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• Supplement | HBS Case Collection | July 2019 (Revised May 2020)

  Piramal e-Swasthya (B): Considering Change

  Rosabeth Moss Kanter and Joyce J. Kim

  From 2008-2010 Anand Piramal ran a series of pilots for his digital healthcare startup, Piramal e-Swasthya (PeS) to “democratize healthcare” in rural areas of India. PeS ran into difficulties so Anand Piramal had to decide whether to continue the organization and if so how. In 2010, an unexpected opportunity emerged that could have significant implications for PeS’s organizational structure and future prospects. Anand Piramal now faced several options for PeS. He needed to weigh the pros and cons of each option to make the best decision to fulfill his vision of providing quality healthcare services to “bottom-of-the-pyramid” populations. This case exemplifies the strategic decisions an entrepreneur must make to ensure that a social impact venture can be sustainable and scalable.

  Keywords: entrepreneur; healthcare; innovation; emerging economies; Social Entrepreneurship; Health Care and Treatment; Innovation Leadership; Emerging Markets; Decision Choices and Conditions; Health Industry; India;

  Citation:

  Kanter, Rosabeth Moss, and Joyce J. Kim. "Piramal e-Swasthya (B): Considering Change." Harvard Business School Supplement 320-011, July 2019. (Revised May 2020.)  View Details

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• Supplement | HBS Case Collection | July 2019 (Revised May 2020)

  Piramal e-Swasthya (C): A New Name, Bigger Scope, and Public-Private Partnerships

  Rosabeth Moss Kanter and Joyce J. Kim

  In 2010, Anand Piramal acquired the Health Management Research Institute (HMRI), a healthcare venture, and merged it with his original digital healthcare startup Piramal e-Swasthya (PeS), so that PeS became Piramal Swasthya. After acquiring HMRI, Piramal Swasthya scaled across 20 Indian states and became India’s largest private primary healthcare initiative by implementing public-private partnerships with state governments. In 2012, Anand Piramal stepped down as CEO of Piramal Swasthya, leading to organizational change and a healthcare strategy focused on improving maternal health amongst India’s most vulnerable populations. This case shows how an organization can achieve innovation at scale through cross-sector collaboration.

  Keywords: social enterprise; entrepreneur; healthcare; innovation; emerging economies; scaling; Social Entrepreneurship; Health Care and Treatment; Innovation and Management; Emerging Markets; Growth and Development; Organizational Change and Adaptation; Partners and Partnerships; India;

  Citation:

  Kanter, Rosabeth Moss, and Joyce J. Kim. "Piramal e-Swasthya (C): A New Name, Bigger Scope, and Public-Private Partnerships." Harvard Business School Supplement 320-012, July 2019. (Revised May 2020.)  View Details

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• Article | Harvard Business Review (website) | April 30, 2020

  Leading Your Team Past the Peak of a Crisis

  Rosabeth M. Kanter

  In the middle of a crisis, everything looks like a failure. But it’s possible to come out the other end with a strong company—and often with a plan for growth. Companies with a people-first culture can succeed by paying attention to three things: establishing clear accountability in the leadership ranks; developing a nuts-and-bolts, collaborative plan for getting through the crisis; and putting a separate group in charge of defining the “new normal,” when the worst is over.

  Keywords: Crisis Management; Organizational Culture; Corporate Accountability; Collaborative Innovation and Invention;

  Citation:

  Kanter, Rosabeth M. "Leading Your Team Past the Peak of a Crisis." Harvard Business Review (website) (April 30, 2020).  View Details

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