a project on ashwin naik

8/12/2019 a project on ashwin naik

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29/11/2013

DR. ASHWIN NAIK


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DR. ASHWIN NAIK

Submitted By:

GROUP 10

SURYADEEP JAIN (158)

GULDEEP SINGH (179)

PUNEET JAIN (181)

KARUNA MIGLANI (182)

MOHIT GUPTA (183)

PRAJWAL MENON (184)

Submitted to:

Dr. Shivdasini Amin

Approvals: Distribution List:

Dr. Shivadasini Amin Dr. Shivdasini Amin

Prof. Praveen Gupta Library


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Copyright 2013

All rights reserved by the members of G-10: Suryadeep Jain, Guldeep Singh, Puneet Jain,

Karuna Miglani, Mohit Gupta


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LETTER OF TRANSMITTAL

November 29, 2013

To

Dr Shivdasini Amin

Associate Professor- HRM

Lal Bahadur Shastri Institute of Management

Delhi

From

Group number-10

We group number-10 are submitting a report on Dr. Ashwin Naik.We hereby declare that the work presented in this project report entitled "Dr. Ashwin Naik" is

original and correct to the best of our knowledge and has been carried out taking care of

Management Ethics. It is a bonafide piece of work, carried out under our supervision and

guidance of Dr. Shivdasini Amin.

. . .

Suryadeep Jain Guldeep Singh Puneet Jain

.. ......

Karuna Miglani Mohit Gupta Prajwal Menon


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PREFACE

This motive of preparing this report is to learn and understand the leadership and motivational

aspects of the life of Dr. Ashwin Naik and his contribution to the Indian health sector through

his unique chain of hospitals vaatsalya which provides quality healthcare to tier-2 and tier-3city residents at a minimal price

This report tells us about two main things:

The first is the personal thoughts and experiences of Dr. Ashwin Naik and the second is about

the establishment, development and progress of the vaatsalya, the chain of hospitals he has

started. The main insights are on the inspiration that drew him to start this venture, the

various challenges from establishment to acquiring building and doctors, some of the turning

points in his journey and the various unique solutions he came to about facing these

problems. The other part deals with the chain of hospitals focusing on their aim, theirestablishment, their unique and solid business model, innovative cost reducing methods, the

marketing stratergies and the edge they now hold over many other big hospitals

During compilation of this report we came across many problems regarding collection of

facts and figures from authentic sources and analysis of the same to come up with possible

conclusion of how can we manage difficult people. The data collected was discussed among

the team members and a general consensus was reached on the topic


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ACKNOWLEDGEMENT

We would like to thank Prof Shivadasini Amin for giving us the opportunity to undertake a

study on Dr. Ashwin Naik (CEO and co-founder, Vaatsalya hospitals) so that we can have a

understanding about his leadership style and motivational levels .

It will help us in studying the different leadership traits required to undertake a unique and

innovative initiative, it also enables us to learn about the unique work culture and the

organizational structure of the vaatsalya hospitals so that as a future managers we can apply

our knowledge and wisdom to innovate and turn difficult challenges into oppurtunities.


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TABLE OF CONTENTS

Serial no. Topics Page no.

1. Executive summary 8

2. Introduction 9

3. Personal thoughts and experiences 10

4. Vaatsalya hospitals 14

5. Leadership Analysis 19

6. References


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EXECUTIVE SUMMARY

Ashwin is the founder/CEO of Vaatsalya Healthcare, an award winning social enterprise,

focused on building a network of secondary care hospitals in Tier II and Tier III towns in

India. While 70% of Indias population lives in semi-urban and rural areas, majority of the

healthcare facilities are in Urban areas and not accessible to these families. Vaatsalya is

bridging this gap by building primary and secondary care hospitals in semi-urban and rural

areas.

