugar is a daily consumable commodity in every household. Demand for sugar comes from both domestic consumption and exports. In 2018-19, the total export earnings from sugar were INR10,000 crore for meeting the export demand of 4 million tonnes (Agriculture Statistics, 2019). On the supply side, sugarcane is a cash crop. It provides immediate cash in the hands of farmers. Interviews with farmers by news channels confirm relatively higher profits in sugarcane farming (Gaon Connection,2019). High profits could be an incentive for higher production. Since independence, sugarcane production in India has witnessed an upwards trend. In 1950-51, the total sugarcane production was 57 million tonnes, and it crossed the 400-million tonne mark in 2018-19, with an annual average growth of over 8 per cent per annum. However, the increasing focus on sugarcane production by farmers has led to some ecological imbalances. These imbalances are more advanced in the region where farmers produce sugarcane despite water scarcity. The present piece elaborates on the sugarcane production in Maharashtra with a focus on issues of profitability and water scarcity. II. Status of Maharashtra in Sugarcane Production Sugarcane is a tropical grass. The climatic conditions in India are apt for its production. However, the production of sugarcane is not homogenously distributed across states; there is a horizontal inequality. This horizontal distribution of sugarcane can be explained by state-wise production. Maharashtra is one of the major sugarcane producing states in India. In 2017-18, it ranked second behind Uttar Pradesh for sugarcane production. The all-India sugarcane production in 2017-18 was 380 million tonnes, with Maharashtra contributing 82 million tonnes. In terms of percentage share, Maharashtra contributes about 22% whereas Uttar Pradesh contributes about 47%of of India’s total sugarcane production and stands as the highest sugarcane producing state. These production statistics show that about two-third of total sugarcane produced in India comes from these two states. Other states include Karnataka, Tamil Nadu, Bihar and Uttarakhand, but their share in India’s total production is relatively lower (Figure1- StatewiseProductionShareOfSugarcane). III. Production Trend in Maharashtra In the last two decades, production of sugarcane in Maharashtra has witnessed a growth. In 1997-98, total production of sugarcane in the state was less than 1 million tonnes (i.e. 0.16 million tonne) and it increased to 82 million tonnes in 2017-18. (Figure2-AnnualTrendOfSugarcaneProductionInMaharashtra). Annual production growth in the state has been noted above 2500 percent during the last 20 years. Although low base effect could be one reason for this high growth, it can be concluded from the last 20-year trend that the state has achieved a significant growth in sugarcane production. IV. Profitability in Sugarcane Production Profitability can be explained here by the difference in value of cost of production and market prices. Higher the difference, more the profitability. In case of sugarcane, the cost of production came down because of high yield. Yield of sugarcane is very high compared to other crops like paddy, wheat and other food grains. In 2018-19, sugarcane yield was above 90 tonnes per hectare whereas, wheat yield was 1.7 tonne per hectare in Maharashtra. Yield data of last 20 years from India Data Portal presents the fact that sugarcane production (yield) decimated other crops. The next factor of profitability is the declaration of Minimum Support Price (MSP), which is the guaranteed price farmers would get from the market and government shops. This price fixation guarantees farmers’ profit which encourages them on the quantity of production rather than thinking what needs to be produced according to tropical and ecological situation of the region. The last 20-year data shows that MSP has remained higher than even the production cost (C3). The C3 cost includes all fixed and operational cost of production even including all the imputed costs that the farmers went through during the production stages and a margin of profit for their participation as entrepreneurs in the process. In 2017-18, the sugarcane production cost C3 in Maharashtra was INR 212 per quintal. (Figure 3-ProductionCost(C3)OfSugarcane). In the same year, the MSP for sugarcane was INR 255 per quintal (Figure4-AnnualTrendOfMSPForSugarcane). This means that a farmer would earn an additional profit margin of INR 33 per quintal. This margin would even benefit the small and marginal farmers who have less than 2 hectares of land holdings and encourage them to produce sugarcane. V. Issues of Water Scarcity With an objective to earn higher profits, farmers focus on improving the yield. For the yield improvement, they started depending on irrigation. In the process, a major share of groundwater is used for irrigating sugarcane crops. Irrigation percentage for sugarcane crop in India has gone up from 67 per cent in 1950 to 96 per cent in 2015, as per the latest information from the Department of Agriculture. The water scarcity issues can be better explained with the district-level analysis of sugarcane production in Maharashtra. Sugarcane production is not homogenously distributed across all districts. Eight districts out of 38 shared more than 80 percent of total production in the state in 2017-18. These districts are Kolhapur (18%), Pune (16%), Ahmednagar (14%), Solapur (13%), Sangli (10%), Satara (10%). (Figure 5-DistrictwiseProductionShareOfSugarcaneinMaharashtra) All eight districts under