Subscribe and enjoy more than 800,000 books
Add this book to bookshelf
Grey 902feb64d8b6d481ab8ddda06fbebbba4c95dfa9b7936a7beeb197266cd8b846
Write a new comment Default profile 50px
Grey 902feb64d8b6d481ab8ddda06fbebbba4c95dfa9b7936a7beeb197266cd8b846
Infinite Vision - How Aravind Became the World's Greatest Business Case for Compassion - cover

Infinite Vision - How Aravind Became the World's Greatest Business Case for Compassion

Pavithra Mehta, Suchitra Shenoy

Publisher: Berrett-Koehler Publishers

  • 0
  • 0
  • 0

Summary

When a crippling disease shattered his lifelong ambition, Dr. V (Venkataswamy) chose an impossible new dream: to cure the world of blindness. The tiny clinic he founded in India defied conventional business logic and is now the largest provider of eye care on the planet. 

At Aravind, patients choose whether to pay or not. Millions are treated for free, yet the organization remains stunningly self-reliant. Serving everyone from penniless farmers to the president, it delivers world-class outcomes at less than a hundredth of what similar services cost in advanced nations. Its model is emulated by organizations everywhere from Rwanda to San Francisco. 

Infinite Vision uncovers the radical principles behind Aravind’s baffling success. Charged with profound insights and stories, it draws readers to the heart of Dr. V’s selfless vision, proving how choices that seem quixotic can, when executed with compassion and integrity, yield incredible results—results that can light the eyes of millions.

Other books that might interest you

  • Good to Great - Why Some Companies Make the LeapAnd Others Don't - cover

    Good to Great - Why Some...

    Jim Collins

    • 0
    • 10
    • 0
    The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.  
    But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?  
    The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?  
    The Standards Using  tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. 
    The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?  
    Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.  
    The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:Level 5 Leaders: The research team was  shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. 
    “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”  
    Perhaps, but who can afford to ignore these findings?
    Show book
  • Behind the Screen – the Nokia Story - cover

    Behind the Screen – the Nokia Story

    Ari Hakkarainen

    • 0
    • 1
    • 0
    Behind the Screen unveils Nokia’s story through people, business initiatives and products. The book explores key moments, key technologies and key managers who contributed to the company’s growth. 
    In the 1990s, Nokia outrivaled the traditional telecommunications companies Motorola and Ericsson by introducing innovative products that allowed personalization and gaming, and by exploiting new technologies which created businesses that didn’t exist before, such as ringtones. Once the dot-com bubble had burst and 3G licence bidding had driven the industry into a downturn, Nokia faced new competition. Microsoft challenged Nokia in software, and Samsung and LG in hardware. Yet, Nokia was thriving as the competition heated up. It wasn’t enough, because the biggest disruption in mobile communications was yet to come – the Internet. 
    After Apple introduced the iPhone, Google gave away an open-source operating system for smartphones, and Skype generated revenues from a free telephone service, it wasn’t enough for Nokia just to crank out products for the vast Indian market or tailor phones for AT&T or Vodafone. The industry had changed irrevocably. Whereas people in established markets wanted to access their favorite social networking services like Facebook or Twitter using a mobile device, people in emerging markets needed their first e-mail accounts.  
    Behind the Screen unfolds the stories of businesses and technologies that Nokia created and turned into global successes or into miserable failures. The stories offer valuable nuggets on how to thrive in global markets.
    Show book
  • The Achievement Habit - Stop Wishing Start Doing and Take Command of Your Life - cover

    The Achievement Habit - Stop...

    Bernard Roth

    • 2
    • 17
    • 0
    The co-founder of the Stanford d.School introduces the power of design thinking to help you achieve goals you never thought possible. 
    Achievement can be learned. It’s a muscle, and once you learn how to flex it, you’ll be able to meet life’s challenges and fulfill your goals, Bernard Roth, Academic Director at the Stanford d.school contends. 
    In The Achievement Habit, Roth applies the remarkable insights that stem from design thinking—previously used to solve large scale projects—to help us realize the power for positive change we all have within us. Roth leads us through a series of discussions, stories, recommendations, and exercises designed to help us create a different experience in our lives. He shares invaluable insights we can use to gain confidence to do what we’ve always wanted and overcome obstacles that hamper us from reaching our potential, including:   Don’t try—DO;   Excuses are self-defeating;   Believe you are a doer and achiever and you’ll become one;   Build resiliency by reinforcing what you do rather than what you accomplish;   Learn to ignore distractions that prevent you from achieving your goals;   Become open to learning from your own experience and from those around you;   And more. 
    The brain is complex and is always working with our egos to sabotage our best intentions. But we can be mindful; we can create habits that make our lives better. Thoughtful and powerful The Achievement Habit shows you how.
    Show book
  • Development Projects Observed - cover

