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Forbes
2 days ago
- Health
- Forbes
The Future Of Healthcare Is Collaborative—And AI Is The Catalyst
Collaboration and AI in Indian health care A quiet revolution is underway in the heart of a radiology lab at Apollo Hospitals in Chennai, India. Artificial intelligence is scanning high-resolution images, flagging anomalies, reducing the time for diagnosis, and improving accuracy. But what makes this advancement so powerful isn't just the algorithm behind it. It's the collaboration between a hospital, a tech company, and a university that makes AI innovation sustainable, scalable, and relevant to India's complex healthcare landscape. Across India, a new model of digital health transformation is emerging, one where partnerships are as crucial as platforms. For a country grappling with massive disparities in healthcare access and delivery, this shift couldn't be more timely. These are the observations and conclusions from my peer, Dr. Priyanka Shrivastava, who is a Professor of Marketing & Analytics at Hult International Business School and an Executive Fellow at The Digital Economist. India's healthcare system faces deep challenges: a rapidly growing population, stark urban-rural divides, a chronic shortage of medical professionals, and overstretched public infrastructure. While the proliferation of health-tech startups has brought promise, much of the innovation remains confined to urban pockets or pilot projects. AI detects disease, streamlines diagnosis, and personalizes treatment. Tools like AI-powered nutrition coaches (HealthifyMe's Ria) and automated diagnostic assistants (such as those used by Aindra or Columbia Asia Hospital) are transforming the delivery of healthcare. Yet, these tools often encounter barriers due to a lack of interoperability, fragmented data systems, regulatory uncertainty, and resistance from overworked staff who fear that AI might be more of a disruption than an aid. Technology alone cannot fix healthcare. But technology plus collaboration just might. In a recent study, Dr. Shrivastava and her colleagues surveyed 300 healthcare professionals across 50 institutions and held in-depth interviews with doctors, technologists, and policymakers. The results were striking: institutions with strong cross-sector collaborations consistently showed higher and more sustained AI adoption. Three core insights emerged: Urban hospitals often have access to advanced technology and data, whereas rural clinics often lack even basic diagnostic capabilities. But when these entities partner via telemedicine links, shared platforms, or co-funding arrangements, AI can extend its reach. For example, Apollo's AI systems, when linked with satellite clinics, enable faster referrals and better triage in underserved regions. Resistance to AI isn't irrational—it often stems from a lack of understanding. The study found that joint workshops, where doctors and engineers co-learned and co-created, built buy-in from healthcare workers. When staff are trained with the tools and understand how they were developed, they are far more likely to embrace them. AI isn't plug-and-play. It requires regular updates, feedback loops, and cultural alignment. Institutions that formalized collaboration through MOUs, shared R&D labs, or co-published studies were more likely to sustain AI programs over the long term. Apollo's AI-driven radiology initiative in Chennai is a textbook example. Faced with long diagnosis times and overburdened radiologists, the hospital sought a solution. Instead of simply buying an off-the-shelf AI tool, Apollo co-developed one with a university, providing algorithm expertise, and a startup delivering the technical infrastructure. Doctors and developers worked side by side. The result? Diagnosis time dropped by 30%, and accuracy improved by 15%. Radiologists weren't replaced—they were enhanced, with AI acting as a second pair of eyes. Continuous training and feedback ensured the system evolved with practice. This wasn't a one-off deployment. It was an ecosystem. And that made all the difference. While Apollo represents a private success, the public sector isn't far behind. India's eSanjeevani platform, which added AI-supported teleconsultation features during the pandemic, saw a 40% increase in rural usage. This shows that with the right support and scale, AI can democratize access to care. The National Digital Health Mission is another promising initiative. If executed well—with strong data privacy frameworks and open APIs—it can offer a common layer for innovation. Startups can plug into public records; government hospitals can access AI-enabled diagnostics; researchers can draw insights from anonymized data. But for this to happen, policymakers must prioritize collaboration frameworks just as much as digital infrastructure. As India enters a defining decade for health innovation, here are four actionable takeaways from the research: Tax breaks, innovation grants, and pilot funding for joint ventures in AI health can catalyze adoption. Startups gain credibility and scale; public hospitals get access to frontier tech. Set up AI literacy programs for frontline health workers. Encourage interdisciplinary training so doctors, nurses, and tech teams speak a common language. A national framework on health data interoperability is overdue. Without this, AI solutions cannot scale beyond one institution. Build trust through consent-driven, encrypted data-sharing norms. Mandate impact audits for all health AI deployments—measuring not just tech efficiency, but patient outcomes, staff satisfaction, and system-level equity. The most inspiring part of this story? AI in Indian healthcare isn't being driven solely by top-down mandates or Silicon Valley imports. It's being shaped organically by Indian doctors, engineers, policy thinkers, and entrepreneurs who are joining forces. This pluralistic model with many voices but one mission could well become a template for emerging economies around the world. In a landscape where access to a doctor can mean the difference between life and death, AI's potential is undeniable. But its success will depend on something far more human: our ability to collaborate. The most transformative technology for health care is not an algorithm. It is the alignment of purpose, people, vision, and AI through collaboration.