Aurangabad division, called the Marathwada region, contribute about 15 per cent to the total sugarcane production in the state. These districts are Aurangabad, Beed, Jalna, Osmanabad, Nanded, Latur, Parbhani and Hingoli. The water scarcity issue arises as the Marathwada farmers produce sugarcane even though it is a water scarce region. This region receives low rainfall compared to the other parts of the state. In 2019 (January to December), Konkan region received above 450 cm rainfall while the eastern part of the state, which falls under Marathwada, received 85 cm of rainfall. In 2018, the Marathwada region received even less than 60 cm of rainfall. With less rainfall, and increasing interest and dependence on sugarcane production, there is a rise in dependence on groundwater to irrigate the land. As a result, there is continuous depletion of the levels of groundwater. Average depth of water table, better explained by the depth of well in this region has gone above 10 meters. In comparison with the other districts in the state, average depth of well in Raigarh is less than 1 meter (Figure6-DepthOfWaterLevelInRaigarhDistrictIn2017), whereas the same in Osmanabad is above 5 meters (Figure 7-DepthOfWaterLavelInOsmanabadDistrict). VI. Conclusion Every profit may not be good economics. If profit in a production is not sustainable, it could create negative externalities and therefore, considered to be bad economics,as seen in the case of sugarcane production in Maharashtra’s Marathwada region. Profitability can be a factor to encourage farmers to produce sugarcane in various parts of the country, including from Marathwada. It could be one reason behind the exponential growth in sugarcane production. However, encouraging production of sugarcane in Marathawada region may not be a sustainable model of growth. With lower levels of groundwater in this region, sugarcane production could multiply the crisis in the long run. DISCLAIMER : Any comments, speeches, articles, blogs, podcasts, videos/vlogs, opposite the editorial page/opinions andeditorials page (OP-ED), interview response etc. made by individuals should be accompanied by a clear disclaimer from the ones given below. “The views expressed in this article are personal. Sridhar Kundu is Sr. Research Analyst at the Indian School of Business.” |
05 Jul 2021, 04:00
| FROM ISB Admissions Blog: “ISB a humbling experience, enabled cross-learning” |
|
“Home healthcare is a gamechanger in the healthcare sector. In the coming decade, we will be discussing how the home healthcare industry has grown in India,” says Dr. Mahesh Joshi, CEO, Apollo Home Healthcare and alumnus of the PGPMAX Class of 2011 at ISB. Mahesh hails from a business family from a small town in Maharashtra. His becoming a doctor was an outcome of his father’s aspirations. “There was hardly any graduate for almost three generations in my family. But my father’s resolve was so strong that all five of his children, including me, became doctors,” he shares. The seeds were sown very early on when he used to see their family physician being treated with the utmost respect. “People opening the door of his car, carrying his medical kit… I had never seen that kind of respect being given to anyone else. Those memories have stayed with me.” After completing MBBS, Mahesh was conferred the Honorary Fellowship of the Royal College of Emergency Medicine for his contribution to the growth of international emergency medicine. He led Apollo’s emergency medicine services for 14 years before taking the reins of Apollo Home Healthcare in 2014, right after graduating from the PGPMAX at ISB. About moving from clinical practice to management, he says, “While leading the emergency medicine, I went from being a core clinician to becoming an administrator. My duties expanded beyond the department and clinical responsibilities. In meetings with business leaders, we discussed investment, return on equity, scaling up, and more. As a pure clinician, I did not know about such things. That’s when I started looking to pick up business and managerial skills and play a larger role beyond just a functional one.”  Mahesh was the only medical doctor in a batch of 65 people in PGPMAX. Reminiscing his days at ISB, he says, “ISB was a very humbling experience for me. Traditionally, people put doctors on a very high pedestal. But, when I interacted with CEOs/CFOs and my peers at ISB, I realised I had limited management knowledge. The programme enabled a lot of cross-learning. I had consciously decided to pursue a general MBA instead of a healthcare-focused MBA because I wanted to get perspectives from lateral industries and see if something could be adapted and applied to healthcare.” When the second wave of Covid-19 hit India, unprecedented challenges faced the healthcare industry. With no protocols laid out to tackle such a situation, learnings from organisational behaviour and leadership lessons at ISB came in handy for Mahesh. He explains, “We scaled from 50 new patients under home care in March to over 500 new patients per day in April – a growth of 10x times. Healthcare is a very human business, and learnings from the PGPMAX courses helped me navigate through some of the toughest challenges that leaders can face in dealing with people. The most important being the art of being agile and understanding the human psychology of how to incentivise people in the right manner, at the right time, for the right cause, and highlighting their impact.” On the occasion of Doctor’s Day, he says, “To people, I would say, do not wait for a pandemic to express your gratitude to the doctors who take up this profession despite the adversities, long studies, hard work, and lesser pay during the initial few years. To doctors, I want to say, never let your patients down because they place their trust in you. If that remains the guiding force, the entire mistrust gap between patients and doctors will come down because there will be a common goal of upholding the trust on both the sides.” |
