Be the game changer

One of the memorable moments at the just concluded National Quality
conclave was my interaction with the energetic and charming hospital
management students from IHMR delhi.
These young budding administrators thronged me suddenly with a posse
of questions. Obviously, a lot of their questions hadn't been answered
yet by anyone.
They enquired on various career options including health IT.
I was feeling a little jealous for the fact that in my time I never
got such opportunity to interact and gain insights into upcoming
trends in career choices.
But I also felt fortunate to have gained some experience to share
knowledge in whatever capacity I could.
Interacting with them for a while and as always I realised again that
to these future health administrators their future world was envision
more on the lines of a 'corporate italian clad ' super speciality
hospital. Not their fault as who would not get glamour struck if such
beautiful work of art (hospitals the kind of fortis, hiranandani,
asian heart etc) are exposed to them during their internship.
What I always feel dissapointed about is that the rest of indian
healthcare industry, and about 90% of the industry is run in the
unorganized sector. This sector is oblivious to the regulatory
requirements, quality indicators and even the basic productivity
analysis and patient satisfaction index to make a course correction if
necessary.
Unfortunately the hospital administrators either shy away from this
section of care administration or are not aware of. I feel they shy
away as they feel the remuneration would be too low. Actually the
remuneration is low across all categories of hospitals barring few
players if compared with other industries like pharma and IT.
The good pay scales are there for sure, but to experienced candidates.
Unfortunately, the management graduates technically would have zero
experience(not considering their internships) and would have to start
gaining experience once recruited, however, at a lower pay scale.
Now coming to the point, of them, shying away from the non corporate
world of healthcare.
I genuinely believe that the future of healthcare lies in this sector-
the small un professionally driven health sector. The smaller clinics,
5/10/20 bedded hospitals(nursing homes, poly clinics), many of them in
residential premises. The budding administrators can actually take the
mantle and courage to work in these hospitals and change it around for
good. The pay initially may be meagre, but the satisfaction they would
gain by bringing in quality and better productivity cannot be
experienced anywhere else.
These hospitals when converted by these administrators in to a quality
driven centre would ultimately garner the corporate outlook, become
more profitable and in return reward the game changer-the hospital
administrator to the levels of remuneration he or she had desired in
the first place.
Today india requires 50000 such game changer's. My sincere wish and
hope is that these budding administrators seriously look at this
unorganized sector, turn it around and earn what they desire and
foremost, be this healthcare industry's GAME CHANGER.
Best wishes,
Dr Akash S Rajpal

--
Sent from my mobile device

Sincerely,
Dr Akash Rajpal

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Re: QUERY regarding NABH guidelines

Just wait and procure from nabh delhi(address on site) guidebook
version 3. This is what you need. But need to sort it department wise.
A lot of same standards will be applicable to many departments.

However standards for small hospitals and ayush hospitals etc are
little different and guide books are not available for all and needs
an experts insight to interpret.

On 2/12/11, dr chiranjeev dwivedi <drchiranjeevdwivedi@gmail.com> wrote:
> hello sir
>
> I am student of the tata institute of social sciences,mumbai doing
> MHA(HOSPITAL). I actually want to know that what is the procedure of getting
> the manual of nabh guidelines book from NABH OFFICE . There is two manuals
> which have been mentioned one is the guide book and the other NABH standard
> for hospital. Which one we should go for studying the gap analysis in the
> hospitals as per NABH standard.
>
> in anticipation of your cooperation
>
> regards
>
> Dr.Chiranjeev Dwivedi
> MHA(HOSPITAL) TISS,MUMBAI
>

--
Sent from my mobile device

Sincerely,
Dr Akash Rajpal

Linked in : http://in.linkedin.com/in/akashrajpal

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Website and blogs: http://www.akashrajpal.com

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Nokia CEO's letter to employees

Well,
I share this with all ( I do not vouch for the authenticity, but never the less it is very inspiring).
A must read for all the health-care institutions, specially in the unorganized sector, the ones who though are a majority stake in the health sector against few corporate competitors as they should realize that the thrust is slowly shifting towards a professional approach. As consumers are becoming more armed with information and the priceless medical insurance, they will choose the quality driven provider.
India needs the entire healthcare sector to be quality and professional driven, which is not so today. If a radical professional approach is not adopted soon, the huge smaller unorganised healthcare sector will soon fade away. Ironically, though that is required, it will drive the health care to be more expensive. A balance of quality and budget will be required with the forefront of professional customer centric approach to keep in the competition.

Sincerely,
Dr Akash Rajpal

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CEO Says Nokia Needs Big Change - Feb 9, 2011

 

Hello there,

There is a pertinent story about a man who was working on an oil platform in the North Sea. He woke up one night from a loud explosion, which suddenly set his entire oil platform on fire. In mere moments, he was surrounded by flames. Through the smoke and heat, he barely made his way out of the chaos to the platform's edge. When he looked down over the edge, all he could see were the dark, cold, foreboding Atlantic waters.

As the fire approached him, the man had mere seconds to react. He could stand on the platform, and inevitably be consumed by the burning flames. Or, he could plunge 30 meters in to the freezing waters. The man was standing upon a "burning platform," and he needed to make a choice.

He decided to jump. It was unexpected. In ordinary circumstances, the man would never consider plunging into icy waters. But these were not ordinary times - his platform was on fire. The man survived the fall and the waters. After he was rescued, he noted that a "burning platform" caused a radical change in his behaviour.

We too, are standing on a "burning platform," and we must decide how we are going to change our behaviour.

Over the past few months, I've shared with you what I've heard from our shareholders, operators, developers, suppliers and from you. Today, I'm going to share what I've learned and what I have come to believe.

