Aravind Eye Care Model Innovation in Healthcare Assignment Sample

Introduction Of Aravind Eye Care Model: Innovation in Healthcare and Leadership

Innovation management is a method of strategically organizing, carrying out, and managing tasks to foster and regulate innovation inside an organization. This report will involve a number of critical studies and in-depth evaluations on creativity, leadership and the opportunities and difficulties in healthcare, with an emphasis upon the Aravind Eye Care Hospital model. Report will examine the benefits of innovation in developing nations, the leadership qualities needed to foster effective innovation, the lack of Aravind's counterpart in the West. It also depicts specific variables to take into account when building a comparable institution locally. Further, report also looks at ways to encourage organizational learning outside of product development programmes.

Overview of Aravind Eye Care Hospital

Aravind Eye Care Hospital has become a recognized institutions devoted to offering excellent eye treatment services in India. Aravind Eye Care Hospital, built in 1976 by Dr. G. Venkataswamy, has grown to be a ray of hope for millions of patients dealing with eye-related conditions, including cataracts and vision. It has a primary location within Madurai, Tamil Nadu, from which it runs a number of branch hospitals and programmes for outreach around India. The biggest of Aravind's major achievements is their high-volume, inexpensive business strategy, which enables them to offer cheap eye treatment to a variety of customers, irrespective of their financial situation (Aravind Eye Care System, 2023). The hospital performs a staggering amount of cataract surgeries each year by utilizing economies of scale, effective procedures and a devoted staff of eye doctors and support employees. This strategy has not only improved countless people's lives but also set the bar for effective healthcare delivery across the world.

Despite its therapeutic services, Aravind is dedicated to ending preventable blindness. With the goal to detect eye disorders early and inform people about eye health, it actively participates in outreach to communities, screenings events and public awareness programmes. In addition to this, it contributes to the worldwide pool of eye care expertise by teaching ophthalmic staff from across the world by participating in Aravind Eye Care System's training programmes (Aravind Eye Care System, 2023). Concerned organization received worldwide recognition for its unwavering commitment to excellence, innovation as well as accessibility. Further, it is still an outstanding instance of the way healthcare organisation can have a significant social impact while maintaining its purpose for "Service to Humanity is Service to God."

Critically analysing advantages which developing countries have in innovation in terms of process and services

Developing countries frequently manage with limited funds and little resources. These constraints force creative and frugal solving issues, which promotes new approaches for providing services and process optimization. These nations have led the way in developing economical remedies, such tele-health and community physicians, to the problem of delivering inexpensive health care demonstrating that require can be fulfilled by means of creativity (BUNNAG and SUPANNOPAPH, 2019). The broad range of developing countries, particularly in regards to demographics and financial categories offers an unusual chance for discovering unexplored market niches. Specific demands and needs that are frequently disregarded by international firms can be identified by innovators and entrepreneurs in these locations. This may result in the development of specialized goods and services, promoting a creative culture anchored in regional conditions.

In emerging nations, scarce resources frequently call for innovative, economical solutions. This creativity can spur innovation in healthcare procedures and offerings, resulting in solutions that are both inexpensive and readily accessible. This benefit is demonstrated, for instance, by the creation of low-cost medical gadgets or telemedicine initiatives designed for locations with limited resources. Countries are well-versed in endemic illnesses and have long-standing traditional healthcare practices. Innovative methods for the delivery of healthcare may result from combining this traditional understanding with contemporary medical procedures. Traditional medicine frequently offers insightful information and holistic strategies that might support Western treatment.

Due to a lack of resources for curative care, many developing nations place greater emphasis on preventative healthcare. This focus on prevention may result in creative public health initiatives and awareness campaigns, which eventually lighten the load on hospital infrastructure. The people of developing nations are frequently varied, with a range of healthcare requirements and issues. This diversity can spur innovation by requiring the creation of medical facilities that take into account a variety of socioeconomic, linguistic and culture conditions. Developing countries can adopt the most recent technology without using the existing healthcare infrastructure. For instance, the use of mobile health applications may substitute the requirement for conventional healthcare infrastructure in the areas of diagnostics, health awareness and scheduling appointments.

