Meet the Publishers

India’s publishers are determined to make you read more books in 2016

There’s plenty of change coming, predict three leading publishers, who are convinced they can rebuild – or grow from scratch – the reading habit in the country.

Here’s how the year in publishing is looking to Karthika VK, publisher and chief editor, HarperCollins India; Diya Kar Hazra, Publisher, Pan Macmillan India, and Chiki Sarkar, founder-publisher, Juggernaut. Excerpts from three conversations.

On whether there’s room for all kinds of books any more:

Karthika: It has been dispiriting, watching sales of literary fiction slide, which to my mind is that part of the list that takes genuine risks, finds new voices, publishes work that challenges existing notions about life and literature – in short, the kind of books that should be in the front of shelves, not tucked away at the back.

The good news is that narrative non-fiction has gone up rapidly in the reading stakes. And there is a new spirit of ambition and enterprise that has begun to inform this genre, with the result that some of the best and most incisive writing is located here.

Sarkar: I do think not enough people are reading and I am not sure I have a cohesive argument about why this is the case. But again (there are) key issues – subjects for books, outreach, lack of effective communication, lack of leisure culture in India, where most things are seen as instrumental. What’s interesting is that when a book is a hit it sells at numbers higher than ever.

Kar Hazra: Oh there’ll never be enough people reading – publishers will always feel that way – and I wish our literacy rate was better, but I think there are plenty of people reading in India. And our reading is far more varied now. There are also more people reading online content on their smartphones. So the challenge is to seduce a growing reading public to books, when readers are less confined to books than ever before. The best literary festivals are about writers and their work, and it’s about ideas. In a world where books are competing with a range of other platforms/distractions – social media, gaming – anything that encourages reading is reason to celebrate.

On the the challenges in 2016:

Sarkar: Our announcement of the company and our catalogue announcement were both big – we trended on both announcements, which gives me hope for publishing. It’s nice to see folks get excited about books and publishing.

Authors are loving this – especially celebrities and debut writers.

Telecom, payment wallets, online retail, and online news sites have all shown interest in engaging with us in very exciting ways.

A whole bunch of independent children’s publishers want us to be their platform partner and I think we could do fun stuff with other publishers in the long run.

What it’s shown me as a book publisher is that the digital can open up interesting conversations and partnerships I simply won’t be able to have just doing physical (publishing).

Kar Hazra: There are more publishing houses in India now than there was five years ago. The market is crowded, with conglomerates and independents, giants and start-ups. But this challenge is an enormous opportunity for a mid-sized publisher like us, because we can focus on our books and authors and really nurture our lists (Picador, Pan and Macmillan).

We’re a small, passionate team that works very closely together – it’s one of the most collegial teams I’ve worked with – which makes all the difference. There’s lots to be done but we intend to publish every book better than the last. We have plenty of room to grow, and we plan to do that by focusing strategically, on core areas, and on quality over quantity. New talent has always excited me, so we’re looking forward to adding to our existing list of prize-winning authors and established names with outstanding discoveries.

On good writing versus good marketing:

Karthika: It isn’t so much a matter of one or the other, or one versus the other. The combination of great product and great marketing is what one strives for. But the real sweet spot is word-of-mouth, which isn’t easy to manufacture, however much you may spend on the marketing campaign or however many influencers you may attract to your cause.

There is no doubt that writers are now part of the marketing process in a way they weren’t earlier. There are just too many books out there and too little space, and we need to go all out if we are to make people sit up and take notice of a new title. Also, publishers work with limited budgets and resources and for sustained promotions to succeed, we have to work closely with authors. So yes, I am afraid the reclusive writer is somewhat obsolete, and a very few exceptions exist to prove the rule!

On the importance of disrupting the Indian publishing industry:

Sarkar: I hate the word “disrupt”. It feels slightly arrogant. But here are the questions I am asking and that I want to answer in the next ten years of my life:

How can I get more people buying books in a country where the average sales are 3000 and where book retail isn’t thriving, and the distribution model is very faulty (six months’ repayment).

How can I learn more about who buys my books – a question more possible to answer now than it’s ever been for anyone.

Lastly, how can I become a far more author-centered publisher – easier and simpler contracts, quicker royalty payments, etc.

Kar Hazra: Publishing will always be about giving life to books and it will always be about people. That will never change. It is crucial, therefore, in this challenging climate and crowded environment, to reinvent oneself, find new ways of doing things.