Business Recorder
3 days ago
- Business
- Business Recorder
Dubai: the new business school hub for international students
Pakistanis already know that if they want to start a business, Dubai is the place to be, in terms of free zones, tax benefits, access to other regional markets like Saudi Arabia, and the immense networking opportunities. Now experts are saying this journey could start as early as the undergraduate degree stage. Dubai is the place to be 'if you want an entrepreneurial career or a career that has anything to do with tech or innovation,' said Martin Boehm, Executive Vice President and Global Dean of Undergraduate Programs at Hult International Business School, which has campuses around the world and is known for its experiential approach to business education. Education expo in Dubai puts Pakistani universities on global map The emirate 'is becoming more global and an increasingly attractive hub for international students to pursue undergraduate studies,' Boehm told Business Recorder in an exclusive chat. Just last month, Dubai's Knowledge and Human Development Authority said there has been a 29% increase in the number of international students for the 2024-25 academic year compared to the year prior. A total of 42,026 students are enrolled at 41 private higher education institutions – the highest number to date. Of these, 37 are international campuses. Boehm believes this is because Dubai is seen as a tech and business hub ripe with opportunities. 'Dubai is very flexible if you want to start your own business or secure job opportunities. It is quite straightforward to secure necessary work permits, especially if you're already in the country, which obviously would be the case for students.' Ease of getting visas is a crucial aspect of attracting international students, especially as it is getting harder to do so in countries like the US. 'While visa regulation has not changed yet, the entire rhetoric in the market is that the US has become less welcoming for international students,' he noted. What's more, it is not only possible to find opportunities in the Middle East, but Dubai is also fast becoming a gateway to Africa, said Boehm. Until now, Hult in Dubai was catering only to postgraduate students, but it will be launching its undergraduate degree in September. Explaining what makes Hult's degree stand out, Boehm said not only are internships embedded into the program, most of Hult's faculty are accomplished senior executives 'with one foot in the corporate world.' 'So it might well be that in the morning, they're in the boardroom discussing actual challenges with their staff and colleagues, and then in the afternoon they pose a very similar challenge to our students.' Hult believes students learn by being exposed to real-world problems. It partners with companies to challenge students, who get the chance to present their solutions to them. Hult has worked with big names like Dolce & Gabbana, Ferrari and Unilever, and is looking to partner with consulting firm Accenture. Locally, it has worked with Dubai's port authorities. He added that if students are at a university that does not directly put them in touch with businesses, then they should 'make sure they reach out to the corporate world as soon and as much as possible in order to establish a network, and learn as early as possible what it means to work in business firsthand.' Hult also offers semesters abroad at its Boston, London, San Francisco and New York campuses and has 'rotation centers' Shanghai and Singapore for summer programs. The wrong perception While Dubai has international campuses of many reputable universities - the UK's University of Birmingham and Middlesex, and Australia's University of Birmingham - there is often a perception that it is the less academically inclined that attend college in the emirate. However, this is a myth that needs to be busted, according to Boehm. 'For us, the same admissions criteria apply independent of which location you're applying to. There's no question about that. With most of our key competitors, it's exactly the same.' According to him, this perception may have arisen because some universities 'had to be a little bit more pushy or generous with respect to financial aid in order to attract students to study' at first. However, he believes this is no longer the case as the campuses in Dubai are now thriving. And the government is playing its part too, with a 'more rigorous assessment process by the Ministry of Education in order to make sure that all institutions are meeting the same standards'. An 'excellent option for Pakistanis' Business Recorder also spoke to Eileen McAuliffe, Executive Vice President and Managing Director of EMEA at the Association to Advance Collegiate Schools of Business. She