Some developing nations have a substantial advantage in promoting innovation in their health care systems due to their legislative flexibility. These nations, as opposed to those with stricter regulations, are able to quickly adjust to evolving medical demands and technology developments. This adaptability promotes an environment of experimentation and speeds up the acceptance and adoption of novel healthcare procedures. Healthcare professionals, academics, and entrepreneurs are allowed to experiment with the latest technologies and techniques in such settings. This might result in the introduction of brand-new medical procedures and services, which might encounter more opposition in tightly controlled areas. These countries can innovate without being hindered by overbearing bureaucracy, which helps them to quickly adapt to new health concerns like disease epidemics or shortages of resources.

Critically evaluate the kind of leadership an inspirational leadership requires for effective innovation

Successful innovation inside organizations requires inspirational leadership which in turns possible through the means participative style. This kind of leadership goes beyond only managing and directing; it inspires and enables people to think imaginatively, take chances, and effect change. Inspirational leaders have an engaging future vision that is both obvious and captivating. They are able to explicitly state a motivating purpose or objective that connects with the members of their group. It serves as a beacon, motivating people to work together to achieve a common objective (Haefner, et. al, 2021). This vision should include the business's dedication to originality, on-going development and adaptation in the framework of innovation.

Inspirational leaders are truly enthusiastic regarding their position and express their enthusiasm to their teams. Since enthusiasm is transmissible, when leaders are passionate about innovation, their staffs feels inspired to share that enthusiasm. The creative spark may be sparked in team members by enthusiastic managers who inspire them to think beyond the box and explore novel ideas with ardour. To spur innovation, communication is essential. Inspirational leaders are excellent at communicating their goals, objectives, and the value of innovation (Northouse, 2013). They pay attention for their team members, fostering an environment where many viewpoints are respected. They are also adept at praising and giving constructive criticism, which helps to promote an environment of learning and development. On the critical note, democratic style of leadership may result into slowdown in decision making due to the inclusion of personnel working at all levels. This style is highly time intensive exercise which in turn limits its significance.

Get Extra 10% OFF on your WhatsApp order!

use my discount

In addition to this, under transformational style, leaders encourage their staff members by giving them independence and relying on their abilities. They have no hesitation to assign tasks to others since they have faith in their team's ability to innovate. Workers are inspired by this trust to take charge of their work, experiment and take measured risks all essential elements of the procedure for innovation. However, it is to be critically evaluated that workers or employees may misuse the power and authorities provided to them. Further, sometimes it puts high pressure on team workers which may result into low employee motivation and performance. Innovative leaders are not afraid of risk since it comes with the territory of innovation. They are prepared to help others on their team when obstacles arise since they are aware that failures are an essential component of the innovation process (Leonidou, et. al, 2020). They promote a culture in which taking chances are not frowned upon and where employees are instead urged to gain insight from their errors to enhance their concepts.

Inspirational or democratic leaders are perpetual learners. They stay up with changes in the marketplace, new technology, and processes. This not only maintains them current but also enables them to act as mentors for their staff. They promote an environment where people are inspired to grow their knowledge and remain creative. The way to innovation may be difficult and full of obstacles. Resilient leaders show resilience through retaining their resolve in the face of difficulties. They rebound from setbacks, change with the times, and have a positive outlook. This team's resolve to overcome challenges and keep creating is reinforced by this contagious resilience. Innovative leaders recognise the importance of inclusion and diversity in fostering innovation (Guiné, et. al, 2020). They promote a welcoming atmosphere where many viewpoints and backgrounds are embraced and appreciated. The ideas and solutions generated by this variety of perspectives are frequently more creative.

Analyse why equivalent of Aravind not yet arisen in West

Millions of people in India have benefited greatly from the high-quality, reasonably priced eye care services provided by Aravind Eye Care Hospital, notably in the management of cataract and the avoidance of blindness.

