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// Aravind Eye Care System

Helping a pioneer claim a share of the future

 

One would think that a system that has been a case study for Harvard Business School would be impassable. We thought so too. But for Aravind Eye Care System, their lofty goal to eradicate needless blindness in India has some lofty challenges. They have to compete with for-profit organizations using similar business approaches and keep their business profitable while providing world-class, affordable eye care to the bottom of the pyramid.

 
 

About Aravind

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How they manage to achieve this

The System

 
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To see the interactive map - click here

Understanding the key leverage points and areas of maximum impact

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What could the future look like?

 
 

01. Expanding from curative to preventive healthcare

Socio-cultural factors contribute to causing blindness. Aravind can enter into preventive eyecare to achieve their mission of eliminating needless blindness. They can leverage their robust research and help companies create products that address this problem. They can also fund start-ups that are working for this mission.

 
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02. Retaining talent by changing incentives

Aravind relies heavily on their human resources. With the high number of surgeries performed by each doctor, the burnout rate is high. Also, rising competition gives rise to more opportunities.

Aravind can change from being a family-run business to a co-operative. This increases involvement, creates a sense of ownership that provides the incentive for talent to stay.

 

03. Collaboration not competition - to increase revenue

Aravind is a zero-debt company that funds all its growth through own revenue. This is one of the reasons it has failed to grow geographically.

Following the Aravind model, a number of healthcare providers have started targetting the bottom of the pyramid, in different parts of the country. Aravind could collaborate with these organizations and bring eye care expertise to these hospitals. The hospitals share their outreach efforts and benefit by providing a multi-specialty service offering and capturing a larger market.

 
 

// Systems thinking, Foresight

// Parsons School of Design, 2018

// Collaborators: Abhishek Nair, Shalakha Jain, John Yohan