The mission of the Aravind Eye Care System (AECS) is, simply put, to eliminate needless blindness. And since its founding more than 40 years ago, it has made that aspiration a reality for millions of people. One of the most successful examples of sustainable healthcare in the world, AECS is located in the state of Tamil Nadu in southern India. Through its network of hospitals, clinics, community outreach efforts, eye care product factories, and research and training institutes, AECS has treated more than 32 million patients and performed over 4 million surgeries. Whether it’s providing affordable eyeglasses to patients with minor eye conditions or performing cataract surgeries that restore sight, the vast majority of AECS outpatient visits and surgeries are provided free of charge or at a highly subsidized rate. AECS is able to make that happen through strict cost controls, standardization and very high patient volume: up to 1,300 surgeries a day. WDI’s partnership with AECS spans over 15 years and includes implementing more than 25 projects: from human resource management and governance structures to expansion through partnerships in northern India. Most of WDI’s engagement with Aravind has involved sponsoring and advising student teams associated with the Ross School of Business Multidisciplinary Action Project (MAP) program. Dr. S. Aravind, administrator at Aravind Eye Hospital and a Ross MBA alumnus, noted that since 1999 the organization has quadrupled in size. The rapid expansion has required a different leadership structure: moving from a centralized to decentralized model. As a result, fresh thinking and new approaches are just what the doctor ordered. “The U-M students who have worked with us have been immensely inquisitive. They’ve always come with a lot of energy, and they challenge our thinking,” Aravind said. “These students talk to different stakeholders who are much more open and more reflective with them.” WDI-sponsored MAP teams have worked with senior leadership to develop a roadmap for AECS’ growth. One such team analyzed how to integrate northern India hospitals into the broader system. Another developed a detailed recruitment plan and blueprints for building new training institutions. A third helped develop a framework to improve and measure processing performance — a model that is being adopted at a new hospital in Chennai. And yet another MAP team delivered a communications strategy and marketing collateral to showcase employee opportunities for professional development. The eye care system has plans to export its programs and services to another continent. “As we expand beyond India and venture into Africa, we may face challenges that could impede us in reaching our goals,” Aravind said. “We look forward to having a research organization like WDI trying to help us overcome those challenges. Together, we can make a difference.” Collaboration between the two organizations also has the potential to raise the profile of the Healthcare Initiative in the developing world. “Aravind is proof that it is possible to provide healthcare to the poor and to cover all of your costs,” WDI President Paul Clyde explained. “That reassures prospective partners — in India, Africa and Latin America — that our business approach to healthcare is anything but hypothetical.” Aravind Eye Care System Healthcare 25th Anniversary 31