• Healthcare infrastructure: Western nations typically have robust healthcare systems with innovative medical facilities, insurance programmes and well-established healthcare standards. Innovative, economical solutions like Aravind would not receive the same amount of motivation from this strong infrastructure.
• Costs and incentives: The healthcare cost structure in advanced countries differs significantly from that in the West (Aliasghar, et. al. 2023). The overhead expenses of Western healthcare providers are frequently greater and include labour, compliance with regulations, and insurance for malpractice. It may be difficult to deploy inexpensive, high-volume systems like Aravind's due to these expensive structures.
• Market dynamics: Pharmaceuticals and medical device companies dominate the Western healthcare sector, which is fuelled by a profit-oriented strategy. It is difficult to replicate the humanitarian and social goal of Aravind, which prioritizes servicing marginalized areas, as revenue margins and concerns from shareholders frequently take precedence.
• Insurance systems: Insurance systems in advanced countries are frequently established and pay for a sizable amount of medical costs. This may distance the end-user from the price of healthcare, lessening the need for affordable substitutes like Aravind's idea. Affordable healthcare options are required, nevertheless, because many emerging nations lack complete insurance systems.
• Regulatory obstacles: In the West's healthcare industry, strict laws and licensing standards can be obstacles to the development of creative healthcare models (Tidd and Bessant, 2018). Due to less onerous regulatory settings, developing nations may have greater latitude for experimenting with different methods.
• Philanthropy and charity donating: Aravind Eye Care Hospital is receiving a lot of philanthropic assistance, involving contributions from individuals and groups (Gil-Gomez, et. al, 2020). Instead than duplicating current healthcare structures, philanthropy is frequently focused on different objectives in the West, such as higher education, research, or health care projects.
• Economic disparities: When contrasted with underdeveloped countries, Western countries typically have lower degrees of economic disparity. The impression of healthcare priorities and requirements may be impacted by this (Tidd and Bessant, 2018). The need to solve healthcare issues for neglected people is greater in countries with considerable income gaps, producing an atmosphere that is favourable to innovation.
• Culture and social variables: Cultural standards and societal perceptions of healthcare can differ greatly among nations. Individuality and individual accountability may affect how people in some Western nations see healthcare accessibility and affordability, which may be different from Aravind's model's social and community approach.
• Legacy systems: western medical care systems frequently had completely established legacy systems, procedures, and professional standards which are immune to change (Gil-Gomez, et. al. 2020). Alternative, innovative models like Aravind's may find challenging to gain traction because of these established structures.
• Scale and rivalry: Intense rivalry among Western healthcare providers can deter the development of models that put an emphasis on high-volume, low-cost treatment. In contrast, Aravind's supremacy in its area and capacity to cater to sizable underserved communities are partially responsible for its achievements.

Detail analysis of how different to find equivalent of Aravind in own country

The present healthcare system and the nation's specific healthcare requirements come first. Aravind's methodology was created in response to the unique healthcare issues that India has, including a huge underserved population and a high frequency of cataracts. The emphasis must be on comprehending the pervasive health problems in one's own nation and developing a model that effectively fulfils those standards. The regulatory framework in one's own nation serves an essential part. The achievement of Aravind depends in part on its capacity to deal with the Indian regulatory environment (Stanescu, et. al. 2021). Health Care, insurance coverage, and medical practice laws can be very different from one nation to the next. To create a similar institution, it is crucial to recognize and comprehend these rules.

Substantial charitable contributions have benefitted Aravind Eye Care Hospital. Identifying the comparable may necessitate locating financial or philanthropic sources that complement the objectives and needs of healthcare in one's own nation. This can entail interacting with regional funders, global organisations, or government agencies. Effective cultural and social aspects influence how healthcare is delivered. There are many different ways to approach medical care, client expectations, and perceptions towards medical workers. It takes consideration for these cultural quirks and a strategy that is appealing to the locals to build a comparable organisation. In Aravind's system, patients who are in need of financial assistance might receive discounted or free care. Knowing the healthcare finance and insurance situation in one's own nation is important. It is crucial to create an ongoing finance strategy that takes into consideration various income levels and makes use of current insurance network. Recruiting and training of qualified healthcare workers are necessary for the construction of a comparable facility (Alrowwad, et. al. 2020). The accessibility of healthcare ability, their level of expertise, and any required training programmes must all be taken into account.

