The herd mentality is dead. the consumer is much more evolved, and the time to delve into deeper relationships with them is now.
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Abhinav Arya drove at a steady pace, letting his car coast at times, patiently waiting at signals, letting life be, as his mind played out the episode of Kedar Kaushik, in slow thoughtful flow. Abhinav was walking around in the world of Kedar examining every little thing there and marvelling at how wonderful everything was.
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Kedar and Robin quitting well-paying jobs with careless nonchalance ostensibly seems like we now becoming a careless generation. But in reality, these are just symptoms of the new age which, interestingly, is new in behaviour and yet rooted in old human traditions.
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Almost every few days you hear about a new startup getting a billion-dollar valuation. India itself has five now, with predictions of 15 such billion-dollar startups in India by 2020. Globally, there are already 75-plus such startups that have touched a billion-dollar valuation, bot most of them are not more than 6-7 years old. The last few billion-dollar companies took 10 years to build and before that almost 20-30 years.
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Abhed Govil took the prescription from the nurse’s hands and said, “Sure, this will get done right now, thank you!” Dr Prashant Massey, the orthopedic surgeon, had scribbled a whole lot of medicines and dragged the last alphabet down diagonally to the left hand of the sheet and written, “MRI”.
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In the healthcare industry, regulations and standards play a significant role in assuring consumers of the safety and efficacy of the medicines, equipment and healthcare services. The case highlights serious weaknesses in the regulations governing healthcare industries in general and the medical device industry in particular. Take, for instance, the failure to diagnose Paritosh’s fracture correctly: It resulted from the poor quality X-ray machine that did not report a fracture. Lack of effective regulation has led to the presence of such counterfeit products in the market.
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Healthcare is business with a cause: it’s a telling statement. It reflects a blend of both the business of care delivery and the cause of human suffering/healing. Across this case study, as Abhed Govil probes deeper, he unravels the mismatches and dilemmas around the balance between the business and the cause. It is unfair to assume that the cause of human suffering is the driver for sustainable hospital business.
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Abhed Govil sat in the taxi rearranging his mother’s old reports from the three different hospitals where she had been operated upon for her arm fractures. He was meeting Vyom Mankodi, the technical director at Kyosin, the company whose implants had worked on his mother.
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