05 Jul 2021, 04:00
| FROM ISB PGP Admissions Director Blog: “ISB a humbling experience, enabled cross-learning” |
|
“Home healthcare is a gamechanger in the healthcare sector. In the coming decade, we will be discussing how the home healthcare industry has grown in India,” says Dr. Mahesh Joshi, CEO, Apollo Home Healthcare and alumnus of the PGPMAX Class of 2011 at ISB. Mahesh hails from a business family from a small town in Maharashtra. His becoming a doctor was an outcome of his father’s aspirations. “There was hardly any graduate for almost three generations in my family. But my father’s resolve was so strong that all five of his children, including me, became doctors,” he shares. The seeds were sown very early on when he used to see their family physician being treated with the utmost respect. “People opening the door of his car, carrying his medical kit… I had never seen that kind of respect being given to anyone else. Those memories have stayed with me.” After completing MBBS, Mahesh was conferred the Honorary Fellowship of the Royal College of Emergency Medicine for his contribution to the growth of international emergency medicine. He led Apollo’s emergency medicine services for 14 years before taking the reins of Apollo Home Healthcare in 2014, right after graduating from the PGPMAX at ISB. About moving from clinical practice to management, he says, “While leading the emergency medicine, I went from being a core clinician to becoming an administrator. My duties expanded beyond the department and clinical responsibilities. In meetings with business leaders, we discussed investment, return on equity, scaling up, and more. As a pure clinician, I did not know about such things. That’s when I started looking to pick up business and managerial skills and play a larger role beyond just a functional one.” Mahesh was the only medical doctor in a batch of 65 people in PGPMAX. Reminiscing his days at ISB, he says, “ISB was a very humbling experience for me. Traditionally, people put doctors on a very high pedestal. But, when I interacted with CEOs/CFOs and my peers at ISB, I realised I had limited management knowledge. The programme enabled a lot of cross-learning. I had consciously decided to pursue a general MBA instead of a healthcare-focused MBA because I wanted to get perspectives from lateral industries and see if something could be adapted and applied to healthcare.” When the second wave of Covid-19 hit India, unprecedented challenges faced the healthcare industry. With no protocols laid out to tackle such a situation, learnings from organisational behaviour and leadership lessons at ISB came in handy for Mahesh. He explains, “We scaled from 50 new patients under home care in March to over 500 new patients per day in April – a growth of 10x times. Healthcare is a very human business, and learnings from the PGPMAX courses helped me navigate through some of the toughest challenges that leaders can face in dealing with people. The most important being the art of being agile and understanding the human psychology of how to incentivise people in the right manner, at the right time, for the right cause, and highlighting their impact.” On the occasion of Doctor’s Day, he says, “To people, I would say, do not wait for a pandemic to express your gratitude to the doctors who take up this profession despite the adversities, long studies, hard work, and lesser pay during the initial few years. To doctors, I want to say, never let your patients down because they place their trust in you. If that remains the guiding force, the entire mistrust gap between patients and doctors will come down because there will be a common goal of upholding the trust on both the sides.” |
05 Jul 2021, 06:00
| FROM ISB Admissions Blog: “Doctors should continue patient care using new and innovative methods” |
|
Covid has provided a great opportunity to enhance and strengthen the country’s healthcare infrastructure. We must ensure quality and timely healthcare, and prepare ourselves for similar challenges in the future,” says Dr. Sujata Das, Medical Director, Drushti Daan Eye Bank, L V Prasad Eye Institute (LVPEI), Bhubaneswar and alumna of the AMPH Founding Class. Becoming a doctor was a natural choice for Sujata whose parents also cheered for this profession. After completing her MBBS and MD from Behrampur in Odisha, she completed a long-term cornea fellowship from LVPEI Hyderabad. This was followed by two more international fellowships from Germany and Australia. An ophthalmologist par excellence, Sujata was recently awarded the prestigious K R Dutta Award (2021). The award by the All India Ophthalmological Society was bestowed upon her for her pioneering work in community eye banking. After two decades of clinical practice, Sujata took the dive into management. She explains why. “LVPEI is a doctor-driven organisation. So, despite being doctors, we were always involved in day-to-day decision-making where we needed to apply administrative skills. In 2012, when I became the director of the Drushti Daan Eye Bank at LVPEI Bhubaneswar, I decided that I needed to learn principles of management in order to devise and implement appropriate strategies and target resources for the institute’s overall growth. That’s when I took the plunge.” [img]https://blogs.isb.edu/healthcare/files/2021/07/DD-2021-Dr.