I have learned that we are standing on a burning platform.

And, we have more than one explosion - we have multiple points of scorching heat that are fuelling a blazing fire around us.

For example, there is intense heat coming from our competitors, more rapidly than we ever expected. Apple disrupted the market by redefining the smartphone and attracting developers to a closed, but very powerful ecosystem.

In 2008, Apple's market share in the $300+ price range was 25 percent; by 2010 it escalated to 61 percent. They are enjoying a tremendous growth trajectory with a 78 percent earnings growth year over year in Q4 2010. Apple demonstrated that if designed well, consumers would buy a high-priced phone with a great experience and developers would build applications. They changed the game, and today, Apple owns the high-end range.

And then, there is Android. In about two years, Android created a platform that attracts application developers, service providers and hardware manufacturers. Android came in at the high-end, they are now winning the mid-range, and quickly they are going downstream to phones under €100. Google has become a gravitational force, drawing much of the industry's innovation to its core.

Let's not forget about the low-end price range. In 2008, MediaTek supplied complete reference designs for phone chipsets, which enabled manufacturers in the Shenzhen region of China to produce phones at an unbelievable pace. By some accounts, this ecosystem now produces more than one third of the phones sold globally - taking share from us in emerging markets.

While competitors poured flames on our market share, what happened at Nokia? We fell behind, we missed big trends, and we lost time. At that time, we thought we were making the right decisions; but, with the benefit of hindsight, we now find ourselves years behind.

The first iPhone shipped in 2007, and we still don't have a product that is close to their experience. Android came on the scene just over 2 years ago, and this week they took our leadership position in smartphone volumes. Unbelievable.

We have some brilliant sources of innovation inside Nokia, but we are not bringing it to market fast enough. We thought MeeGo would be a platform for winning high-end smartphones. However, at this rate, by the end of 2011, we might have only one MeeGo product in the market.

At the midrange, we have Symbian. It has proven to be non-competitive in leading markets like North America. Additionally, Symbian is proving to be an increasingly difficult environment in which to develop to meet the continuously expanding consumer requirements, leading to slowness in product development and also creating a disadvantage when we seek to take advantage of new hardware platforms. As a result, if we continue like before, we will get further and further behind, while our competitors advance further and further ahead.

At the lower-end price range, Chinese OEMs are cranking out a device much faster than, as one Nokia employee said only partially in jest, "the time that it takes us to polish a PowerPoint presentation." They are fast, they are cheap, and they are challenging us.

And the truly perplexing aspect is that we're not even fighting with the right weapons. We are still too often trying to approach each price range on a device-to-device basis.

The battle of devices has now become a war of ecosystems, where ecosystems include not only the hardware and software of the device, but developers, applications, ecommerce, advertising, search, social applications, location-based services, unified communications and many other things. Our competitors aren't taking our market share with devices; they are taking our market share with an entire ecosystem. This means we're going to have to decide how we either build, catalyse or join an ecosystem.

This is one of the decisions we need to make. In the meantime, we've lost market share, we've lost mind share and we've lost time.

On Tuesday, Standard & Poor's informed that they will put our A long term and A-1 short term ratings on negative credit watch. This is a similar rating action to the one that Moody's took last week. Basically it means that during the next few weeks they will make an analysis of Nokia, and decide on a possible credit rating downgrade. Why are these credit agencies contemplating these changes? Because they are concerned about our competitiveness.

Consumer preference for Nokia declined worldwide. In the UK, our brand preference has slipped to 20 percent, which is 8 percent lower than last year. That means only 1 out of 5 people in the UK prefer Nokia to other brands. It's also down in the other markets, which are traditionally our strongholds: Russia, Germany, Indonesia, UAE, and on and on and on.

How did we get to this point? Why did we fall behind when the world around us evolved?

This is what I have been trying to understand. I believe at least some of it has been due to our attitude inside Nokia. We poured gasoline on our own burning platform. I believe we have lacked accountability and leadership to align and direct the company through these disruptive times. We had a series of misses. We haven't been delivering innovation fast enough. We're not collaborating internally.

Nokia, our platform is burning.

We are working on a path forward -- a path to rebuild our market leadership. When we share the new strategy on February 11, it will be a huge effort to transform our company. But, I believe that together, we can face the challenges ahead of us. Together, we can choose to define our future.

The burning platform, upon which the man found himself, caused the man to shift his behaviour, and take a bold and brave step into an uncertain future. He was able to tell his story. Now, we have a great opportunity to do the same.

Stephen.

Rich brats

A client of mine is son of a super rich father who owns a big company
and some rich expensive entertainment hobby investments.
Strangely (keeping in mind his flamboyance), he is handling this
project which my company is consulting for a way forward.

A lot of problems are there which needs to be addressed by him, a
direction for which we have given after an intense research.

But this fellow does not know how to talk, and respect his
subordinates and feels things should move if he just says so. And when
his key staff (including experienced learned professionals) leave, he
wonders why. He also wonders why the things are not moving forward in
his organisation when he ORDERS it to be.

I wonder if he has ever gone on site and got his hands dirty by taking
the mantle in his hands.

I feel his father must have wanted him to learn some good things. Alas!

I always have said and feel that what you see down below at ground
level is the reflection of the way things work above (outlook of
management).

I sincerely hope that some sense prevails and the problems get
addressed in this organisation, as this is a centre which is needed
desperately by the stakeholders, and in good shape.

--
Sent from my mobile device

Sincerely,
Dr Akash Rajpal

Linked in : http://in.linkedin.com/in/akashrajpal

Facebook : http://www.facebook.com/akashrajpal

Website and blogs: http://www.akashrajpal.com

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