Portrait Of An Indian CEO

What traits should a CEO possess to be succesful? Much depends on the environment in which his/her compny operates. Still, there are some qualities the CEO of every company in India had better possess if he hopes to go far.

What traits should a CEO possess to be succesful? Much depends on the environment in which his/her compny operates. Still, there are some qualities the CEO of every company in India had better possess if he hopes to go far.

Innovative Mindset

Patience

Global Outlook

Long-Term Vision

Know Thy Customer

Communication Skills

Shared Values

Networking Ability

Risk-Taking Ability

Agility

Humility

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Top 20 Global Indians in Technology

Dataquest zeroes in on a list of 20 Indian technology greats who are influencing the technology business globally; who are in position to influence how technology and technology business will shape up in the next few years.

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The Henry Ford of Heart Surgery

In India, a Factory Model for Hospitals Is Cutting Costs and Yielding Profits.

Dr. Shetty, who entered the limelight in the early 1990s as Mother Teresa's cardiac surgeon, offers cutting-edge medical care in India at a fraction of what it costs elsewhere in the world. His flagship heart hospital charges $2,000, on average, for open-heart surgery, compared with hospitals in the U.S. that are paid between $20,000 and $100,000, depending on the complexity of the surgery.

The approach has transformed health care in India through a simple premise that works in other industries: economies of scale. By driving huge volumes, even of procedures as sophisticated, delicate and dangerous as heart surgery, Dr. Shetty has managed to drive down the cost of health care in his nation of one billion.

His model offers insights for countries worldwide that are struggling with soaring medical costs, including the U.S. as it debates major health-care overhaul.

"Japanese companies reinvented the process of making cars. That's what we're doing in health care," Dr. Shetty says. "What health care needs is process innovation, not product innovation."

At his flagship, 1,000-bed Narayana Hrudayalaya Hospital, surgeons operate at a capacity virtually unheard of in the U.S., where the average hospital has 160 beds, according to the American Hospital Association.

Narayana's 42 cardiac surgeons performed 3,174 cardiac bypass surgeries in 2008, more than double the 1,367 the Cleveland Clinic, a U.S. leader, did in the same year. His surgeons operated on 2,777 pediatric patients, more than double the 1,026 surgeries performed at Children's Hospital Boston.

Read the full story by Geeta Anand appeared in the Wall Street Journal of dt. November 25, 2009.