Winner of the BiD Challenge India 2007 for the best business in development in India,

LRAMP Award for Innovation 2008, Sankalp Award for Social Enterprise 2009 and Frost &

Sullivan Healthcare Excellence Award 2010 for its innovative business model, Vaatsalya

currently has eight hospitals in Karnataka and three in Andhra Pradesh, totaling 750 + beds.

Vaatsalya is the largest hospital network of its kind in India with a mission to build a

nationwide network of hospitals across Tier II and Tier III towns. Recently AllWorld

Network has ranked Vaatsalya at no. 5 in its list of 25 fast growing companies in India and

Forbes Magazine has profiled Vaatsalya as one of the 5 hot startups to watch in 2011.


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INTRODUCTION

Dr. Ashwin Naik launched Vaatsalya Healthcare, a network of secondary care hospitals in Tier II

and Tier III towns in India, after seeing the critical non-availability of proper healthcare facilities

and poor infrastructure,. His noble objective is to address the healthcare needs of the deprived lot

in India and his financially viable unique model with a significant social impact has been

globally lauded. His initiative saw a phenomenal support and growth and now with eight

hospitals in Karnataka and three in Andhra Pradesh, this is the largest hospital network of its

kind, totaling to more than 750 beds. Ashwin earned his MBBS from Karnatak Medical College

and a postgraduate degree from University of Houston, Texas. Vaatsalya is considered to be one

of the hottest startups in India and its efforts to bring in the most advanced medical services to

the small Indian towns have created a niche for itself in the market. He plans to build a network

of 50 hospitals in the next 4 years and cover Karnataka, Andhra Pradesh, and Maharashtra,

providing service to about 2 million middle and low income customers per year.


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PERSONAL THOUGHTS AND EXPERIENCES

The inspiration behind starting Vaatsalya

Dr. Aswin Naik grew up in Hubli which is a small town in Karnataka. From his childhood he

observed small towns lacked good quality healthcare facilities; so patients had to travel a long

distance for receiving their treatment in larger cites. Moreover, not everyone could afford thesetreatments. However he attributes his inspiration to two triggers

I went to the US to study. When I visited India, one of the main agenda was to take my parents

to a hospital for full check-up. My parents were in Dharwad, settled there after retirement. My

plan was to come to Bangalore, stay here for a week during which they will come and get the

check-up done. The fact that we had to come to Bangalore to do all this bothered me. That was

the first trigger.After my graduation at Houston, I worked at a company Celera Genomics. This company was

doing something that is traditionally done by the government - sequencing the genome. It had

taken government 15 years to do it. And this guy came up and said we will do it in 3 years. I

realized that there is an opportunity of doing something faster, better in a corporate set-up. This

was the second trigger.

After completing his MBBS, he saw lot of his batch-mates moving to larger cities due to lack of

opportunities for the medical fraternity in smaller towns. Its ironic that 70% of Indianpopulation lives in semi-urban and rural areas, yet 80% of our healthcare facilities are available

only in metros.

To provide affordable healthcare solutions and to address healthcare industrys demand-supply

challenge, he along with Dr. Veerendra Hiremath setup Vaatsalya Healthcare, which is Indias

first hospital network focused on Tier II and Tier III towns.

He didnt have any list of pros and cons but from the very beginning He was clear that there wasa need for good hospitals in small towns. While starting out, he wanted to start a business that

was socially relevant, financial sustainable and addressed the healthcare sector in smaller towns.

In the beginning he thought of creating an infrastructural based business. Later he found there

was an even bigger opportunity in providing good quality healthcare services, since there was ademand-supply mismatch in smaller towns. So, he decided to own and operate a network of

hospitals.


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Turning points of his journey

Dr Naik knew we had to figure out a lot of things, initially in his strategy, which was "shoot first

and ask questions later". He did that a few times and failed. he realized a lot things he is doing are

failing.

Take, for example, preventive care. Everybody talks about preventive care. It means going

regularly for health check-ups so that you can detect any issue early in the lifecycle. he thought

he will be the first one to do it in Hubli. People said - what kind of idiots are you? Here people

are suffering from malaria / dengue and you are saying preventive care.