-Sujata-Das-1.png[/img] The AMPH is a modular healthcare-focused management programme at ISB which suited Sujata’s needs well. “I wanted to learn the C-suite skills but without taking a break from practice. AMPH’s modular format did the trick for me. I could both work and learn at the same time,” says Sujata. Talking about the learnings at AMPH, she says, “ISB mentors are excellent! They helped me focus and understand how to drive organisational growth to the next level. The ability to think and plan strategically and understand how technology can impact an organisation’s performance and growth were very useful learnings. However, the most critical takeaway for me was the knowledge of how to build and lead teams successfully.” Explaining how she was able to implement the learnings from ISB at LVPEI, Sujata says, “When the pandemic struck, we had two clear objectives: a) Safety of our staff with continued care delivery, and b) Avoiding overcrowding at our institute. For the same, we continued process improvement and laid down protocols for each process, ranging from the reception to manpower distribution to patient coordination and surgeries. We kept on changing the strategies to suit our needs. This agility and dynamism are an outcome of the teachings at AMPH.” On the occasion of Doctor’s Day, she says, “We all have witnessed how the adoption of telehealth has become the new normal in care delivery over the past year and a half. The doctors should make every effort to continue patient care using new and innovative methods.” |
05 Jul 2021, 06:01
| FROM ISB PGP Admissions Director Blog: “Doctors should continue patient care using new and innovative methods” |
|
Covid has provided a great opportunity to enhance and strengthen the country’s healthcare infrastructure. We must ensure quality and timely healthcare, and prepare ourselves for similar challenges in the future,” says Dr. Sujata Das, Medical Director, Drushti Daan Eye Bank, L V Prasad Eye Institute (LVPEI), Bhubaneswar and alumna of the AMPH Founding Class. Becoming a doctor was a natural choice for Sujata whose parents also cheered for this profession. After completing her MBBS and MD from Behrampur in Odisha, she completed a long-term cornea fellowship from LVPEI Hyderabad. This was followed by two more international fellowships from Germany and Australia. An ophthalmologist par excellence, Sujata was recently awarded the prestigious K R Dutta Award (2021). The award by the All India Ophthalmological Society was bestowed upon her for her pioneering work in community eye banking. After two decades of clinical practice, Sujata took the dive into management. She explains why. “LVPEI is a doctor-driven organisation. So, despite being doctors, we were always involved in day-to-day decision-making where we needed to apply administrative skills. In 2012, when I became the director of the Drushti Daan Eye Bank at LVPEI Bhubaneswar, I decided that I needed to learn principles of management in order to devise and implement appropriate strategies and target resources for the institute’s overall growth. That’s when I took the plunge.” [img]https://blogs.isb.edu/healthcare/files/2021/07/DD-2021-Dr.-Sujata-Das-1.png[/img] The AMPH is a modular healthcare-focused management programme at ISB which suited Sujata’s needs well. “I wanted to learn the C-suite skills but without taking a break from practice. AMPH’s modular format did the trick for me. I could both work and learn at the same time,” says Sujata. Talking about the learnings at AMPH, she says, “ISB mentors are excellent! They helped me focus and understand how to drive organisational growth to the next level. The ability to think and plan strategically and understand how technology can impact an organisation’s performance and growth were very useful learnings. However, the most critical takeaway for me was the knowledge of how to build and lead teams successfully.” Explaining how she was able to implement the learnings from ISB at LVPEI, Sujata says, “When the pandemic struck, we had two clear objectives: a) Safety of our staff with continued care delivery, and b) Avoiding overcrowding at our institute. For the same, we continued process improvement and laid down protocols for each process, ranging from the reception to manpower distribution to patient coordination and surgeries. We kept on changing the strategies to suit our needs. This agility and dynamism are an outcome of the teachings at AMPH.” On the occasion of Doctor’s Day, she says, “We all have witnessed how the adoption of telehealth has become the new normal in care delivery over the past year and a half. The doctors should make every effort to continue patient care using new and innovative methods.” |
07 Jul 2021, 01:00
| FROM ISB Admissions Blog: From the Indian Army to delivering tech-driven quality care to rural India |
|