Karthika: Eventually, what matters is not what you say about your books and how well you can talk them up, it’s about what readers perceive as discerning content that plugs into current needs and trends and has the potential to stand the test of time.

On what youre looking forward to publishing this year:

Karthika: A strong mix of fiction and non-fiction, literary and commercial, new and familiar, p-books and e-books. I’ll mention just a few titles that are going out to stores for a January release, the flag-off for what promises to be another exciting year: The Z Factor by Subhash Chandra, Alphabet Soup for Lovers by Anita Nair, Strangers to Ourselves by Shashi Deshpande, All Quiet in Vikaspuri by Sarnath Banerjee, Olive Witch by Abeer Hoque and Ghachar Ghochar by Vivek Shanbhag, translated by Srinath Perur.

Sarkar: Most of our releases in Juggernaut, of course! But I can’t wait for Aman Sethi, Hussain Haqqani, Twinkle Khanna and some of our crime. Abheek Barua and Praveen Swami’s stuff is just riveting.

Kar Hazra: It’s a Jeffrey Archer year for us with the next two in The Clifton Chronicles. We publish his Cometh the Hour, which is set partly in India, next month, with the Gateway of India on the cover. Squash star Maria Toorpakai’s memoir A Different Kind of Daughter is a sensational story; Don DeLillo’s Zero K in May, The Muse by Jessie Burton and The Wonder by Emma Donaghue.

The two I’m most excited about are Khalid Akhtar’s award-winning Love in Chakiwara, one of the greatest Urdu novels, translated for the first time by Bilal Tanweer. It’s an extraordinary satire set in 1950s’ Karachi, a modern classic. And Maha Khan Phillips’s thriller – an absolute page-turner set in Mohenjodaro and modern-day Karachi and London.

We welcome your comments at letters@scroll.in.
Sponsored Content BY 

What hospitals can do to drive entrepreneurship and enhance patient experience

Hospitals can perform better by partnering with entrepreneurs and encouraging a culture of intrapreneurship focused on customer centricity.

At the Emory University Hospital in Atlanta, visitors don’t have to worry about navigating their way across the complex hospital premises. All they need to do is download wayfinding tools from the installed digital signage onto their smartphone and get step by step directions. Other hospitals have digital signage in surgical waiting rooms that share surgery updates with the anxious families waiting outside, or offer general information to visitors in waiting rooms. Many others use digital registration tools to reduce check-in time or have Smart TVs in patient rooms that serve educational and anxiety alleviating content.

Most of these tech enabled solutions have emerged as hospitals look for better ways to enhance patient experience – one of the top criteria in evaluating hospital performance. Patient experience accounts for 25% of a hospital’s Value-Based Purchasing (VBP) score as per the US government’s Centres for Medicare and Mediaid Services (CMS) programme. As a Mckinsey report says, hospitals need to break down a patient’s journey into various aspects, clinical and non-clinical, and seek ways of improving every touch point in the journey. As hospitals also need to focus on delivering quality healthcare, they are increasingly collaborating with entrepreneurs who offer such patient centric solutions or encouraging innovative intrapreneurship within the organization.

At the Hospital Leadership Summit hosted by Abbott, some of the speakers from diverse industry backgrounds brought up the role of entrepreneurship in order to deliver on patient experience.

Getting the best from collaborations

Speakers such as Dr Naresh Trehan, Chairman and Managing Director - Medanta Hospitals, and Meena Ganesh, CEO and MD - Portea Medical, who spoke at the panel discussion on “Are we fit for the world of new consumers?”, highlighted the importance of collaborating with entrepreneurs to fill the gaps in the patient experience eco system. As Dr Trehan says, “As healthcare service providers we are too steeped in our own work. So even though we may realize there are gaps in customer experience delivery, we don’t want to get distracted from our core job, which is healthcare delivery. We would rather leave the job of filling those gaps to an outsider who can do it well.”

Meena Ganesh shares a similar view when she says that entrepreneurs offer an outsider’s fresh perspective on the existing gaps in healthcare. They are therefore better equipped to offer disruptive technology solutions that put the customer right at the center. Her own venture, Portea Medical, was born out of a need in the hitherto unaddressed area of patient experience – quality home care.