Second one was the glossy tile idea. Interestingly, today,the hospital has glossy tiles in Hubli. But

it wasn't a good idea when they started as they realized that people don't enter if they see glossy

tiles. Their feeling is, "This is going to be expensive. They are wasting money on unnecessary

things.

Two years down the line they have set up two pilots, one hospital in Karwar and the other in

Gadag. And they have said they will try different models. Karwar was just a clinic and one or two

services. Gadag was a full- fledged twenty bed hospital - biggest unit we had then. Gadag model

turned out to be successful and we decided to replicate it in more places like Bijapur, Gulbarga etc.

Then they said - let's go south. When they came here they didn't find any real estate they could

afford. It was very expensive. So they decided to campaign. they wrote letters to doctors - "Happy

doctors day!" they got two calls - one was from Mandya and the other was from Hassan. Thedoctors said,. I am a doctor and my children are not doctors. I have this hospital, do you want to

take it over?" Naik realized that this is a fantastic model. he decided to call all doctors whose

children are not doctors. they were targeting wrong real estate problem. Here is somebody with

the hospital set up and everything and nobody to take over the practice. Now they only talk to

people whose children are not doctors. We signed with one hospital in Hassan overnight. It also

gave them another big advantage. The doctor selling his hospital became vaatsalyas local

ambassador. They introduced Dr. Naik to more people.


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Healthcare for-profit enterprise instead of not-for-profit

Its easier to start a non-profit company but very difficult to sustain it and make a significant

impact. While developing the business model by studying the market, he realized he had to make

Vaatsalya a for-profit company to be able to sustain ourselves in the long run.

It was a tough call to make when he started out in 2005 but looking back he thinks it was a wise

decision to stay for-profit. The initiative kicked off with one hospital each in Hubli, Gadag andKarwar and today there are 18 hospitals in Karnataka and Andhra Pradesh, all of which provide

affordable primary and secondary healthcare in Tier-II and Tier-III towns.

Vaatsalya: a very solid business model

In the initial years, Dr. Ashwin burned his hands and learned his lessons. What he started with is

very different from what the hospital is doing today. During this journey he has been fine-tuning

his model and today he has a model that can be executed at any location, once the hospitaldecides to finalize it.

Hospitals arent build from scratch. Instead, an existing facility is identified in their target town,

acquired and then modified according to their requirements.

He does believe in using technology to carry out Vaatsalyas day -to-day activities, but we

consciously try to keep our equipment basic and not cutting-edge whenever possible. This helps

them to provide good healthcare facilities while keeping our pricing reasonable.

For creating a socially relevant and financially viable model for healthcare in India, Vaatsalya

was awarded the Porter Prize 2012.

Their unique business model fundamentally challenges the economic models in the healthcare

industry. The reason, I believe our model works very well is because we are focusing on Tier IIand Tier III towns and serving the majority, while all corporate hospitals are focusing on the

metro areas.

Actually, lot of doctors want to come back to smaller towns because they know their professional

growth will be slow in larger cities.


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His insights on building champions in the organization

Whenever we have a challenge. And we don't have a big challenge. We have small

challenges. For example, today our challenge is, "What is the ideal size of the bill we give it

to the customer?" One, it has implication on the cost front. Second, it should be informative.

We have identified a bunch of people who have completed certain number of years

irrespective of their domain or background - customer service, housekeeping etc. We give

that challenge to them. People come up with solutions. The authors of the selected solutions

become champions for future projects.

Right now we are putting together a process where every customer will get a call within 2 hours

of admission. Because we believe first few hours are critical. Getting that done is a major

challenge.

There has to be a back-office & a front-office etc. That is being run led by a person who is with us

for 3 years and he doesn't have that background. He is a doctor.

We have a monthly employee open house. This month we had a good suggestion from a

housekeeping person. He gets a certificate. His name will be in the newsletter.


