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The team began by evaluating the different outreach mechanisms -- eye camps, vision centers, community centers and CARE -- and based on that evaluation, recommended models and system-wide improvements. The team also developed a planning process for future growth and identified a possible management structure for implementation of that process.
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This project focused on formalizing a process of developing physicians within the Aravind model. The 2004 IMAP team worked with physicians and hospital administrators to create the Career Development and Performance Management (CDPM) Program. The program was designed to foster an open dialogue between physicians and their managers regarding individual achievement and development within the organization. The program was designed to provide physicians with the individual performance data necessary for self-assessment and the opportunity to communicate their developmental needs and career desires to hospital management.
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WDI's Involvement: The summer 2004 WDI project was an evaluation of growth strategies that fit with a) Aravind strengths and culture and b) existing opportunities and trends. The report identified both internal factors (e.g., development of specialty departments, capacity limitations) and external factors (e.g., increased life expectancy, increased awareness of eye care issues and technological advances in telecommunications) and concluded that the primary barrier to growth is capacity constraints on out-patient capacity. The team recommended a hub and spoke system for simultaneously reaching out to communities and relieving the relevant capacity constraint. |
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The 2003 IMAP project was focused on developing a strategy and set of recommendations surrounding physician retention and to help Aravind realize their goal of becoming the “Employer of Choice”. First, the team developed a diagnostic approach and framework using three powerful theoretical frameworks including the latest theory of organizational change and a time-tested employee motivation theory. Second, based on the theoretical foundation, the team analyzed top performing institutions with respect to employee retention and gleaned best practices. Third, the team studied Aravind and its physicians with respect to factors driving employee retention. In developing their final recommendations, the team received input from over 40 members of the Aravind Eye Care System.
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WDI's Involvement: The 2003 WDI team focused on developing a long-term strategic plan for the Aravind Coimbatore location. Together with the senior medical staff, the team formulated the vision and goals for the Aravind-Coimbatore and offered recommendations to support the five-year vision for the hospital. |
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Tremendous organizational growth and increased competitive pressure created the need for Aravind to distribute leadership to a broader base. In response, the leadership of Aravind selected a core group of institutional builders and key staff to fill this role. The 2002 IMAP team was tasked with developing a structure to support this group and enable broad-based ownership. The team assessed the information needs of the group, developed an approach for disseminating the information effectively, and identified tools that would enable the group to act in alignment with organizational goals.
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WDI's Involvement: The 2002 WDI team assisted Aravind Eye Hospital with the development of its strategy to implement a telemedicine system to increase collaboration between Aravind Hospitals through better utilization of resources. The team explored the economic viability of the telemedicine model and investigated telemedicine for increasing patient outreach in rural areas. |
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The 2001 IMAP team was tasked with developing an Internet strategy for the Aravind Eye Hospital. The team began by developing a high-level conceptual framework to govern the strategy. The framework was based on concepts of virtual community-building and was defined by key community characteristics and attributes identified through interviews with the senior leadership team. The objective was to analyze both the conceptual framework and specific technology initiatives in terms of organizational capacity and readiness. The team delivered specific recommendations to implement Internet technologies consistent with the conceptual framework. The objective was to develop an incremental program of Internet technologies that would support and enhance the development of a virtual learning community.
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WDI's Involvement: At this date, changes, operations and management structure for Aravind Eye Hospitals four locations and related activities have been predominantly based out of the Madurai hospital. To facilitate continued expansion and innovation, add value to the organization, assist diversification, and empower unit and department heads, the 2001 WDI project explored several areas of organizational change including a possible restructuring of the organization. During the course of the project, the team assessed the optimal strategy for both centralization / decentralization of hospital processes and the role for a central AEH office. |
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The primary objective of this project was to develop a Management Reporting and Control framework that could be used to establish formal systems throughout the organization thereby enabling them to maximize management resources by allowing them to control daily operations through systems rather than through hands-on involvement. In addition, the framework that was created provided a methodology for the analysis and improvement of any department or process within the organization.
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The purpose of this project was to define Aravind Eye Hospital’s ability to transform its success to other countries. By identifying and understanding the key success factors of the organization, the team was able to construct a template for applying the Aravind model throughout India and in other developing countries. By recording the collective experience and documenting the key operational, quality and labor processes in place, the team was able to create a conceptual “phase-based” model for incremental growth. The start up process was broken down into six distinct phases, representing the lifecycle of a new hospital. The resources, systems and activities required to successfully launch and operate a new hospital were emphasized throughout each phase. The 1999 IMAP team left Aravind Eye Hospital with a valuable tool to facilitate their expansion both domestically and internationally.
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