Case Study: Analyzing Indus Hospital's Leadership and Growth

This case study examines the Indus Hospital, a free healthcare provider in Pakistan. The analysis begins with the hospital's background, highlighting its origins in the 1980s and its mission to provide free medical services to the poor. The case identifies key problems, such as the lack of a strategic growth plan, insufficient investment, and inadequate staffing. The hospital's mission and vision are presented, emphasizing its commitment to excellence and community outreach. The study then explores the need for a proper business model and discusses the importance of an experienced leadership business model. The predicaments, including inconsistencies in staff salaries and patient accommodation issues, are analyzed. The study concludes with a proposed action plan, including gathering funds, expanding facilities, and training staff, along with an implementation schedule and assessment plan.

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CASE STUDY
Name of the Student
Name of the University
Author’s Note

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Step 1
a. The background of Indus Hospital suggests that during the 1980s, a Patients Welfare
Association was created by the medical students of Dow medical college in Karachi so
that they could raise funds for poor patients in civil hospital during a terrorist bomb blast.
The association was led by Abdul Bari Khan who collected more funds to make a blood
blank in the civil hospital.
b. He arranged for funds from wealthy Pakistani industrialists and took many charitable
initiatives. This made Dr. Zafar Zaidi, the medical director of Indus Hospital believe that
Bari’s vision can be supported by Pakistan’s philanthropist.
c. The information is certain because Indus hospital started its construction in 2005 after
donations from financial networks (Arnquist & Weintraub, 2012).
Step 2
a. The problem with this hospital was due to the leaders because they did not create a
written strategic growth plan, which gave the details about the process. They did a review
every year to find if it needed any facilities but due to the lack in investments and
staffing, they refrained from allowing suggestions about installing new machines.
b. They also turned down offers from other donors saying they do not have investments.
Some patient complaint that hospital had no facilities for obstetrics and the emergency
department was small to allocate many people.
Step 3
a. The mission of the hospital was to provide health and excellence to poor people free of
charge by unconditional medical services to please the almighty.

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b. The vision of the hospital was indicated that the hospital was a state of art tertiary care
center that was for the public without any charge. The people who provided care were
expatriate and local professionals by following good clinical practice including
innovation and research. The hospital will also have community outreach programs for
early detection of disease and community involvement.
Step 4
a. This hospital required a proper business model so that the operations could go on smooth
without any delays and obstructions.
b. The healthcare deliver model needed to be implemented after the leaders of Indus went
abroad to study epidemiology. The experience leader business model is needed for this
hospital because it focuses on managing high patient volume.
Step 5
a. The predicaments in this hospital plan was that they were not doing anything for the
growth limiting factors.
b. They were not paying the market rate salaries to the staff, which retained the hiring of
qualified staff. This showed an inconsistency in the recruitment of staffs because later on
they starting paying according to the market rate.
c. The goal was to find people who want to help others but it came between performance
and quality of hospital.

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Step 6
a. criteria chosen for choosing action alternative is the accommodation of all patients in the
hospital as the patient volume was increasing and they were unable admit them due to
less space.
b. The feasible alternative for this issue was to gather more funds to expand the area as well
as increase facilities and hiring more staff.
c. The probable consequence would be shortage of funds.
d. A course of action would be to train more staffs for the pressure and burden.
e. An implementation schedule will consist of a timeline that includes the necessary
changes with the required capital.
f. A plan for assessing the action will be to recruit a quality team who will evaluate the
changes during the process (Akinci & Patel, 2014).

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References
Akinci, F., & Patel, P. M. (2014). Quality improvement in healthcare delivery utilizing the
patient-centered medical home model. Hospital topics, 92(4), 96-104.
Arnquist, S., & Weintraub, R. (2012). The Indus Hospital: Delivering Free Health Care in
Pakistan. Retrieved 31 March 2020, from https://www.globalhealthdelivery.org/case-
collection/case-studies/asia-and-middle-east/the-indus-hospital-delivering-free-health-
care-in-pakistan