Why synergy is the magic pill that can unlock Indian healthcare’s untold powers
As responsible stakeholders of a progressive society, we can either leverage this change, or surrender control to its whimsies (an approach that forebodes disaster no matter how you look at it). In all fairness, the healthcare sector has been making an honest effort to reap the benefits of this frenetic transformation by improvising, innovating and repositioning itself to the best of its abilities.
Synergy is defined by Harris and Moran as a cooperative or combined action, and occurs when diverse or disparate individuals or groups collaborate for a common cause and destiny. The express objective of Synergy is to increase effectiveness by sharing perceptions and experiences, insights, and knowledge.
If, on the other hand, we go by American Heritage Dictionary, we find that ‘synergy" is derived from the Greek world sunergos which signifies ‘working together’. Positive synergy has also been referred to as the ‘2 + 2 = 5’ effect. Operating on their own, entities tend to follow the standard rules of logic and generate four units of output. However, when they come together as a greater combination, their sub-systems find ways to tap into latent potential, producing five units of output.
Synergy is a powerful tool to not just make things work, but to reach one’s goals by consuming the least possible time, energy and resources (without sacrificing quality or quantity of output), or create additional value with existing resources. That is because synergy is ‘breakthrough oriented’ by its very nature. It is programmed to dissolve differences, break down silos and find common routes of forward motion. Which is why it is the perfect solution for the Indian Healthcare terrain, where the different arms - patients, providers, physicians, tech, OEM / Device manufacturers, employers, insurance companies, pharmaceutical firms, the public and the government – can work without central alignment.
Groups, teams and organizations that exhibit a higher level of synergy have traditionally stood a greater chance of success. By bringing together wisdom, experiences and concepts, they have been able to engineer creative solutions, take better decisions and even foster a culture of diversity, empathy and acceptance by engendering positive interpersonal vibes that didn’t previously exist.
• Analyse and apprise the landscape – both opportunity and pitfalls - clearly
and avoid the temptation to rush into ‘synergystic mode’. Synergy must
happen organically, it cannot be force-fitted.
• Don’t put the cart before the horse. Build a mindset and culture of synergy
first, across all tiers. This may involve drastic perception and behavioural
changes, so be prepared for it.
• Ensure sufficient motivation and incentive for all parties who are involved in the fray.
• Leaders must actively take up the responsibility of regularly educating and
mentoring stakeholders - and suggest up-skilling & re-training wherever
required – to ensure that participants ready to reap the benefits of the new
• Engage every stakeholder directly to ensure fair and universal
representation. Synergy doesn’t have impact if certain parties are dissatisfied
or have grievances that have not been attended to.
• Establish clear and adequate channels of communication across tiers and
levels to keep everyone on the same page.
• Ensure transparency at every stage to build trust – it is the glue that gives
synergy its durability.
• Plan to ensure that competencies and energies are put to best possible use.
• Review, revise and re-align at regular intervals to prevent derailment.
Purnika Anand : email@example.com
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