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Kolkata, West bengal, India
Subhajit Mazumder works as a Management Consultant in the Business Advisory Services practice in the areas of strategy & operations of a Big 4 consulting firm. He is aligned to the Infrastructure, Industrial & Consumer products industry. Prior to this he worked with PricewaterhouseCoopers and IBM in the areas of business and IT consulting. He is an MBA from IIT Kharagpur and a Certified Supply Chain Professional designate from APICS, USA. He is a life member of Computer Society of India (CSI) and has been an elected Management Committee member of 2 CSI chapters in Kolkata and Bangalore in the past. He is also a member of All India Management Association (AIMA). He has published several papers in national and international conferences in the areas of supply chain and business technology organized by CSI, Business Process Council (an APICS affiliate) and IIM Bangalore. He has been invited to speak at a forum organized by Microsoft India. He has delivered guest lectures at Jadavpur University, IIT Kharagpur, ICFAI Business School – Bangalore and CSI chapters.

Sunday, December 18, 2011

Disaster or lack of discipline towards fulfilment of duties?

The recent AMRI disaster in Kolkata took a toll of almost close to 100 lives. AMRI is a renowned hospital in south Kolkata and had been operating for quite a number of years. Apparently, it was a modern state-of-the-art health care facility operated by professionals and managed by leading business houses of the city.

In short it belonged to the new-gen breed of hospitals, which patients and their family prefer over run of the mill government hospitals that do not appeal as much to the eyes, and in doing so, are ready to pay up a premium to the hospital.

In return the least expected from the hospital authorities is safe custody of their patients and to give priority to their patients over themselves while rendering services. However, in face of the disaster in the form of fire arising in the basement of the building, there was a complete collapse of the operations and governance of the hospital. Chaos and randomness rules those few critical hours when a structured and process-oriented decision making and actions could have at least saved a much larger number of patients.

Then started the blame game between the government authorities and the hospital authorities while relatives of patients stood stranded and dazed unable to fathom the loss in their lives.

When would this country rise up above the ordinary and be a safer country for its people? Repeatedly we seem to be committing the same mistakes. Poor governance (be it of a hospital or a blue-chip IT services company), lack of responsibilities defined  wherein the face of the organization seems to be completely paralyzed by such situations.

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