“There is a dearth of good healthcare managers in the corporate sector,” says Dr (Major) Sayed Moulana, Director of Quality, MFine & an alumnus of AMPH Founding Class at ISB. A clinician-turned management professional, Sayed served five years in the Indian Army, treating patients, before moving to the corporate sector. “I was always passionate about serving the armed forces and when the opportunity beckoned, I jumped at it,” he says. However, after his father’s demise, Syed returned to support his mother. “Most of my postings were at remote (hard) areas. When I lost my father, I decided to hang my boots.” Sayed had joined the Army right after his BDS. After his discharge from the service, he worked in Saudi Arabia for a couple of years before returning to India. All these years, he had been a pure clinician. But going further, he wanted to learn the management of healthcare businesses. He completed his PG Diploma in oral implantology from the University at Buffalo. At this juncture, he decided to transform himself completely from being a clinician to an administrator/management role. “I had made up my mind but for this kind of a transformation, I needed to learn first. I started looking for programmes in India, and like a godsend blessing, I heard that ISB was launching a healthcare management programme. Without any further ado, I applied.” Sayed was part of the founding cohort of the AMPH at ISB. “Getting admission into ISB was like a dream come true. What was even better was the fact that AMPH was a modular programme. I could study without leaving my job,” he says. [img]https://blogs.isb.edu/healthcare/files/2021/07/DD-2021-Dr.-Sayed-Moulana.png[/img] At ISB, Sayed’s perspective towards businesses changed completely. “I learnt a great deal about marketing, leadership and operations. We as doctors think sales is marketing! The AMPH courses taught me how to streamline the operational processes and get the best out of them, build effective teams, acquire customers, etc. One of the most critical takeaways from the programme was the knowledge of business negotiations. ISB taught me how to get into the mind of the buyer.” Talking about the biggest impact that ISB has had on his career, Sayed says, “Healthcare IT as a separate course in the programme helped me a lot. Whatever processes and product improvisation I do at MFine today is an outcome of the learnings from this course. I am so happy to share that when the government announced its first-ever guidelines on telemedicine during the pandemic, we were already 99-percent compliant. Today, we are providing quality healthcare to remotest nooks in India, ranging from Jammu & Kashmir to Kerala and even Andaman. We haven’t marketed or advertised but we have still been able to reach these places.” On the occasion of Doctor’s Day, Sayed says, “The pandemic has opened our eyes and helped us see how the real need of quality healthcare is for people living in rural and Tier-3 places. We must leverage technology to reach out to these people and cater the best of quality care to them.” |
07 Jul 2021, 01:00
| FROM ISB PGP Admissions Director Blog: From the Indian Army to delivering tech-driven quality care to rural India |
|
“There is a dearth of good healthcare managers in the corporate sector,” says Dr (Major) Sayed Moulana, Director of Quality, MFine & an alumnus of AMPH Founding Class at ISB. A clinician-turned management professional, Sayed served five years in the Indian Army, treating patients, before moving to the corporate sector. “I was always passionate about serving the armed forces and when the opportunity beckoned, I jumped at it,” he says. However, after his father’s demise, Syed returned to support his mother. “Most of my postings were at remote (hard) areas. When I lost my father, I decided to hang my boots.” Sayed had joined the Army right after his BDS. After his discharge from the service, he worked in Saudi Arabia for a couple of years before returning to India. All these years, he had been a pure clinician. But going further, he wanted to learn the management of healthcare businesses. He completed his PG Diploma in oral implantology from the University at Buffalo. At this juncture, he decided to transform himself completely from being a clinician to an administrator/management role. “I had made up my mind but for this kind of a transformation, I needed to learn first. I started looking for programmes in India, and like a godsend blessing, I heard that ISB was launching a healthcare management programme. Without any further ado, I applied.” Sayed was part of the founding cohort of the AMPH at ISB. “Getting admission into ISB was like a dream come true. What was even better was the fact that AMPH was a modular programme. I could study without leaving my job,” he says. [img]https://blogs.isb.edu/healthcare/files/2021/07/DD-2021-Dr.-Sayed-Moulana.png[/img] At ISB, Sayed’s perspective towards businesses changed completely. “I learnt a great deal about marketing, leadership and operations. We as doctors think sales is marketing! The AMPH courses taught me how to streamline the operational processes and get the best out of them, build effective teams, acquire customers, etc. One of the most critical takeaways from the programme was the knowledge of business negotiations. ISB taught me how to get into the mind of the buyer.” Talking about the biggest impact that ISB has had on his career, Sayed says, “Healthcare IT as a separate course in the programme helped me a lot. Whatever processes and product improvisation I do at MFine today is an outcome of the learnings from this course. I am so happy to share that when the government announced its first-ever guidelines on telemedicine during the pandemic, we were already 99-percent compliant. Today, we are providing quality healthcare to remotest nooks in India, ranging from Jammu & Kashmir to Kerala and even Andaman. We haven’t marketed or advertised but we have still been able to reach these places.” On the occasion of Doctor’s Day, Sayed says, “The pandemic has opened our eyes and helped us see how the real need of quality healthcare is for people living in rural and Tier-3 places. We must leverage technology to reach out to these people and cater the best of quality care to them.” |
