The Daily Fix

The Daily Fix: Doordarshan telecast of Mohan Bhagwat speech is a challenge to constitutional ideals

Everything you need to know for the day (and a little more).

The Big Story: Misusing a medium

On Saturday, national broadcaster Doordarshan decided to telecast Rashtriya Swayamsevak Sangh chief Mohan Bhagwat’s traditional Vijayadashami address, ignoring the widespread criticism that emerged in October 2014 when the channel decided to cover his speech live for the first time.

Bhagwat used the religious occasion to articulate his organisation’s positions on an array of topics, including cow protection, the Rohingya refugee crisis and Kashmir. Though the telecast of his speech on the state-funded channel has become routine, this year’s event was marked by a sharp irony.

Only in August, Doordarshan refused to broadcast the Independence Day speech of Tripura Chief Minister Manik Sarkar. The democratically elected leader’s address to the people of his state was halted at the last minute, as the Doordarshan management asked him to tone down some of his remarks, which presumably criticised the Narendra Modi government and its perceived divisive policies.

The RSS, the fountainhead of Hindutva, the ideology followed by the Bharatiya Janata Party, is an organisation that has been banned three times since 1947. RSS chiefs have frequently made inflammatory comments that run contrary to the constitutional ideals of the country. On Saturday, Bhagwat chose to address the Rohingya refugees problem, describing the embattled community as a national security threat, an allegation the Centre is currently struggling to substantiate before the Supreme Court. He also chose to defend cow vigilantes, claiming that gau rakshaks were not involved in the incidents of violence reported against cow traders that have been over the last two years. In fact, he claimed that many gau rakshaks have themselves come under attack. On Kashmir, he sought amendments to the Constitution to protect Hindus in the Valley. The Jammu and Kashmir government and members of civil society have been up in arms against attempts to alter the state’s Constitution, a matter now pending before the Supreme Court.

By allowing Bhagwat’s comments but censoring Manik’s speech, Doordarshan, managed by the Union Information and Broadcasting Ministry, has once again proved that it lacks the independence essential to run an impartial national broadcasting agency. Given the profound impact that unfiltered, divisive statements from the leader of a powerful organisation could have on social peace and their potential to undermine some of the very basic tenets of the Constitution, the foremost being its secular nature, broadcasting Bhagwat’s speech is positively dangerous. Doordarshan cannot afford to relinquish its responsibility to the Constitution and become a propaganda machine for the ruling party’s ideology.

The Big Scroll

  • RSS broadcast is only one indication of rising control over Doordarshan, insiders complain.
  • Censoring the Tripura chief minister: How Prasar Bharati became a propaganda tool for the Modi government.


  1. In the Indian Express, Avijith Pathak writes that Gandhi’s moral engagement with self and society must be revisited as a protest ideology.
  2. Mumbai cannot cope, let alone be true to its dreams, unless the confusion of multiple authorities is sorted out, Sachin Kalbag says in The Hindu on last week’s deadly stampede.
  3. Exclusive focus on demonetisation hides NDA’s broader economic mismanagement, claims Salman Anees Soz in the Times of India. 


Don’t miss

India allows 16 new thermal power plants that violate stricter air pollution standards to come up, reports Kumar Sambhav Shrivastava.

“This revelation comes on top of the fact that the Central Electricity Authority, which is controlled by the Union Ministry of Power, has already devised a plan to help existing power plants – numbering more than 300 – to dodge the December deadline to retrofit their plants to adhere to the new pollution norms. The Central Electricity Authority has laid out a phased plan for the plants, which requires them to follow these standards only starting 2020. This has been done without the environment ministry formally amending its 2015 notification that imposes the new norms from December.”

We welcome your comments at
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 marketing team and not by the editorial staff.