Narayana Hrudayalaya Heart Hospital: Cardiac Care for the Poor (A)

by Tarun Khanna, V. Kasturi Rangan and Merlina Manocaran

Abstract

Describes the mission, vision, and strategy of a team of entrepreneurs headed by a charismatic heart surgeon who founded a heart hospital in Bangalore, India. The purpose of the hospital was to offer health care for the masses. This tertiary care hospital performed over 4,000 surgeries a year (approximately half on pediatric patients), which is more than that performed by The Cleveland Clinic and the Mayo Clinic (ranked #1 and #2 in the United States) combined. The interesting aspect of its business formula was its ability to offer such complex surgeries as CABG (popularly known as bypass surgery) for about $2,000, which was substantially less than other similarly equipped hospitals in India. Its founder has already entered into other complementary activities, such as a statewide insurance scheme for rural farmers--Yeshaswini. The founder has ambitious plans for a comprehensive "Walmartization" of health care in India.

Keywords: Social Entrepreneurship; Health Care and Treatment; Goals and Objectives; Social Marketing; Mission and Purpose; Strategic Planning; Social Enterprise; Welfare or Wellbeing; Health Industry; Service Industry; Bangalore

SUPPLEMENT | HBS CASE COLLECTION | AUGUST 2011 (REVISED MAY 2012)

Narayana Hrudayalaya Heart Hospital: Cardiac Care for the Poor (B)

by Tarun Khanna and Tanya Bijlani

Abstract

Narayana Hrudayalaya (NH) has expanded into a multi-specialty health city in Bangalore and has grown to twelve locations across India. The hospital plans to build 300-bed secondary-care hospitals in smaller cities across India, with a goal to operate 30,000 beds in seven years, which will make it comparable with the world's largest hospital chains. NH operates the world's largest tele-cardiology network, which provides consultations to people in 800 locations across the world, including 53 African countries. Management also plans to open a 2,000-bed hospital in the Cayman Islands to provide underinsured Americans with tertiary care procedures at 40% below U.S. prices, thereby bringing Dr. Shetty's model of compassionate care at affordable prices to the developed world.

Keywords: Emerging Markets; Growth and Development Strategy; Goals and Objectives; Social Enterprise; Health Care and Treatment; Poverty; Welfare or Wellbeing; Health Industry; Bangalore; Cayman Islands; Africa

May 24, 2016

Wichita County Health Center: Strategic Planning

by Arthur A. Daemmrich

Source: Ivey Publishing

In 2015, the new chief executive officer of Wichita County Health Center (WCHC) was evaluating his organization's strengths and weaknesses in light of a changing environment for health-care delivery in rural Kansas. WCHC faced three key issues: whether to sign a service agreement with Colorado-based Centura Health; whether to hire additional full-time nursing staff instead of paying high fees to an external staffing company; and identifying opportunities to grow its patient base. To assist with these three decisions, WCHC needed to conduct a strategic planning process using the strengths, weaknesses, opportunities, and threats (SWOT) framework.

Keywords: Sustainability; Strategic planning

May 24, 2016

DRISHTI EYE HOSPITALS: BALANCING FINANCIAL AND SOCIAL GOALS

by Arthur: S. Senthil Kumar

Source: Ivey Publishing

In 2011, after decades of the eye-care needs of India's semi-urban and rural population being largely ignored by both government and commercial enterprises, the corporate team of Drishti established two eye hospitals to address these unmet needs. However, Drishti faced some tough challenges in expanding its operations. Given that Drishti's hospitals were located in semi-urban and rural areas, attracting and retaining highly-trained professional staff was very difficult. Drishti also needed to consider the implications of accessing equity capital to pursue its social goals. With its business model showing positive results, should Drishti opt for rapid growth or achieve slower growth by using internally generated funds? In the pursuit of financial goals, would Drishti need to compromise on any of its social goals?.

Keywords: Social responsibility; Health care