07 Jul 2021, 05:00
| FROM ISB Admissions Blog: From authoritarian to an empathetic, inclusive leader |
|
“I lived my father’s dream of becoming a doctor and, in the process, it became my dream as well,” says Dr. Meinal Chaudhry, Director – Radiodiagnosis & Chief – Strategy, Branding, Digital Marketing & Corporate Communications, Aakash Healthcare. Meinal is an alumna of the AMPH Co 2019 at ISB. Growing up, Meinal saw many doctors in the family and naturally became inclined towards this profession. As she treaded the path of medicine, she became passionate about radiodiagnosis and started heading that department at her family-owned business, Aakash Healthcare. “I had been practising medicine for over eight years at which point decided to take the plunge into management education,” she says. The motivation and inspiration came from witnessing a transformation in her husband who had just finished the AMPH at ISB. Meinal explains, “When he came back from ISB, I felt a generation gap between his understanding of business and mine. He was able to see a problem with a 360-degree approach after the programme. The kind of perspective that opened for him motivated me to take up the one year of rigorous training at ISB.”  Meinal expected to gain a logical understanding of the concepts of management and business. However, she ended up transforming. “I completely changed as a leader, and more importantly, as a person. The positive change I have been able to bring to my business after evaluating the financial and strategic impact of my decision making has been immense. I can now segment my problems into smaller parts and tackle them one at a time. This understanding has come from the programme, and I am thankful for it.” On a lighter note, she adds, “I keep applying the management fundas in my day-to-day life. So much so that my relationship with my kids, parents, and in-laws have also changed for the better.” Reflecting on how the program has impacted her leadership style, Meinal says, “When I started, I thought I will add a lot of value into my family business and department at Aakash Healthcare. But after AMPH, I also became more emotionally intelligent. I went from being authoritative to being inclusive, from fault-finding to being solution-oriented. I started listening to my team’s comments and leveraging their expertise.” Aakash Healthcare performed exceptionally well in terms of marketing and crisis management during Covid-19. Meinal explains how they leveraged the pandemic for their brand-building. “When the pandemic struck, we sat down and translated the learnings from the crisis management course at AMPH point by point. The framework of keeping employees on your side, communicating about your vulnerabilities, being empathetic, handling supply chains and whatnot were all implemented for Covid-19 management at our hospital. We even followed the learnings for media communications like a bible. In due course, Aakash Healthcare outshone other brands.” On the occasion of Doctor’s Day, Meinal says, “Doctors are a very hard working and sincere tribe. But they lack street-smartness – a dire need of the present times. The AMPH programme brings out that kind of smartness in you. Even if you do not opt for a management course, make sure you keep on reading about management, law, strategy, operations, etc. and keep applying those in your life. Keep on doing the great work you always do, but, with the street smartness which you can get from a management course.” |
07 Jul 2021, 05:00
| FROM ISB PGP Admissions Director Blog: From authoritarian to an empathetic, inclusive leader |
|
“I lived my father’s dream of becoming a doctor and, in the process, it became my dream as well,” says Dr. Meinal Chaudhry, Director – Radiodiagnosis & Chief – Strategy, Branding, Digital Marketing & Corporate Communications, Aakash Healthcare. Meinal is an alumna of the AMPH Co 2019 at ISB. Growing up, Meinal saw many doctors in the family and naturally became inclined towards this profession. As she treaded the path of medicine, she became passionate about radiodiagnosis and started heading that department at her family-owned business, Aakash Healthcare. “I had been practising medicine for over eight years at which point decided to take the plunge into management education,” she says. The motivation and inspiration came from witnessing a transformation in her husband who had just finished the AMPH at ISB. Meinal explains, “When he came back from ISB, I felt a generation gap between his understanding of business and mine. He was able to see a problem with a 360-degree approach after the programme. The kind of perspective that opened for him motivated me to take up the one year of rigorous training at ISB.” Meinal expected to gain a logical understanding of the concepts of management and business. However, she ended up transforming. “I completely changed as a leader, and more importantly, as a person. The positive change I have been able to bring to my business after evaluating the financial and strategic impact of my decision making has been immense. I can now segment my problems into smaller parts and tackle them one at a time. This understanding has come from the programme, and I am thankful for it.” On a lighter note, she adds, “I keep applying the management fundas in my day-to-day life. So much so that my relationship with my kids, parents, and in-laws have also changed for the better.” Reflecting on how the program has impacted her leadership style, Meinal says, “When I