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VAATSALYA HOSPITALS

All healthcare stalwarts underscore the importance of making healthcare more affordable andaccessible, but how many of them dare to address the lack of healthcare services in semi-urban

and rural areas? Not many! And thats why two doctor friends from Karnataka Medical College

(KMC), HubliDr Ashwin Naik and Dr Veerendra Hiremathhave come in the limelight for

setting up Vaatsalya Healthcare Solutionsa chain of hospitals in tier II and tier III cities.

Explains Dr Ashwin Naik, Founder and CEO of Vaatsalya, about the aim behind setting up the

social enterprise, While70 per cent of India stays in villages, healthcare services are

concentrated only in urban areas. To bridge this gap and make quality healthcare services

affordable and accessible in semi-urban and rural areas, we set up Vaatsalya.

They idea of catering healthcare to tier II and tier III cities, did not engender immediately after

graduating from KMC. Dr Naik went to the US for his Master's degree from the University of

Houston Texas followed by working in a leading genomics company in the US, while Dr

Hiremath graduated with a degree in Hospital Administration from PD Hinduja Hospital and was

working in Malaysia. In early 2004, when we both met after coming back to India, I proposed

the plan to Hiremath. He believed in it and we got started with Vaatsalya, says Dr Naik. By the

end of 2004, Vaatsalya was registered.

Rolling Out the First Centre

However, setting up low-cost hospitals in semi-urban and rural areas entailed multiple hurdles.

Initially, the challenges were financing, getting good clinical staff and establishing the proof of

concept. For financing, the duo was not sure of getting access to traditional meansventure

capital or bank debt. We tapped into our network of NRI contacts, who were from small towns

and believed in the potential of Vaatsalya. They provided the initial capital to set up our first

unit, informs Dr Naik. Getting local doctors to join a start-up and the first private organised

entity in that region was also an uphill task. The duo had to initially tap into their personal

networks to slowly build the team.

Based on this initial funding from NRIs, the first centre was rolled out in the outskirts of Hubli in

2005. What was the reason for choosing Hubli, a regional town and one of the fastest developing

industrial hubs in Karnataka? The group felt that Hubli, which was devoid of good healthcare

facilities, could be an ideal testing ground for the innovative business model. The first centre

started with gynaecology, paediatrics, surgery and general medicine along with diabetes care and

physiotherapy, informs Dr Naik.


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Building an Empire

Once the first unit was commissioned, the group charted out an ambitious plan to spread its

tentacles. So, was expansion plan finalised before the first centre was rolled out? We had put

together a rough plan of establishing a network of hospitals and we did plan for growth, both

within the state and outside, from the very beginning, says Dr Naik. However, zeroing in on the

business model for expansion was crucial. It explored a slew of models in the beginning, ranging

from day care, OPD centre to 25-bed hospital. Eventually, it settled on the 25-40 bed hospital,

which it scaled up and now focuses on 70 beds in each hospital.

To expand its network, it soon received funding from social venture capital fundAavishkaar.

Thus, it established two more units in quick succession. Subsequently, it raised money from

Seedfund and Oasis Capital. The initial round was to expand the concept from one location to

two to three locations, and later rounds were to expand within the state of Karnataka and outside

it, says Dr Naik.

As of now, it has built 10 hospitals spread across Hubli, Gadag, Bijapur, Mandya, Hassan,

Mysore, Gulbarga and Shimoga in Karnataka and Vizianagaram and Narasannapetta in Andhra

Pradesh (AP). The centres are similar mid-sized hospitals with an average bed strength of about

70. Vizianagarama centre in AP is the largest centre with 122 beds, with 95 operational beds.

Innovative Model

One significant aspect of Vaatsalya is its low-cost business model which aims at providing highquality medical services at an affordable price. It attains its low-cost model by controlling cost to

the maximum and by optimum utilisation of resources. It uses a no frills approach and invests

only in high quality medical equipment relevant to the specialties which it specialises in

obstretics, paediatrics, surgery and medicine. Moreover, it does not invest in the land and

building, which is leased on long-term basis or partnership with existing nursing homes. On the

operational front, we have very high utilisation of our services which help us to further reduce

the cost of providing care, explains Dr Naik.

