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‘Risk of a collapse is far fetched’: 10 reads from Left & Right on Yashwant Sinha and the economy

Analysts and commentators spent the week discussing what the economy needs – and whether former finance minister Yashwant Sinha is right.

The Indian economy continued to be the main talking point for yet another week, especially after former finance minister Yashwant Sinha wrote an Op-Ed saying he would be failing in his national duty if he did not speak up about the way the current administration is handling policy. Prime Minister Narendra Modi effectively admitted concerns that all is not well with the economy by announcing the creation of an Economic Advisory Council. That institution had been abolished when Modi came to power in 2014, but has now been brought back and given the task of advising the prime minister on macroeconomic policy.

The council, and Modi, will have its work cut out. India’s Gross Domestic Product growth has been declining for six consecutive quarters, and shocks like demonetisation and the hasty rollout of the Goods and Services Tax have not helped. Policymakers will have to find a way to separate transient effects from more structural ones, and find the money that will allow the government to map its way out of what some are calling an economic crisis.

As expected, much of the commentary over the week focused on what had gone wrong, and what needs to be done:

  1. In case you missed it, here is senior Bharatiya Janata Party leader and former finance minister Yashwant Sinha saying in the Indian Express that he “needs to speak up now” because the economy is on a downwards spiral and that many in the BJP know it but are not speaking up out of fear.
  2. Union Minister of State for Civil Aviation from the BJP, Jayant Sinha – who also happens to be Yashwant Sinha’s son – appeared to respond in the Times of India, saying recent articles “draw sweeping conclusions from a narrow set of facts, and quite simply miss the fundamental structural reforms that are transforming the economy”.
  3. “I too need to speak up now,” wrote Rajya Sabha Member of Parliament and vice chairman of the BJP-run National Democratic Alliance in Kerala, Rajeev Chandrasekhar in the Indian Express saying that the current government has repaired and rebuilt the economy since 2014, putting it in a better place than it was in 2014 and on the path to deliver longer periods of high growth.
  4. V Anantha Nageshwaran, senior adjunct fellow at Gateway House: Indian Council on Global Relations, examines in Mint the six big economic mistakes that have led India to this current position and considers whether a fiscal stimulus would correct this. “Discussions of solutions must take into account costs and alternatives considered and discarded. Otherwise, solutions could end up becoming the case of committing a second wrong to right the first wrong.”
  5. “Given India’s faltering growth and weak capex, fiscal policy is simply too tight. In the past, when spending growth was as weak as it is now, the fiscal deficit was wider by about two percentage points of GDP, or about Rs 3 lakh crore. I don’t want to suggest that those policies were perfect and have to be emulated. Hardly,” writes Srinivas Thiruvadanthai, managing director of the Jerome Levy Forecasting Center in Swarajya. “However, in the present situation, with the private economy faltering and government debt near two-decade lows, a dose of fiscal boost is what the economy needs.”
  6. “Clearly, the lag effects of notebandi are still playing out,” writes R Jagannathan, editorial director of Swarajya, calling for a fiscal stimulus to revive animal spirits. “There may be no real cash shortage, but the “psychology” of shortage remains.”
  7. “Neoliberal economists have been arguing that the solution to the present economic predicament is structural supply-side reform, disinvestment in public sector companies combined with interest rate cuts by the Reserve Bank of India, while at the same time, cautioning the government not to go astray from its path of fiscal consolidation and adherence to the target fiscal deficit of 3% of the GDP,” writes Sashi Sivramkrishna, an associate at NMIMS in the Wire. “Many supply-side reforms are no doubt beneficial to liberating industry from unnecessary constraints; however, in the present context, they seem like nothing more than attempts to push the economy to a higher growth trajectory with a feeble piece of string.”
  8. A leader in Mint says it is imperative that Indian policymakers find a way to separate transient effects of the downturn from the more structural ones. “The economic slowdown over the past six quarters as well as structural challenges like the banking crisis need the sort of clear economic thinking that this government has not believed in till now. The risk of an economic collapse seems far fetched, but an inability to deal with the ongoing slowdown could come back to bite the ruling party in the next national election.”
  9. “There are two major strands in this debate,” write Sunil K Sinha & Devendra K Pant, principal economist and chief economist respectively of India Ratings and Research, in the Economic Times. “This first one says that transformational reforms do lead to shortterm disruption in the economy. But the economy is on the right track and the benefit of reforms will be visible soon. The second one believes that instead of addressing the issues plaguing the economy, GoI has taken recourse to policy adventurism. So where does the truth lie? Probably somewhere in between.
  10. “While the government must be vigilant to the decline in growth rate, as it demonstrably is, it should avoid overreacting to it. Any claims of fundamental weakness in the economy are so far unsupported by data,” wrote Arvind Panagariya, former vice-chairman of the NITI Aayog, in the Times of India.

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Getting the best from collaborations

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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 marketing team and not by the editorial staff.