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Coming on to planning which you mentioned as one of your biggest strength between 2001 and 2006. What were your plans before you started scaring which could be useful for other entrepreneurs because many companies there at scale. So actually between 2001 and 2006. I would say my planning was terrible and this is a lesson which I've had to learn later in my journey. In fact between 2001 and five. We had a little bit of Khichdi management, so we had four people making decisions at that point of time in the company, which actually was the biggest failure for the company because anytime, you know compromise and all these things are great. But as a entrepreneurial form what we most need more than anything else is decisive leadership. Sometimes the decisive leadership may be wrong, but it's very important of decisive leadership because when you have too many people too many cooks mixing the same bras you land up having a very confused. Strategy and that's what Metropolis had in the early years. So my natural instinct is to so I'll give you an example. I remember one of the four people came and said look we must do internationally and my immediate Natural Instinct was absolutely not because today we're such a young form. Number one. We are only in a few cities in India in those few cities in India. We are not leaders, you know, we are still developing our leadership in these markets to now go and start expanding internationally is a big mistake. Because that's two things one. You have defocusing yourself from your core markets and making sure your leader in your core markets and second you increasing the complexity in the business because even though you as an entrepreneur may see I can handle it all your team may not necessarily be ready to handle all the complexities that come out of an international business. So we were too young and too immature to actually look at an international expansion at that time. But even though I resisted it very strongly there was a majority vote out of the four and you know, And I had an internationally expanded and a lot of these bad decisions that were made early stages of the company landed up biting us. So badly that these I spent years between 2010 and 15 in cleaning up all these mistakes to still even recently last three years. I've spent in cleaning up some of these mistakes where we could have been much further ahead. If we had just learned how to say no and and often people think it's about saying yes, and I believe very strongly it's a lot about saying no, Because opportunities will keep coming good leaders are the ones who know which one opportunities to pick up and we're to say I don't want to do this opportunity because the cost of doing their opportunity May long-term be more expensive than you thought it was you have been very focused as an entrepreneur growing your diagnostic business and not stepping into other Healthcare business was for decision making or thinking behind that great question, you know, I mean a few years ago. I had a choice of saying that look, you know now we're established an Indian Healthcare. Let's get into other areas. It was very tempting people kept coming to us with opportunities get into Radiology get into Primary Care get into Pharmacy you get into this that excetera hospitals and I was very clear that either we be a specialist at what we do and we look at a larger this Canvas OR we stay in our home ground and we become a generalist where we get into many other health care areas. Right? And I took a decision to say look, I would rather be a specialist in a larger canvas rather than be a generalist. In my own home, you know time will tell what decision is better, but this decision was right for Metropolis at the time because Metropolis as a company is positioned to be damn good at what we do. We are always about the pursuit of Excellence. We are not the company who goes after volumes. We are the company that goes after being really good at what we do and therefore it was very important that our positioning Continuum about being a specialist where people are willing to pay us. That extra premium willing people are willing to take that extra effort to reach us because they know that what we're offering and the services we provide at that trustworthy and that authentic which I think when you're as a generalist, you may lose some of that positioning because then you're trying to go more after volumes in multiple businesses, which wasn't necessarily right for who people what are your next plans for Metropolis from 2019 to 2022. So we're at a very exciting thing. Is that because like I said, And 16 onwards has been a version 2.0. So just to give you examples of what that means in 2016 out of my top 25 people I change 22 and so you can imagine the craziness that happened in that year. I really wanted to build a good team. That was very Progressive forward-looking and that could take the company to the next level. So a lot of our effort in the last few years has gone about settling the new team getting them to move and really getting them aligned to the new aggression that we I need to pursue to reach the next level then the other things that happened was two thousand sixteen to nineteen. We are international business was 15% which we exited multiple geographies and we reduce the international business to seven percent so very consciously I let go of many businesses Revenue which were all profit-making because I felt it was not in alignment with our future vision of exactly where we want to go but the countries where we believe internationally that were good businesses and in alignment with the kind of Leti that we were looking for we can kept them and they are doing exceedingly well, but the businesses I believed were not good structure businesses. I exited them but I think you know we are today, you know leading in multiple cities in India. We want to continue to build that leadership position and increase our market share in some Focus cities. So we have about Five Focus cities that we're really driving hard and building dominant leadership there about eight cities out of total 200 that were present in which we call as are ceding cities in which I believe that we can become significant leader in the years to come. So we're investing a lot of time and effort and energy and really building out our infrastructure and capability in those markets and in the other markets where either you know, re-establishing ourselves or establishing ourselves stronger in the rest of the 200 cities. So I think India over the next five years, we will only get stronger because a combined with our organic strategy. We're also doing some very innovative business models plus Acquisitions that will make us even stronger leader than we are today. Along with that in the international markets that we've selected will be very focused, but we'll go deeper in the markets that were in we're already today, you know a significant leader in Africa and we want to expand that see quite well. So I think the next three years will be all about ethology and we just want to keep our Focus not try to do too many things. But just to what we're trying to do well and I think that's what we'll see Metropolis doing. I think post three years. We've seen a topless look at expansion into some other areas of healthcare. r as