started, I thought I will add a lot of value into my family business and department at Aakash Healthcare. But after AMPH, I also became more emotionally intelligent. I went from being authoritative to being inclusive, from fault-finding to being solution-oriented. I started listening to my team’s comments and leveraging their expertise.” Aakash Healthcare performed exceptionally well in terms of marketing and crisis management during Covid-19. Meinal explains how they leveraged the pandemic for their brand-building. “When the pandemic struck, we sat down and translated the learnings from the crisis management course at AMPH point by point. The framework of keeping employees on your side, communicating about your vulnerabilities, being empathetic, handling supply chains and whatnot were all implemented for Covid-19 management at our hospital. We even followed the learnings for media communications like a bible. In due course, Aakash Healthcare outshone other brands.” On the occasion of Doctor’s Day, Meinal says, “Doctors are a very hard working and sincere tribe. But they lack street-smartness – a dire need of the present times. The AMPH programme brings out that kind of smartness in you. Even if you do not opt for a management course, make sure you keep on reading about management, law, strategy, operations, etc. and keep applying those in your life. Keep on doing the great work you always do, but, with the street smartness which you can get from a management course.” |
08 Jul 2021, 05:00
08 Jul 2021, 05:00
08 Jul 2021, 10:00
| FROM ISB Admissions Blog: From radiology to driving digital transformation |
|
In the early 1990s, radiology was still an emerging branch in India. I was very clear in my head that by the age of 27, I needed to start earning and thus went for a specialisation in radiology which takes only three years,” says Dr. Avinash Nanivadekar, Head Radiologist & Chief Digital Officer, Grant Medical Foundation, Ruby Hall Clinic, Pune. Avinash is an alumnus of the Advanced Management Programme for Healthcare (AMPH) at ISB. Coming from a defence background, Avinash always aspired to join the NDA. But, as fate would have it, he ended up doing his MBBS from Sholapur followed by an MD in Radiology. After his MD, Avinash moved to Pune and joined the Ruby Hall Clinic. Over the years, he shaped, moulded and contributed tremendously to the organisation. He took a sabbatical after serving 23 years to experience different realms in the business of healthcare and, eventually, returned to serve patients. Recalling about his early years at Ruby Hall, he says, “At the age of 34, I became the youngest HOD at Ruby Hall. It was around this time that the organisation was transitioning to a new management style, shifting focus from family-run practice to corporate culture. The full-time clinical practice centres were encouraged to be cost centres in healthcare. The radiology department was transformed into one, and I turned into an intrapreneur.” At the cusp of this transformation and as revenue mapping became increasingly important in healthcare, Avinash started pondering if he needed to learn management formally. “A lot of MBAs came into healthcare in leadership positions around the year 2000. Things drove me to a point where I felt I needed to learn about effective time, resource and business management rather than just people management. We felt foolish in management meetings when we were not able to explain ourselves. It awakened me and felt the itch to get out of my comfort zone.” Avinash enrolled for the AMPH at ISB. Reflecting over his days at ISB, he says, “Studying at a management school was the best thing I did at the age of 53. It has changed my life over the past three years. I can understand numbers much better now, can give insights on business and have become a true entrepreneur. Earlier, I was an outsourced clinical partner at Ruby Hall. Today, I manage the radiology and imaging business line and am able to provide good outcomes. I can impact the numbers, manage topline, bottom line, optimise resources and strategise through crises effectively.”  At the age of 50, one has nothing to loose, comments Avinash. “The biggest learning at ISB was that there is no age for learning. I was one of the elders in my batch and even had younger faculty teaching us. The whole experience humbled my clinical arrogance. I gathered wonderful insights at ISB on not just management, marketing, HR or operations but also collected perspectives on how to balance teams, financial metrics of running healthcare businesses, and so much more.” Last year, in between the waves of Covid-19 in India, Avinash switched from radiology to digital transformation. “There are several technologies around us, but they cannot be blatantly replicated in healthcare. We need to understand how health businesses will be impacted by them. I was able to become the bridge between the two domains. Covid propelled rapid deployment of technologies, enabled fast-paced clinical validation, prompt regulatory clearances, fast-tracked innovation in digital health and provided value-based monetisation opportunities. I am happy that I was a part of this digital journey in healthcare.” Talking about driving digital transformation at Ruby Hall, Avinash shares, “We moved into automation and brought patient monitoring devices like smart wearables, watches, and monitoring over wi-fi. We also deployed devices for speech-to-text change, discharge summaries, face recognition, mask vigilance, temperature checks, and whatnot. We took small steps and did pilots before going all out. The whole journey has been extremely rewarding. The pandemic was like an opportunity for me to prove myself in the new role, and I explored things beyond medicine. I had studied digital transformation at AMPH and the learnings lent me a great deal of confidence to implement many of these initiatives.” “During Covid-19,” he adds, “we accelerated the power of imaging by adoption of exponential technologies like artificial intelligence and machine learning and moved away from traditional care delivery models. This out-of-the-box thinking empowered me and, in the process, empowered my team, clinical partners.” On the occasion of Doctor’s Day, Avinash says, “Stay strong and Stay morally true to your profession.” |