The cost of setting up a new centre comes to Rs two crore. Vaatsalya uses two strategies for

expansiongreen field and brown field. The ratio of green field to brownfield is the same. Says

Dr V Renganathan, Co-Founder & VP, Alliance, Vaatsalya Healthcare Solutions, In the green

field strategy, Vaatsalya rents a space suitable for a hospital, remodels it for hospital purpose,

recruits the doctors, and starts operating. In the brown field, its partners with an existing

hospital, which usually has one or more star medicos having a good practice and in which the

building is owned by the doctor(s). As part of partnering, the hospital is rebranded as a Vaatsalya


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Hospital. It took Vaatsalya three years to attain breakeven for its first centre in Hubli primarily

because it was still in the learning phase. Today, a new centre could breakeven in about

eighteen months, says Dr Renganathan.

While all Vaatsalya hospitals focus on the core specialities of gynaecology, paediatrics, general

surgery and general medicine, sometimes depending on the unmet needs of the local

communityspecialised services like dialysis, intensive care units, paediatric surgery,

diabetology and neuro-surgery are added to the service portfolio. The doctors range from full

timers to visiting consultants. All of them are local. Currently, all the 10 centres put together

witness three lakh foot falls in its OPD, annually.

Marketing Strategies

Since it is frugal with its budget for marketing, it does not engage in print or TV media. In fact,

we dont have a separate marketing department. The business development team assumes therole of marketing when needed. We rely on the word of mouth and we spend our money wisely

on health camps in and outside of the hospital. We think of innovative ways to serving the

community, even if we have no direct gains for us. Basically all our marketing activities are

about gaining or reinforcing the trust customers have in us, says Dr Renganathan.

It has partnered with Deshpande Foundation in their quest to improve healthcare in and around

Dharwad district of Karnataka. It is also partnering with nursing homes wherein the doctors

practicing in the nursing home join Vaatsalyas team and help expand the services offered. This

helps the doctors to focus on their clinical practice, while we take care of the administrationpart, says Dr Naik.

The Impact

The hospitals have made tremendous impact. Vaatsalya opened its first NICU unit in Gadag with

just two beds some four years back. Today, the hospital in Gadag has 10 NICU beds, while there

are about 70 NICU beds in the entire network, which are nearly full all the time. Prior to

Vaatsalya, only a mission hospital in Gadag had a few NICU beds and thats for the entire

district with a population of one million population. People had to take their ailing newborns to

Hubli for treatment. The NICU charges in Hubli were high in addition to cost of transportation

and more importantly the time lost is a critical one. The first 24 hours of a neonate are critical

particularly, when they are pre-mature. Vaatsalyas NICU in Gadag has saved many newborns,

informs Dr Renganathan.

Similarly in Bijapur, the group started the first multi-specialty hospital of the district with a

dialysis centre. Prior to it, people had to travel to Solapur, which is 120 km from Bijapur. Our


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charged are 25 per cent less than Solapur and in addition, the patients save other incidental

expenses when seeking care in Solapur, says Dr Renganathan.

The Edge

Vaatsalyas efforts to take healthcare to the rural hinterland has received acclaim and it hasbeen

bestowed with a slew of awards, ranging from Frost & Sullivan India, Excellence In Healthcare

Award, 2010, Rashtriya Samman Puraskar in 2010 for outstanding contribution in healthcare

sector, Sankalp Award for Social Entrepreneurship in 2009 for healthcare inclusion, LRAMP

award for grassroots innovation in 2008 and Business In Development Challenge India, 2007.

