On running better healthcare business
Practical essays, frameworks, and notes for leaders and teams who want clarity, sharper thinking, and systems that scale.
The operation was successful but the patient is dead — A guide on balancing systems and outcomes
The companion piece to Let it run, this guide adds the critical counterweight: running a system is not the same as running it toward something. For hospital leaders, it covers Goodhart’s Law, Campbell’s Law on metric gaming, Deming’s drive-out-fear principle, Edmondson’s psychological safety, and Mauboussin’s skill-luck continuum — applied to healthcare.
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Let it run — An introduction to business systems for healthcare leaders
This is the fifth piece in a series on the business fundamentals of running a healthcare practice in India. To see the others, go to “Insights”.
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What is standing between your hospital and your next patient — A primer on marketing JTBDs for healthcare executives
This is the fourth piece in a series on the business fundamentals of running a healthcare practice in India. To see the others, go to “Insights”.
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“Who specifically?” — Segmentation, targeting, and positioning for healthcare operators
This is the third piece in a series on the business fundamentals of running a healthcare practice in India. The previous piece established the TAM, SAM, and SOM — how to size the market at each layer. This piece covers the strategy that sits between the SAM and SOM, and determines if the forecast holds.
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That Growth Tactic That Worked Last Time
Most practices have a list of things they do because they “worked once.” Very few have tested whether those tactics actually caused the result — or whether something else just happened to change at the same time. This piece is about how to tell the difference, with five rules for running experiments that actually teach…
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Your city is not your market: A healthcare operator’s guide to TAM, SAM, SOM
Simply put: A capital investment lacks viability without a strategic growth plan and clear understanding of market layers — TAM, SAM, and SOM.
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Why Most Leadership Teams Confuse Tasks With Goals — And Pay the Price
Leadership teams often fail due to a misunderstanding of work, confusing tasks with goals. Tasks are fully controllable actions, while goals depend on external factors. This confusion leads to misaccountability, poor morale, and ineffective strategies. Mature leaders differentiate between the two, focusing on learning and honest feedback to improve organizational execution.
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The Agentic Economy: How Business Models Will Change in 2026
The digital landscape is shifting from human-centric models to agent-centric architectures in 2026, marking the end of traditional SaaS and the emergence of “Service-as-Software.” Business resilience relies less on human interfaces and more on agent-driven outcomes, reshaping markets, pricing, and workforce structures in the autonomous economy.
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Catching the Vibe: A Strategic Guide to Vibe Marketing
The marketing landscape faces challenges from digital fatigue and consumer demand for connection. “Vibe Marketing” emerges as a strategic approach, combining human creativity with AI automation to create authentic brand experiences. This model shifts marketers’ roles from tactical managers to strategic architects, emphasizing emotional engagement and redefining success metrics, while prioritizing oversight to maintain authenticity.
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