There are enough examples of hospitals that have gained significantly by partnering with or investing in such ventures. For example, the Children’s Medical Centre in Dallas actively invests in tech startups to offer better care to its patients. One such startup produces sensors smaller than a grain of sand, that can be embedded in pills to alert caregivers if a medication has been taken or not. Another app delivers care givers at customers’ door step for check-ups. Providence St Joseph’s Health, that has medical centres across the U.S., has invested in a range of startups that address different patient needs – from patient feedback and wearable monitoring devices to remote video interpretation and surgical blood loss monitoring. UNC Hospital in North Carolina uses a change management platform developed by a startup in order to improve patient experience at its Emergency and Dermatology departments. The platform essentially comes with a friendly and non-intrusive way to gather patient feedback.

When intrapreneurship can lead to patient centric innovation

Hospitals can also encourage a culture of intrapreneurship within the organization. According to Meena Ganesh, this would mean building a ‘listening organization’ because as she says, listening and being open to new ideas leads to innovation. Santosh Desai, MD& CEO - Future Brands Ltd, who was also part of the panel discussion, feels that most innovations are a result of looking at “large cultural shifts, outside the frame of narrow business”. So hospitals will need to encourage enterprising professionals in the organization to observe behavior trends as part of the ideation process. Also, as Dr Ram Narain, Executive Director, Kokilaben Dhirubhai Ambani Hospital, points out, they will need to tell the employees who have the potential to drive innovative initiatives, “Do not fail, but if you fail, we still back you.” Innovative companies such as Google actively follow this practice, allowing employees to pick projects they are passionate about and work on them to deliver fresh solutions.

Realizing the need to encourage new ideas among employees to enhance patient experience, many healthcare enterprises are instituting innovative strategies. Henry Ford System, for example, began a system of rewarding great employee ideas. One internal contest was around clinical applications for wearable technology. The incentive was particularly attractive – a cash prize of $ 10,000 to the winners. Not surprisingly, the employees came up with some very innovative ideas that included: a system to record mobility of acute care patients through wearable trackers, health reminder system for elderly patients and mobile game interface with activity trackers to encourage children towards exercising. The employees admitted later that the exercise was so interesting that they would have participated in it even without a cash prize incentive.

Another example is Penn Medicine in Philadelphia which launched an ‘innovation tournament’ across the organization as part of its efforts to improve patient care. Participants worked with professors from Wharton Business School to prepare for the ideas challenge. More than 1,750 ideas were submitted by 1,400 participants, out of which 10 were selected. The focus was on getting ideas around the front end and some of the submitted ideas included:

  • Check-out management: Exclusive waiting rooms with TV, Internet and other facilities for patients waiting to be discharged so as to reduce space congestion and make their waiting time more comfortable.
  • Space for emotional privacy: An exclusive and friendly space for individuals and families to mourn the loss of dear ones in private.
  • Online patient organizer: A web based app that helps first time patients prepare better for their appointment by providing check lists for documents, medicines, etc to be carried and giving information regarding the hospital navigation, the consulting doctor etc.
  • Help for non-English speakers: Iconography cards to help non-English speaking patients express themselves and seek help in case of emergencies or other situations.

As Arlen Meyers, MD, President and CEO of the Society of Physician Entrepreneurs, says in a report, although many good ideas come from the front line, physicians must also be encouraged to think innovatively about patient experience. An academic study also builds a strong case to encourage intrapreneurship among nurses. Given they comprise a large part of the front-line staff for healthcare delivery, nurses should also be given the freedom to create and design innovative systems for improving patient experience.

According to a Harvard Business Review article quoted in a university study, employees who have the potential to be intrapreneurs, show some marked characteristics. These include a sense of ownership, perseverance, emotional intelligence and the ability to look at the big picture along with the desire, and ideas, to improve it. But trust and support of the management is essential to bringing out and taking the ideas forward.

Creating an environment conducive to innovation is the first step to bringing about innovation-driven outcomes. These were just some of the insights on healthcare management gleaned from the Hospital Leadership Summit hosted by Abbott. In over 150 countries, Abbott, which is among the top 100 global innovator companies, is working with hospitals and healthcare professionals to improve the quality of health services.

To read more content on best practices for hospital leaders, visit Abbott’s Bringing Health to Life portal here.

This article was produced on behalf of Abbott by the Scroll.in marketing team and not by the Scroll.in editorial staff.