According to the founders, the reason Vaatsalya has been a resounding success is not because of

the range of services that it offers. In fact, in many centres it offers similar core services that

other hospitals in that area provide. The differentiator is that we are assuredly customer centric

compared to other hospitals. We overlay these services with a few specialised services such asNeonatal ICU (NICU), ICU, and dialysis centres, says Dr Renganathan. Also, it keeps its prices

affordable and transparent. We dont overcharge because we have captive customers and they

have nowhere else to go, adds Dr Renganathan.

Planning for 60 Hospitals

Spurred by success, this Bangaluru-based company has devised an ambitious plan of taking the

count of hospitals from 10 at present to 60 spread across five states in the next three years.

However, our current target is in the range of 30-40 units across three to four states. This is

partly due to increasing size of our hospitals and due to our capability to expand into services

other than the core services, says Rocky Philip, Co-founder and VP-Business Development and

Marketing, Vaatsalya. It has started two units in AP and has plans for eight more in the state.

Our foray into Maharashtra would be from the next financial year. We would first start with

Nagpur, says Philip.

At this moment, it is involved in one more round of funding for spreading its tentacles outside

AP and Karnataka. However funding, unlike before, is not a hurdle anymore. In May, 2009,

Vaatsalya announced funding from Oasis Fund and Seedfund to expand hospital network across

India. The investment was led by Oasis Fund, a Luxemburg-based investment fund with asuccessful track record of investing in emerging enterprises across the world. Existing investor,

Seedfund also participated in this round of funding. To a great extent, it has also surpassed the

other obstacle of getting good clinical acumen. We identify doctors who are from the region or

town in which we are setting up hospitals, who might have relocated to bigger towns for

professional reasons. Young doctors across the country want to go back to their communities,

rather than compete in a crowded space in the metros, says Dr Naik.


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Exploring Newer Business Models

With an endeavour to reduce maternal mortality and at the same time decrease the overall cost of

pregnancy care in villages, the group is foraying into birthing centres. As of now, two centres are

in the pipeline, costing Rs 10 lakh to Rs 12 lakh per centre. The first birthing centre is coming up

at Kotumachigein Gadag district and is located around 20 km from the Gadag town. The birthing

centre is spread over about 1,500 square feet and will have a labour room for two deliveries. The

delivery will be attended by a midwife. There is also an antenatal programme consisting of

consultations, diagnostics, and medicines. The first centre is slated to be operational in the next

two months.

Vaatsalya has also devised a micro-insurance scheme, for which it was seeking grant from the

Microinsurance Innovation facility, ILO, Switzerland. This insurance scheme leverages

Government's affordable scheme (Rs 450 for an APL family of five members and Rs 150 in the

case of BPL family), but adding discounted out-patient services such as doctor consultations,

diagnostics and drugs. This proposal was one of 10 finalists (only one of two from India) out of

100 proposals submitted internationally to Microinsurance Innovation Facility, ILO, informs Dr

Renganathan. With Vaatsalya failing to get the grant from ILO, it plans to find other resources to

launch this product.

The courage to reform coupled with ambitious plans and innovative ideas could surely change

the healthcare landscape of rural India.

When youre working in a big hospital in a larger city, you remain a junior doctor assisting thesenior ones. Like everyone, doctors too want growth in their career but in spite of gaining a good

amount of professional experience, they have to assist their seniors and hence their professional

growth may not be as fast as it would be in some other sectors.

To attract good quality doctors at Vaatsalya, first they try to find their itch and then provide them

with strong incentives to join their team and help them in realizing their mission.


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LEADERSHIP ANALYSIS

Since Leadership is The ability to influence a group toward the achievement of goals Dr Ashwin

Naik can be termed a leader as he has the lead the way his unique chain of hospitals vaatsalyawhich provides quality healthcare to tier-2 and tier-3 city residents at a minimal price has

motivated many doctors to come back to their communities and serve them also the doctors dont

face the high level of competition they usually face in the big cities

Some of the Leadership Traits that Dr. Ashwin Naik Posses :

He was full of Ambition and energy as he had the concept already in his mind while

he was studying, also while after he has established 18 hospitals in the country he

intends to grow further and has planned for 60 new hospitals and after Andhra and