It is crucial to establish a culture of on-going education and professional growth, as demonstrated by Aravind. Firm is using technologies to expand its reach and boost productivity. It is crucial to evaluate the access and availability of technology in one's own nation, particularly telemedicine and electronic medical records. To facilitate the delivery of contemporary healthcare, expansion of infrastructure can be necessary. Aravind's significant community participation and outreach initiatives have also contributed to its achievement. One has to recognize the techniques and tactics that connect with the community and foster trust in order to develop an equal (Appio, et. al. 2021). This might entail holding health fairs, awareness campaigns, and educational activities catered to regional need. Because of its size, Aravind's high-volume, low-cost strategy is successful. Competitiveness within the healthcare industry and current medical professionals must be taken into account in one's own nation.

What companies need in stimulating learning that is not specific to new product development projects only?

Companies must foster a culture of on-going learning and growth that goes beyond new product development initiatives. This broader perspective on learning is crucial for the general growth and adaptation of the organisation. Businesses should foster inclusive, open work cultures where employees feel free to share ideas, ask questions, and voice their opinions without fearing about being judged in order to encourage learning. Creative concepts may be found in numerous facets of the organisation, not simply product development, in a setting that recognizes variety of opinion and promotes debate. Training should include the growth of abilities in disciplines other than product creation, such as analytical thinking, leadership and communication (Ramke, et. al. 2022). Companies may provide assets, mentorship opportunities and training programs that help employees advance their professional lives and increase their value to the company as a whole.

Collaboration across various teams and departments promotes the exchange of ideas and information. This collaborative attitude may result in the development of cutting edge procedures, methods and tactics which help the whole organization rather than just certain projects. Accomplishment is only one aspect of learning; disappointments and setbacks are also included. Companies should foster a culture that views failure as a positive chance for learning rather than punishing it. This mindset change may result in creative solutions to issues and advancements in numerous areas of the company. Establishing up feedback systems, such as routine performance reviews and anonymously suggestion channels, can offer valuable insight on what needs to be improved (Aravind, et. al. 2022). Training should be an interaction where both the organisation and the personnel gain from helpful feedback and useful information.

It might be beneficial to create platforms or processes that make it easier for staff throughout the organisation to share best practises and data. Companies may make sure that important insights are available to everyone by using internal forums, information libraries, or mentorship programmes (Goffin and Mitchell, 2010). Not only entry-level or mid-level personnel can learn. It is crucial to cultivate leadership abilities at all organizational levels. Effective leaders can encourage and inspire their people, encouraging development and innovation throughout the board.

Adaptability is essential in a company environment that is continually changing. Businesses must promote an educational culture that incorporates change management techniques. The ability of employees to adjust to new technology, market changes, and changing client wants is essential. These variables can have an influence not just on goods but also on operational procedures and business models. Procedures and strategies may be enhanced by increasing data literacy and decision-making based on data within the organisation. Data insights may be used in a variety of contexts, including management of supply chains, advertising, and support for customers. Learning should include properly recognising and responding to consumer needs (Aravind, et. al. 2022). Customer service, advertising, and selling innovation may be stimulated by a customer-centric mindset, improving client retention and experience.

Conclusion

In conclusion, the report examined the complex relationship of innovation, management, and health services within the framework for Aravind Eye Care Hospital's amazing model. Countries that are developing have a distinct edge in innovation across services and processes due to their innate creativity and broad talent pools. For continued growth, effective innovation leadership that embodies visionary, inclusive, and adaptable traits is essential. A complicated system of circumstances, including different medical facilities and cultural dynamics, might be blamed for Aravind's absence in the West. Customized approaches and active stakeholder participation are required for the establishment of a local equivalent. Establishing a culture of inclusion, suggestions, continual improvement, and adaptation is essential to promote learning in organizations beyond new product creation.