believes Dubai is an excellent option for students from Pakistan who are seeking globally recognized business education. Echoing Boehm's thoughts, she said Dubai's strategic location as a hub connecting Asia, Africa, and Europe provides 'unparalleled access to global networks and career opportunities.' According to her, many business schools offer programs tailored to the region's economic context while maintaining international standards. On top of this, cultural familiarity and geographic proximity can make for a smoother transition. She also said that the rise of the digital economy is influencing how business education is delivered and structured in the UAE: Schools are emphasizing digital literacy, e-commerce, fintech, and digital entrepreneurship to ensure students can thrive in a tech-driven global marketplace. When asked what Pakistani business schools can learn from Dubai, she said they can 'draw lessons in balancing global aspirations with local realities' by fostering partnerships with international universities, pursuing dual-degree programs, and expanding faculty exchange initiatives, while ensuring curricula reflect the socio-economic needs of Pakistan's diverse population. 'Dubai's success is partly due to close alignment between business schools and the UAE's national vision. Pakistani business schools can increase their influence by aligning more proactively with national development agendas such as Vision 2025, the Digital Pakistan initiative, and regional economic corridors,' she said. 'Business education should not only respond to market demand — it must help shape the future economy.' Copyright Business Recorder, 2025
Yahoo
13-02-2025
- Business
- Yahoo
Gen Z boss hits back over 'concerning' Aussie work trend: 'Sense of entitlement'
A "concerning" number of bosses have revealed their bleak perspective on the youngest workers and it's a worrying sign for Gen Z. The Hult International Business School found that 37 per cent of employers would rather hire artificial intelligence models over Gen Z graduates. The survey revealed how underprepared the youngest workers were after finishing university and trying to find a job in the real world. But Rachael Wilde, a Gen Z entrepreneur who owns cosmetics company tbh skincare, told Yahoo Finance that the older generations' perspective of young workers needs to change. "Yes, AI is changing how we work, but every generation has faced technological shifts," she said. RELATED Urgent warning for Aussie bosses over Gen Z rejection of Boomer work trend AustralianSuper under major scrutiny as $4.1 trillion industry faces big changes $6,548 Centrelink cash boost available for struggling Aussies "AI can absolutely automate tasks, but it can't replace human creativity, culture, or emotional intelligence—things that make a workplace thrive. If employers are struggling to hire and engage Gen Z, I'd argue that's more a reflection of their work culture than the generation itself." The Sydney-based boss has 22 employees at tbh skincare and 14 of them fall into the Gen Z category. She said in her experience, the youngest staff members are some of the "most driven, curious, and innovative people" she's ever worked with. Wilde had hit back against the Hult research, which also found that 45 per cent of employers would rather hire a freelancer or a retired former employee instead of a young uni graduate. A whopping 30 per cent said they would prefer to just leave the position unfilled. Shockingly, 98 per cent of leaders said their organisation was struggling to find talent, and 89 per cent admitted they would avoid recruiting people fresh out of tertiary study. "What concerns me is when businesses write off an entire generation instead of adapting their work environments to attract and retain young talent," Wilde told Yahoo Finance. "The companies that will win in the future are the ones that understand how to integrate both AI and Gen Z—because, frankly, they're better together."According to the survey, 60 per cent said the youngest batch of workers don't have any real-world experience, 57 per cent said Gen Z "lack a global mindset" while 55 per cent said they don't know how to work well on a team. They also complained Gen Z graduates did not have the right skill sets, lacked proper business etiquette, and it cost too much yo train them. For the companies that did hire a Gen Z worker in the past year, 78 per cent of HR leaders said they had already fired at least some of them. Recruitment expert Graham Wynn told Yahoo Finance he's seeing a lot of young people arrive into their first role with the wrong attitude. 