Karnataka wants to establish hospitals in Maharashtra as well, the success of his

organization has very much to do with his energy levels, as he is closely involved

with every unit and has been personally been involved in setting up of each unit he

still caters to every problem the hospital faces and works upon it tirelessly to solve it

as soon as possible

The desire to lead has been present in him from the beginning as he took this unique

initiative of opening chain of hospitals which provides quality healthcare to tier-2 and

tier-3 city residents at a minimal price While70 per cent of India stays in villages,

healthcare services are concentrated only in urban areas. Bridging this g this gap and

making quality healthcare services affordable and accessible in semi-urban and ruralareas was an innovative approach towards healthcare in india and Naik was the

pioneer of the concept

Ashwin Naik is nowhere short on Self-confidence as what he started was a risky

initiative and prior to this no such effort on this scale had ever been put up. Also he

had to face many challenges like getting accustomed to the beliefs and practices of

the rural people, the organization was short on budget and yet he was sure of

providing a better healthcare to the poor people

Ashwin Naiks Intelligence is also obvious from the fact that he chose Healthcarefor-profit enterprise instead of not-for-profit Its easier to start a non-profit

company but very difficult to sustain it and make a significant impact. While

developing the business model by studying the market, he realized he had to makeVaatsalya a for-profit company to be able to sustain ourselves in the long run, so that

he can fulfill his aim of providing healthcare at nominal prices to the people.


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Dr. Ashwin Naik always had the job related knowledge as he earned his MBBS from

Karnatak Medical College and a postgraduate degree from University of Houston,

Texas. On top of that he has worked with hospitals and pharmaceutical companies

Job-relevant knowledge

The blake and mouton managerial grid

Dr. Ashwin Naik would get a score of about (6,4) on the managerial grid as he is more focused

on the optimization of resources to bring down the cost, because that is the essence of the

hospital, to provide good healthcare at minimal prices which means the operations of the

hospitals have to be efficient and cost effective

However, he has not neglected the employees, the employees are given profiles that are not

related to their background this goes as a challenge to them which keeps their job interesting and

dynamic, also employees are encouraged to provide solution to the problems and tackle problemson their own, an open house meeting is kept very month inviting suggestion from the employees

and good suggestions are rewarded

This essentially means he is more of a production oriented leader.


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REFERENCES

http://www.nagpurentrepreneurs.com/entrepreneur-interviews/ashwin-naik-vaatsalya-

interview Managing big bets: Dr. Ashwin Naik shares Vaatsalya experience by Dr. Vinay

Dabholkar, President, Catalign Innovation Consulting

http://www.changemakers.com/users/ashwin-naik

http://healthcare.financialexpress.com/201012/market08.shtm
http://www.nagpurentrepreneurs.com/entrepreneur-interviews/ashwin-naik-vaatsalya-interviewhttp://www.nagpurentrepreneurs.com/entrepreneur-interviews/ashwin-naik-vaatsalya-interviewhttp://www.nagpurentrepreneurs.com/entrepreneur-interviews/ashwin-naik-vaatsalya-interviewhttp://www.nagpurentrepreneurs.com/entrepreneur-interviews/ashwin-naik-vaatsalya-interviewhttp://www.nagpurentrepreneurs.com/entrepreneur-interviews/ashwin-naik-vaatsalya-interviewhttp://www.changemakers.com/users/ashwin-naikhttp://www.changemakers.com/users/ashwin-naikhttp://healthcare.financialexpress.com/201012/market08.shtmhttp://healthcare.financialexpress.com/201012/market08.shtmhttp://healthcare.financialexpress.com/201012/market08.shtmhttp://www.changemakers.com/users/ashwin-naikhttp://www.nagpurentrepreneurs.com/entrepreneur-interviews/ashwin-naik-vaatsalya-interviewhttp://www.nagpurentrepreneurs.com/entrepreneur-interviews/ashwin-naik-vaatsalya-interview

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