1. Mirza Yawar Baig is a leadership trainer and author who has trained over 200,000 managers. He discusses his experience leading training programs and initiatives. 2. The document then provides summaries of two case studies - Aravind Eye Hospital, which began as an 11-bed clinic and is now the largest eye care provider in the world, performing millions of surgeries, most for free; and JDT-Iqra Hospital, which provides quality healthcare at very low costs through partnerships with local communities. 3. Key lessons from both cases emphasize compassion over profits, embracing constraints as opportunities, and measuring wealth in terms of positive impact and contributions to others.

1. Leading the Way
Taking initiative in a limited resource setting

2. Mirza Yawar Baig
Opening the world, one mind at a time©
Experience
• Leadership trainer, author, life coach, entrepreneur, photographer. 16
years in general management, 30 years in training. Trained over 200,000
managers, on three continents. International consulting practice.
Specialize in Leadership Development, Family Business and Education.
• 1994 Founded Yawar Baig & Associates
Education
• IIMA, P-CMM, MBTI, WSA, ISABS
Books include
• Leadership is a Personal Choice
• Leadership Lessons from the life of Rasoolullah‫ﷺ‬
• An Entrepreneur’s Diary
• Hiring Winners
• Understanding Islam – 52 Juma Khutbas
• Fieldbook for the Khateeb – 52 Juma Khutbas
• 20-10-2010, 55. Life lessons of 55 years
Member Panel of Consultants
• Association of Muslim Schools, South Africa & UK
• Jamiat ul Ulama, South Africa & Sri Lanka
• USA
• GE Corporate University, Crotonville
• AMA International, New York
• Andersen Corporate University MN
• India
• SVP National Police Academy, Hyderabad
• SSB Academy, Gwaldam, Uttar Akhand
• LBS Academy of Administration, Mussoorie
Clients include
• GE, Oracle, Motorola, Microsoft, IBM, National Semiconductor, Unilever,
BSNL, Tata Indicom, Colgate, Asian Paints, Siemens, Wartsila, MphasiS,
EXL Service, World Bank-CGIAR, Tata Corporate, J & J, Accenture, Zeneca
Seeds, Reuters, Air India, Yusuf Bin Ahmed Kanoo, Olam, Regal Beloit,
AMKA, Checkout, Suzlon, JP Morgan, SEW Infrastructure, SEAPOL,
Expolanka, KAR Group, LANCO, Verizon, Mars Chocolates, Rahimafrooz,
Utah Group

3. First comes the Niyyah
1. Why are you in the Health Care business?
2. Is it a ‘business’?
3. What are the implications of viewing it as a
commercial enterprise?
2 – terminal illnesses of modern society are the
commercialization of education and health care

4. Aravind Eye Hospital
Case Study
https://www.youtube.com/watch?v=65TLzg7GShw
http://www.aravind.org

5. Passion for the Goal
• Dr. Govindappa Venkataswamy 1918 – 2006
• Born Oct 1, 1918 Vadamalapuram, Tamilnadu
• Eldest of 5 children, walked bare foot to
school. Wrote lessons in sand
• Saw 3 cousins die during childbirth
• Goal : To cure blindness and to see all as one.

6. 1976
1. Retired from Government service at age 58
2. With 5 brothers and sisters and their spouses, all eye
doctors, started an 11 bed eye clinic
3. Mortgaged the family house, sold family jewelry and put
life savings on the line
4. No business plan, no safety net, no experience
Goal: Eliminate needless blindness

7. 2013
1. 50 facilities
2. Largest eye care provider on the planet
3. 38 million patients seen in 37 years
4. 5 million surgeries performed
5. The MAJORITY for FREE
Harvard case study for 20 years – mandatory case study
for every Harvard MBA student

8. Surgeon productivity
Fastest time for Cataract surgery – 3.5 minutes

9. Comparison – Volume & Cost
Less than 1%

10. Comparison – Quality care
Aravind’s quality is equal to or
exceeds the quality outcomes
of NHS over 20 different
complication types