'I think it's a worldwide problem. [There] is a sense of entitlement and more of a push of what's in it for them and work-life balance. I think that is basically what this problem is,' he said. Gen Z people who were also part of the same survey placed the blame on their education institutions for this bleak view of their generation. Interestingly, 77 per cent of young workers said they learned more in six months at their job than during the whole of their four-year degree. A whopping 85 per cent wished their university or college better prepared them for what workplaces are like and only 24 per cent said they had all the skills that they need for their current role. More than half complained that their tertiary education didn't prepare them "at all" for their job. Not only that, but young people leaving university are saddled with high student loans and many industries are offering salaries that some wouldn't even get out of bed for. Maddy Basham ripped into this issue when she saw an ad for a role paying $50,000 a year. 'Sick and tired of seeing the same job ads over and over again asking for an educated, experienced marketer and paying them f**king nothing,' the Gen Z Brisbane jobseeker said. She worked out that if she was working 40 hours a week, she'd be earning $24.04 an hour, which, at the time, was just slightly above the minimum wage. '[That's] for a job requiring a whole-ass degree and two years in job experience that … isn't even enough to pay back the HECS debt that I took out to go get that degree," she added. This is in stark contrast to some older generations who enjoyed free university education or wages that kept pace inflation. Morris Misel's job as a futurist is to look at what has happened in the past, what's happening now, and what things might look like as time goes on. He's seen many predictions over the years about how a certain technologies will ruin certain industries, and laments that every new generation entering the workplace has a very low standing in their older counterparts. Misel told Yahoo Finance that recruiting AI over an actual human likely won't play out well for bosses across Australia. "It concerns me because it shows that, firstly, employers don't really understand artificial intelligence, what it can do, or what it might be able to do," he told Yahoo Finance. "It's a knee-jerk reaction, and it also doesn't speak well to what Gen Z's are going to be, because in 2035, they will make up 20 per cent of the working population." He added that it's not a new trend for graduates to be underprepared for what life is like in the big leagues and the whole point of university is to give people an understanding of the job. The futurist admitted that AI will automate certain tasks in the future, and there will likely be a reshaping of workplace dynamics. But he ripped into the idea that a whole generation can be overlooked in favour of AI as ridiculous. "There are so many things that humans can do that technology and artificial intelligence won't do for a long time, if ever," he said. Wilde agreed with Misel that AI will definitely be a game-changer to the way that many of us work, but explained why Gen Z would be a better fit. "The key difference is that they're digital natives—they aren't afraid of AI, they're already using it to enhance their work," she said. "In our business, Gen Z employees are the first to adopt new tools, experiment with AI-assisted workflows, and use technology to make their roles more creative and strategic." She said the youngest workers of the world have a "level of cultural intuition" that AI can't match and a key understanding of digital trends, internet culture, and shifting consumer behaviours. Wilde believes this makes them "invaluable" in industries like marketing, retail, and tech. She added that Gen Z workers aren't afraid to question the status quo, something that can ruffle the feathers of older workers, but open the door to new ways of doing things. "That kind of thinking is what drives innovation. AI can optimise what already exists, but it can't break the mould," she told Yahoo Finance. "Employers who embrace these strengths, rather than resist them, will build more dynamic, forward-thinking businesses. AI is a tool, but Gen Z is the future workforce—so the real opportunity is in learning how to integrate both." Gen Z has copped a barrage of criticism for being job-hoppers who aren't up to the task of a regular 9-5. But Robin Boomer, senior director at Gartner, explained to Yahoo Finance that bosses need to adapt to this new way of working rather than make the youngest workers conform. "We need to prepare the organisation to be able to on-ramp those potential employees into meeting their potential, as opposed to moaning the state of readiness that they're coming to us with," he said. "Because that part can't be controlled for... We're just complaining about the level of capability that they're arriving with, but that's not doing anything to change the state of things and is ultimately making the cost of recruiting much more costly. Middle management expert Rebecca Houghton also told Yahoo Finance that young workers should be doing their bit to be as hireable as possible. "Make sure that when the machine comes and does it better, faster and cheaper, that you have something else to offer, and make it clear that you have something else to offer," she said. "Get on that bandwagon, re-skill yourself as the driver of the AI because you're the expert in the work."Sign in to access your portfolio
