Issue 11

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DR. UMAPATHY PANYALA

Managing Director- Omni Hospitals Group

Joined the Omni Hospitals group as their Managing Director with a clear mandate of wanting to be market leaders and opinion makers in the field of healthcare service delivery. The geography spans indonesia phasing into the ASEAN

Having worked as the Regional CEO for the Apollo Hospitals Group for the last 7 years, where the assignment was for strategizing and establishing the network of hospitals across the state of Karnataka and developing markets in the US, Europe and South East Asia. He served 17 years at Apollo, which like India’s economy, has seen incredible growth. Since its modest beginning in 1983 as a 150-bed hospital in Chennai, Apollo now in one of Asia’s largest healthcare group with over 8,500 beds across 50 hospitals in India and overseas.

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1. What was the mandate given to you by the Board when you took over in your role?

The mandate was to grow the organization from the present two hospital group in Indonesia to having a footprint of 10-12 hospitals over the next four years within the country and a possible ASEAN presence post the Indonesia story.

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2. How much of that has been achieved? What were the challenges faced?

The third location in greater Jakarta will go live in the first week of April, the construction for the fourth site, in Kalimantan Island will begin by April, stated for Launch in the first quarter of 2017,

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3. How do you respond to the needs of changing market scenario (with an example)?

The government of Indonesia on January 1, 2014, launched its UHC program, locally known as BPJS, to improve access to basic health care for Indonesians and to help achieve the UN Millennium Development Goals.

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4. How has the market evolved in the last few years?

The last question answers to a certain extent, With the introduction of the BPGS the market is evolving into a low margin, high volume growth pattern and by 2019,

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5.What are the key challenges your organization is facing currently? And what are the steps you are taking?

The key challenges are as below 1. Doctor availability 2. Nurse shortages

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6. How have the changes in technology/globalization/economy affected your sector?

ndonesia has yet to comprehend or is closed to the technology shifts that are taking place around the globe. As an example it is only now that hospitals have started implementing the HIS and the electronic medical records and the law is still not clear for this One such initiative is the formation of the AEC or the ASEAN economic community

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7. What is your talent strategy? How do you draw the balance between home grown vs lateral hiring at the leadership level?

At this time, Indonesia has restrictions on the import of people into the healthcare sector into the mid and lower positions. Expats are allowed into the positions of Directors and above

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8. How does your organization identify and develop future leaders?

1. Established a recruiting and On boarding engine 2. Creating a compelling employee value proposition

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9. What are the 3 key aspects you look at when you hire your direct reports?

Integrity, Positivity, Commitment.

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10. How does the growth prospect of your organization look like for the next 12-24 months?

Establishing a footprint of between 10-12 hospitals and grow Omni Hospitals group to be one of the largest players in the region.

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11. Will there be any significant change in the market dynamics in next few years? If so, what steps are you taking for the same?

Market dynamics will change significantly and the third part of question one answers this.

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12. In a world full of volatility, Uncertainty, complexity & Ambiguity (VUCA), innovation has become one of the most important factor to transform a crisis into an opportunity. How do you promote Innovation?

In my earlier organization, the Apollo hospitals group, I could not have had a better mentor than the legendary Dr Pratap C. Reddy, who redrew the way healthcare was practiced in India.

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13. How Indian leaders can become Global Leaders?

Indian leaders are more confined to working within the local system to an extent, and they would require having an open mindedness and a little less of an expectation of subservience.

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14. What are the shortcomings and strengths of Indian Leaders??

Our strength comes from the fact that we have learnt our business success stories and pathways within one of the toughest business environments and we would be in a unique position of finding success pathways in relatively easier business environments

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15. What are the 3 most pivotal moments in your career that you either learned from and/or that got you where you are today?

In 1999, when I was moved to one of the smaller centers as an administrator and discovered the flair of management

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16. What key lessons have you learnt from any mistakes, if any, made in the past? How would you do it differently?

I firmly believe in Participative management, with a de-centralized approach, people who report into me have a clear mandate to speak their mind and disagree if required.

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17. What message would you like to share with young professionals at the start of their career?

To have a clear path to where you want to be and work towards that. Reskill on a regular basis, this is the age of the knowledge economy.

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