11. Financial sustainability
1. Operating surplus of $ 13 M on a revenue of $ 27 M
2. All services, all growth is covered by patient revenue
3. Sufficiency model – abundance mindset
4. ‘Do the work, the money will follow.’ ~ Dr. V
Spectacularly profitable, worthy of any for-
profit organization ~ Forbes

12. Aravind Eye Hospital Rules
1. We can’t turn anyone away – Compassion
2. We can’t compromise quality – Excellence
3. We must be self-reliant – Own Resources
4. Let the patient decide – Trust
High quality, high volume, low cost

13. Upside-down Business Model
1. No growth numbers
2. No financial targets
3. No organizational career paths
4. No business strategy – only selfless service
Still produced the largest, most productive,
high quality eye care in the world

14. “Self-impose
creative constraints
on yourself”
~ Pavi Mehta

15. Dr. V’s Core Ideology
1. “We’re not here to mechanically restore sight. We are
here to affirm dignity.”
2. Zero is a legitimate price point
3. Quality will not differ. Optional add-ons are payable
4. Poor patients seen as contributors. Not rich helping the
poor – but the poor are equal partners in dignity
India: 12 M blind people, majority living on < $1.5 per day

16. Finding versus Building
“You can’t find people. You have to build people.” ~ Dr. V
1. 100% of nurses trained in-house certified by the same agency
that certifies nurses for American hospitals
2. 95% of doctors trained in-house
3. 15% of all eye doctors in India trained at Aravind
4. Aravind trains residents from Harvard, Johns Hopkins etc.
5. Aravind is a tertiary care facility with all super specialty clinics
http://www.aravind.org

17. How did they make it happen?
1. Own the barriers – take the hospital to the people or bring
them to the hospital
2. 2200/year – 50/week: Partnership with community
sponsors/partners
3. 45% of volume – building trust, ownership, goodwill
4. Standardization, optimization of techniques – McDonalds
Take responsibility for all of it
~ Lesson taught by a blind beggar

18. Bottom line - if you want
something, you have to
believe enough to invest
yourself - mind, money,
energy and most of all, heart.

19. Constraints are in the mind
1. 1980’s: Intraocular lenses for cataract surgery @ $300
2. WHO – “It would be irresponsible to encourage addiction to a
technology that this country can’t afford.”
3. Aravind started an internationally certified manufacturing
facility and produced IOL’s @ $10 and then @ $2 and exported
them to 170 countries.
4. They train competition – 60 countries – Beyond Open source??
To maximize impact – share the knowledge

20. JDT – Iqra Hospital
Case # 2

21. Mopla (Mapilla) Rebellion 1921
• Two brothers from Punjab came to Calicut in 1921 after
this and set up an orphanage called the JDT Islam
Orphanage to take care of the orphans from this war
• Local people took it over and developed it further
• Today JDT Islam Group of Institutions as over 15, 000
students in different disciplines including Vocational
Training
• Toyota set up a training facility in JDT – 1st of its kind

22. JDT – Iqraa Partnership
•IQRAA hospital is owned by JDT Islam Orphanage
• 350 bed hospital with multispecialty services
• Rs.10/- for consultation with General Practitioner,
Rs.50/- to Rs.200/- for the Specialist.
• Friday Specialty Clinics for Rs.50/- for all specialties
including Super specialties.
Quality care at cheapest rates

23. Dialysis
1. Large volume of dialysis patients
2. Charge between Rs. 100-200 per dialysis compared to
Rs. 2000-3000 in other hospitals in the country
3. Equipped to do renal surgery and other procedures for
renal care
4. Team of highly dedicated doctors and nurses
Take donations but financially self-sufficient

24. You don’t need money.
You need compassion.

25. Insights
1. Compassion pays
2. Constraints are inspiring
3. Happiness lies in the lives of others
4. Wealth is measured in terms of contribution
5. The most powerful unit – One Person
Enough for need – Not for greed

26. yawarbaig@gmail.com
www.yawarbaig.com
Twitter : myawarbaig
www.mhmic.org
www.youtube.com/myawarbaig
www.youtube.com/yawarbaigassociates