08 Jul 2021, 10:00
| FROM ISB PGP Admissions Director Blog: From radiology to driving digital transformation |
|
In the early 1990s, radiology was still an emerging branch in India. I was very clear in my head that by the age of 27, I needed to start earning and thus went for a specialisation in radiology which takes only three years,” says Dr. Avinash Nanivadekar, Head Radiologist & Chief Digital Officer, Grant Medical Foundation, Ruby Hall Clinic, Pune. Avinash is an alumnus of the Advanced Management Programme for Healthcare (AMPH) at ISB. Coming from a defence background, Avinash always aspired to join the NDA. But, as fate would have it, he ended up doing his MBBS from Sholapur followed by an MD in Radiology. After his MD, Avinash moved to Pune and joined the Ruby Hall Clinic. Over the years, he shaped, moulded and contributed tremendously to the organisation. He took a sabbatical after serving 23 years to experience different realms in the business of healthcare and, eventually, returned to serve patients. Recalling about his early years at Ruby Hall, he says, “At the age of 34, I became the youngest HOD at Ruby Hall. It was around this time that the organisation was transitioning to a new management style, shifting focus from family-run practice to corporate culture. The full-time clinical practice centres were encouraged to be cost centres in healthcare. The radiology department was transformed into one, and I turned into an intrapreneur.” At the cusp of this transformation and as revenue mapping became increasingly important in healthcare, Avinash started pondering if he needed to learn management formally. “A lot of MBAs came into healthcare in leadership positions around the year 2000. Things drove me to a point where I felt I needed to learn about effective time, resource and business management rather than just people management. We felt foolish in management meetings when we were not able to explain ourselves. It awakened me and felt the itch to get out of my comfort zone.” Avinash enrolled for the AMPH at ISB. Reflecting over his days at ISB, he says, “Studying at a management school was the best thing I did at the age of 53. It has changed my life over the past three years. I can understand numbers much better now, can give insights on business and have become a true entrepreneur. Earlier, I was an outsourced clinical partner at Ruby Hall. Today, I manage the radiology and imaging business line and am able to provide good outcomes. I can impact the numbers, manage topline, bottom line, optimise resources and strategise through crises effectively.” At the age of 50, one has nothing to loose, comments Avinash. “The biggest learning at ISB was that there is no age for learning. I was one of the elders in my batch and even had younger faculty teaching us. The whole experience humbled my clinical arrogance. I gathered wonderful insights at ISB on not just management, marketing, HR or operations but also collected perspectives on how to balance teams, financial metrics of running healthcare businesses, and so much more.” Last year, in between the waves of Covid-19 in India, Avinash switched from radiology to digital transformation. “There are several technologies around us, but they cannot be blatantly replicated in healthcare. We need to understand how health businesses will be impacted by them. I was able to become the bridge between the two domains. Covid propelled rapid deployment of technologies, enabled fast-paced clinical validation, prompt regulatory clearances, fast-tracked innovation in digital health and provided value-based monetisation opportunities. I am happy that I was a part of this digital journey in healthcare.” Talking about driving digital transformation at Ruby Hall, Avinash shares, “We moved into automation and brought patient monitoring devices like smart wearables, watches, and monitoring over wi-fi. We also deployed devices for speech-to-text change, discharge summaries, face recognition, mask vigilance, temperature checks, and whatnot. We took small steps and did pilots before going all out. The whole journey has been extremely rewarding. The pandemic was like an opportunity for me to prove myself in the new role, and I explored things beyond medicine. I had studied digital transformation at AMPH and the learnings lent me a great deal of confidence to implement many of these initiatives.” “During Covid-19,” he adds, “we accelerated the power of imaging by adoption of exponential technologies like artificial intelligence and machine learning and moved away from traditional care delivery models. This out-of-the-box thinking empowered me and, in the process, empowered my team, clinical partners.” On the occasion of Doctor’s Day, Avinash says, “Stay strong and Stay morally true to your profession.” |
15 Jul 2021, 21:00
15 Jul 2021, 21:00
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