    Development Projects Observed

    Albert Hirschman

    • 0
    • 1
    • 0
    Originally published in 1967, the modest and plainly descriptive title of  Development Projects Observed is deceptive. Today, it is recognized as the ultimate volume of Hirschman's groundbreaking trilogy on development, and as the bridge to the broader social science themes of his subsequent writings. Though among his lesser-known works, this unassuming tome is one of his most influential.It is in this book that Hirschman first shared his now famous "Principle of the Hiding Hand." In an April 2013  New Yorker issue, Malcolm Gladwell wrote an appreciation of the principle, described by Cass Sunstein in the book's new foreword as "a bit of a trick up history's sleeve." It can be summed up as a phenomenon in which people's inability to foresee obstacles leads to actions that succeed because people have far more problem-solving ability that they anticipate or appreciate.And it is in  Development Projects Observed that Hirschman laid the foundation for the core of his most important work,  Exit, Voice, and Loyalty, and later led to the concept of an "exit strategy."
    Show book
  • Pricing Analytics Complete Self-Assessment Guide - cover

    Pricing Analytics Complete...

    Gerardus Blokdyk

    • 0
    • 1
    • 0
    Is the Pricing Analytics scope manageable?  Do we monitor the Pricing Analytics decisions made and fine tune them as they evolve?  What are the Key enablers to make this Pricing Analytics move?  Do Pricing Analytics rules make a reasonable demand on a users capabilities?  Does Pricing Analytics analysis isolate the fundamental causes of problems?  
     
    
    This instant Pricing Analytics self-assessment will make you the principal Pricing Analytics domain master by revealing just what you need to know to be fluent and ready for any Pricing Analytics challenge.
     
    
    How do I reduce the effort in the Pricing Analytics work to be done to get problems solved? How can I ensure that plans of action include every Pricing Analytics task and that every Pricing Analytics outcome is in place? How will I save time investigating strategic and tactical options and ensuring Pricing Analytics opportunity costs are low? How can I deliver tailored Pricing Analytics advise instantly with structured going-forward plans?
     
    
    There’s no better guide through these mind-expanding questions than acclaimed best-selling author Gerard Blokdyk. Blokdyk ensures all Pricing Analytics essentials are covered, from every angle: the Pricing Analytics self-assessment shows succinctly and clearly that what needs to be clarified to organize the business/project activities and processes so that Pricing Analytics outcomes are achieved.
     
    
    Contains extensive criteria grounded in past and current successful projects and activities by experienced Pricing Analytics practitioners. Their mastery, combined with the uncommon elegance of the self-assessment, provides its superior value to you in knowing how to ensure the outcome of any efforts in Pricing Analytics are maximized with professional results.
     
    
    Your purchase includes access details to the Pricing Analytics self-assessment dashboard download which gives you your dynamically prioritized projects-ready tool and shows your organization exactly what to do next. Your exclusive instant access details can be found in your book.
    Show book
  • Bre-X: Dead Man’S Story? - cover

    Bre-X: Dead Man’S Story?

    Alfred Lenarciak

    • 0
    • 1
    • 0
    Between 1994 and 1997, Canadian-based Bre-X Minerals sponsored and enthusiastically promoted listings on the TSX and NASDAQ by JPMorgan, Lehman, BMO, Scotia as well as others, who were exploring for gold on the Busang property on the Indonesian island of Borneo. Their efforts bore the discovery of a lifetime: a mammoth deposit speculated to contain over 200 million ounces of easily extractable gold. The companys stock exploded from 25 cents to $270, giving them a valuation of over $6 billion. Major mining companies like Barrick, Placer Dome and Freeport McMoran started competing to develop the largest gold deposit ever discovered. In early 1997, Suharto and his Indonesian government took control of the deposit, by force, and commissioned Freeport to build a mega mine. In the ensuing months, due diligence revealed that the deposit was a gigantic hoax! There was no gold in Busang. The principals of Bre-X were accused (but never convicted) of salting (adding gold) the samples before sending them to the labs. Michael de Guzman, a Filipino geologist who served as the project manager, infamously jumped from a helicopter into the abyss of Borneos jungle. Minorca Resources of Toronto were the financial partners of the Haji Saykerani group of companies who owned Busang. Alfred Lenarciak was the chairman of Minorca at the time. In a strange twist of fate, in February of 2012, Alfred had a chance encounter in Rome, Italy with a man named Akiro Guzzo, who shared with him an amazing story on the life and death of Michael de Guzman: is this really a dead mans story?
    Show book