The Daily Fix

The Daily Fix: Removing PAN card requirement for jewellery goes against Modi’s anti-corruption pitch

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

The Big Story: Corruption confusion

In a country of vast differences in wealth, it is but natural that corruption will be a major political issue. However, more often than not, the issue has led to little constructive policy making – a point that is more than apparent from the workings of the current Union government. Battling corruption has been top of the agenda for Prime Minister Narendra Modi. It was the primary reason cited for the 2016 demonetisation in which high value notes were removed from circulation. Yet, demonetisation also shows that the Modi government limited itself to the optics of fighting corruption. The move did little to impact black money, with nearly all the banned notes making it back to the banking system.

The Union government’s moves policing the buying of gold have been equally ham handed. India loves gold – it is the largest gold-consuming country in the world. Naturally, then, the yellow metal is favoured route used by people looking to launder their illegal wealth into legal money. In fact, on the day demonetisation was announced, reports indicate frenetic buying of gold – a clear sign that black money was being laundered into bullion. The month after demonetisation, the prices of gold boomed.

The Union government was slow to catch on to this trend – surprising given the long-standing use of gold as a money-laundering tool in India. Eventually, on August 23, more than 10 months after demonetisation was announced, the Union government bought jewellery dealers under the Prevention of Money Laundering Act. Moreover, Permanent Account Number cards were made mandatory for jewellery purchases above Rs 50,000.

This move was much delayed but a necessary one. If poor Indians had made sacrifices in order to ostensibly end corruption during demonetisation, it was only fair that channels to launder money for the rich were shut off too. However, the Union government managed to uphold this rule for the grand period of six weeks. Inexplicably, on Friday, a new order was issued scrapping the August 23 rule.

This is a stark exception at a time when the Union government is near-fanatical about the documentation of identity. Aadhaar, India’s biometric ID, is now required for tax filings as well as availing something as basic as cash transfers for Tuberculosis patients. Yet, somehow, vast quantities of gold can be bought anonymously.

Many experts have pointed to the ineffectual nature of the Modi government’s anti-corruption moves during demonetisation. This is yet another example of how little thought is put into deciding policy in this Union government.

Subscribe to “The Daily Fix” by either downloading Scroll’s Android app or opting for it to be delivered to your mailbox. For the rest of the day’s headlines click here.

If you have any concerns about our coverage of particular issues, please write to the Readers’ Editor at readerseditor@scroll.in.

Punditry

  • Nobel Peace Prize winner, the International Campaign to Abolish to Nuclear Weapons has disarmed critics. The nukes are next, writes Vidya Shankar Aiyar in the Hindustan Times.
  • Fifty years after ‘Che’ Guevara’s death, the ideas that keep his legend alive, writes Vijay Prashad in the Hindu.
  • In Bloomberg, Nathaniel Bullar writes about the challenge to keep the world’s smartphones charged – especially relevant for India given that the country has the largest population of people without access to electricity.

Giggle

Don’t Miss

‘This government is killing our businesses’: M Rajshekhar reports on what small, medium enterprises think of the GST revisions

In the last six months, no town in India has protested more strenuously against GST than Surat.

The reasons run deep. Small units in the cluster are unsure if they can stay viable after paying GST – which charged an 18% tax on yarn and a 5% tax on subsequent value addition. Such units are also apprehensive about the paperwork involved – and the penalties for non-compliance. Officials at the town’s textile association flag other concerns. Surat houses two competing value chains for sari manufacturing. There is the informal economy value chain where garments whiz between diverse companies as they move from one stage of completion to the next. This is a thicket of small companies. Surat is estimated to have as many as 50,000 weaving units alone.

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.