Over the course of the last 20 months, Dakshas has grown six times. And this seems impressive. However, when we pause to examine Dakshas’ impact in the context of the problems faced by the health sector today, we fall short. Approximately 55 million Indians become poor every year due to healthcare expenses. Dissatisfaction and conflict has reached alarming levels. So much so that some medical students now opt for non-clinical careers to avoid patient contact — something unheard of when we were medical students.
On mulling over the problem, we realised that the solution lay in ‘growing the idea, not the organization.’ For, ideas scale faster; can turn viral; and achieve the impact an individual organization may only dream of.
To fuel exponential growth, we made three fundamental changes in our orientation:
1. We inverted the organogram
This resulted in the frontline team members, who actually deliver the services, residing at the top of the chain. Those they report to only act as resources to enable frontline performance.
2. We adopted fractal-based growth
Within our service arm, every individual and resource will be encouraged to replicate itself. Growth will no longer be considered additive or linear, but mutliplicative and exponential.
3. Most importantly, we also envisaged that Dakshas will become a product
A product that can connect a marginalized patient to a healthcare provider who has free time or a resource. This will allow Dakshas to link NGOs with healthcare providers who can spare free capacity. It will open up the health system for poor patients who cannot afford care. It will allow healthcare partners to earn variable cost against their free capacity. However, as a policy, it would not reinvent resources.
Dakshas has set in motion a process that has the strength to encourage stakeholders to realign from competition to collaboration, ensuring that Universal Healthcare is within our grasp.