L.V.

PRASAD EYE INSTITUTE:

INNOVATING THE BUSINESS OF EYE CARE

SG 5 - SLEMBA BPOM
29320072 Ely Rahmawati
29320050 Akhmad Kurnia
29320196 Taufiqurrohman
29320149 Fadhila Nurfida Hanif
29320219 Edi Priyo Yunianto
 Outline
1 2
Introduction
About L.V. Prasad Eye
Institute
3 4
Question 3
What are the innovation
paradoxes it has faced over the
years? Briefly explain, how LVPEI
resolved these paradoxes
Question 2
What are the key strategy paradoxes?
How might these challenges play out
over the next 30 years?
Question 4
Could the LVPEI model be applied to other
medical subspecialties?
What are the deterrents and key success
factors for other medical subspecialties in
implementing the LVPEI model?
 Introduction
01
About L.V. Prasad Eye Institute
 LV Prasad

About LV Prasad Established in 1987, it was a comprehensive eye

health facility with its main campus located in
Hyderabad, India.
Purpose
To ensure that even the most destitute person in the
areas where it operated had access to world-class
eye care and was treated with dignity.

Challenges for next leaders

Have to strike a delicate balance between sustaining
excellence in its existing activities and discovering
new growth avenues.

The services
comprehensive patient care, sight enhancement,
rehabilitation services, and high-impact rural eye
health program, scutting-edge research and provided
training in human resources of ophthalmic personnel

Vision:
To create an excellent and equitable eye care system that reaches all those in need.
 Question 1
02
What are the key strategy paradoxes that the LVPEI
leadership grappled with in its 30-year journey? How
might these challenges play out over the next 30 years?
The Strategy Paradox
The strategy with the greatest possibility of success also have the greatest possibility of failure
Resolving this paradox requires a new way thinking about COMMITMENT and UNCERTAINTY

CAN’T ADAPT
Most competitive environments are
characterized by multiple rates of
? CREATE-DELIVERS-CAPTURE
THE VALUE

 To CONNECT with customer’s need

CHANGES (slow-fast)
 To REACH a wide range
CAN’T PREDICT  RESISTANT to imitation by
No one can make accurate prediction competitors
about RANDOMNESS of the FUTURE
SOCIAL BUSINESS MODEL
DOING WELL while DOING GOOD

LVPEI as pioneered innovative business model

• Provide high quality eye care to all economic

level
• Healthcare provision model that reached out the
rural area
• Balance between financial and social outcomes

Excellent Equitable
High quality High impact
world-class eye rural eye care
institute
 Key Strategy Paradox
that the LVPEI leadership grappled within its 30-year journey

VALUE VALUE VALUE

PROPOSITION CREATION APPROPRIATION
Consumer involvement, The development of human
Profit and social equation
and defining service resources and the use of
solutions that adequately strategic partnership with operational
respond to consumer’s need excellence and efficiency
Organizational
Co-creation strategy: excellence through Cross-subsidization
PYRAMID MODEL human resources Quality Management
 Emphasized the right  Education programs  Rich patients cover
care at the right place for both clinical & non- the cost of poor
 The creation of clinical staff patients
sustainable  Research as integral  Build credibility to
Figure 1. Traditional triadic framework: permanent facilities part of service delivery attract donation and
how within communities  International center for partnership
an organization creates, delivers and  Raised awareness of advancement of rural  Research program
captures value eye health eye care managed by two
NGOs: HERF & HEI

Source: Angeli, Federica, and Anand Kumar Jaiswal. "Business model innovation for inclusive health care delivery at the bottom of the pyramid.“
Organization & Environment 29.4 (2016): 486-507.
THE FUTURE CHANGES and CHALLENGES

Competition with new player Leadership Succession Plan

Strengthen the LVPEI brand as world-class The new leader had to bring fundamental
eye care institute. The competition in eye care change without affecting organizational core
will increase due to economic factors that values and cultures, and improve its ability to
impact the growth of health care in India influence and affect eye care globally

Changing needs of patient Organization life cycle

LVPEI should improve its ability to conduct
high-impact community eye health
programs. Because patients had more
choices and demanded quality care
The growth of the institution need more
delegation process. LVPEI need to build
managerial competence to deal with
maturity life cycle while keep maintaining
higher quality service