References

Books and Journals

• Aliasghar, O., Sadeghi, A. and Rose, E.L., 2023. Process innovation in small-and medium-sized enterprises: The critical roles of external knowledge sourcing and absorptive capacity. Journal of Small Business Management, 61(4), pp.1583-1610.
• Alrowwad, A.A., Abualoush, S.H. and Masa'deh, R.E., 2020. Innovation and intellectual capital as intermediary variables among transformational leadership, transactional leadership, and organizational performance. Journal of Management Development, 39(2), pp.196-222.
• Appio, F.P., Frattini, F., Petruzzelli, A.M. and Neirotti, P., 2021. Digital transformation and innovation management: A synthesis of existing research and an agenda for future studies. Journal of Product Innovation Management, 38(1), pp.4-20.
• Aravind, L., Iyer, L.M. and Burroughs, A.M., 2022. Discovering biological conflict systems through genome analysis: evolutionary principles and biochemical novelty. Annual Review of Biomedical Data Science, 5, pp.367-391.
• BUNNAG, P. and SUPANNOPAPH, P., 2019. THE DEVELOPMENT OF LOCAL INNOVATION MANAGEMENT MODEL IN WESTERN REGION (Doctoral dissertation, Silpakorn University).
• Gil-Gomez, H., Guerola-Navarro, V., Oltra-Badenes, R. and Lozano-Quilis, J.A., 2020. Customer relationship management: digital transformation and sustainable business model innovation. Economic research-Ekonomska istraživanja, 33(1), pp.2733-2750.
• Goffin, K. and Mitchell, R., 2010. Innovation Management: Strategy implementation using the Pentathlon framework, 3rd ed. Basingstoke: Palgrave MacMillan.
• Guiné, R.P., Florença, S.G., Barroca, M.J. and Anjos, O., 2020. The link between the consumer and the innovations in food product development. Foods, 9(9), p.1317.
• Haefner, N., Wincent, J., Parida, V. and Gassmann, O., 2021. Artificial intelligence and innovation management: A review, framework, and research agenda?. Technological Forecasting and Social Change, 162, p.120392.
• Leonidou, E., Christofi, M., Vrontis, D. and Thrassou, A., 2020. An integrative framework of stakeholder engagement for innovation management and entrepreneurship development. Journal of Business Research, 119, pp.245-258.
• Northouse, P.G., 2013. Leadership: Theory and Practice, 6th ed. London: Sage Publications.
• Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A. and Papadakos, T., 2014. Value Proposition Design: How to Create Products and Services Customers Want (Strategyzer). Chichester: John Wiley & Sons.
• Ramke, J., Evans, J.R., Habtamu, E., Mwangi, N., Silva, J.C., Swenor, B.K., Congdon, N., Faal, H.B., Foster, A., Friedman, D.S. and Gichuhi, S., 2022. Grand Challenges in global eye health: a global prioritisation process using Delphi method. The Lancet Healthy Longevity, 3(1), pp.e31-e41.
• Soewarno, N., Tjahjadi, B. and Fithrianti, F., 2019. Green innovation strategy and green innovation: The roles of green organizational identity and environmental organizational legitimacy. Management Decision, 57(11), pp.3061-3078.
• Stanescu, D.F., Zbuchea, A. and Pinzaru, F., 2021. Transformational leadership and innovative work behaviour: the mediating role of psychological empowerment. Kybernetes, 50(5), pp.1041-1057.
• Tidd, J. and Bessant, J., 2018. Managing Innovation: Integrating Technological, Market and Organizational Change. 6th edition. John Wiley & Sons.
• Trott, P., 2017. Innovation Management and New Product Development. 7/E. Pearson.
• Wang, C.H., 2019. How organizational green culture influences green performance and competitive advantage: The mediating role of green innovation. Journal of Manufacturing Technology Management, 30(4), pp.666-683.

Online

• Aravind Eye Care System, 2023 . Online. Available through. :<https://aravind.org/ >