The Change Masters:  Innovation for Productivity in the American Corporation

Rosabeth M. Kanter

Book | 1983

The Change Masters: Innovation for Productivity in the American Corporation

by Rosabeth M. Kanter

Keywords: Innovation and Management;

Format: Print

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Kanter, Rosabeth M. The Change Masters: Innovation for Productivity in the American Corporation. New York: Simon & Schuster, 1983. (Translated in Japanese. Reprintings include Chapter 10 in The Political Environment of Public Management, edited by Pollins, 1993. Chapter 9 in Quality and Productivity Management vol. 9, no. 4, 1992, pp. 33-59. Chapter 10 in Contemporary Ideas on Management, edited by J.W. Newstrom and J.L. Pierce. Duluth: University of Minnesota, 1985. Chapter 9 in Readings in Human Resource Management, edited by M. Beer and B. Spector. New York: Free Press, 1985. Chapter 10 in Organizations Close Up, edited by J.L. Gibson, J.M. Ivancevich, and J.H. Donnelly. Plano, TX: Business Publications, Inc., 1985. Chapter 2 in The Handbook of Research on Educational Administration, edited by D. Griffiths. 1985. Chapters 2 and 6 in The Leader Manager, edited by J. Williamson. Eden Prairie, MN: Wilson Learning Corporation, 1984. Portions of Ch. 12 in Directors and Boards, 1984. Ch. 10 in Management Review.)

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.

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.

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