Zawya
27-01-2025
- Business
- Zawya
Etihad Credit Insurance hosts a workshop for companies selected to join Xport Xponential initiative
Etihad Credit Insurance (ECI), the UAE's federal export credit company, hosted a training workshop for the companies selected to join its strategic initiative, Xport Xponential. Held at the iconic Museum of the Future, the event follows the recent announcement of the selected companies participating in this initiative. The workshop witnessed the participation and attendance of local and international entities, including the initiative's 19 federal and financial partners, as well as the selected companies that have now become part of the program, with the aim of providing essential insights and tools to support their export journey. The workshop was also attended by relevant government representatives, a distinguished lineup of experts and stakeholders, and media representatives. The workshop commenced with opening remarks from H.E. Raja Al Mazrouei, CEO of ECI, during which she underlined how the Xport Xponential initiative seeks to create new opportunities for export, re-export, and foreign trade activities, positioning the UAE as a key player in global markets, and empowering local manufacturers and exporters to strengthen their growth. H.E. Al Mazrouei also highlighted the initiative's key offerings, such as a comprehensive suite of credit and financing solutions, in partnership with strategic partners from the public and private sectors, along with advisory support and access to a vast database, facilitating partnerships with potential buyers and importers worldwide. In her remarks, Her Excellency noted that the directives of the wise leadership and the UAE's national development strategies serve as roadmap for the Xport Xponential initiative. The initiative's goals, she noted, align with the economic objectives of the 'We the UAE 2031' vision, which aims to raise the GDP to AED 3 trillion, increase non-oil exports to AED 800 billion, and raise the value of the foreign trade to AED 4 trillion within the next decade. H.E. Al Mazrouei concluded by reiterating ECI's steadfast commitment to raising the competitiveness of domestic non-oil goods, which will help diversify the UAE economy and strengthen its competitive edge at both regional and global levels. As the workshop progressed, Dr. Yasar Jarrar, Managing Partner, Gov Campus, Author, and Professor (Hult International Business School), spoke about the growth trajectory of small and medium-sized enterprises (SMEs) in the UAE. Followed by a presentation from Mahesh Kumar, Vice President of Trade Finance at Emirates Development Bank (EDB), who delivered a session titled, 'Trade And Working Capital Products - Value Proposition.' During a virtual session, Haitham Al Khazaleh, Head Middle East and Africa, Director Public Sector Solutions at Swiss Re Management Ltd., highlighted the role of re-insurance supporting Export Credit Agencies. This was followed by a session on risk assessment of key export markets, during which Robert Besseling, CEO and Founder of PANGEA-RISK, shared insights on the Export Opportunity for the UAE. The sessions proceeded with Andreas Klasen, Strategy Advisor and Professor of International Business at Oxford HRA, addressing the audience about the importance of empowering global trade, and the role of ECAs in sustainable export growth. Shaima Alaydarous, Director of Negotiations and International Organizations Department at the Ministry of Economy, led a strategic discussion about the importance of Comprehensive Economic Partnership Agreements (CEPAs) in supporting exporters and importers in the UAE market, as well as strengthening the UAE's trade relations with key regional and global markets. Meanwhile, Thuraiya Hamid Alhashmi, Director of International Financial Relations and Organizations at the Ministry of Finance, pointed out the significance of Bilateral Investment Treaties, followed by a session on the legal aspects of trade, where Michael Morris, Partner at Clyde and Co. and Rebekah Jones, Senior Associate at Clyde and Co. discussed the legal challenges affecting international trade. In addition, Christopher Hanning, Head of Trade Asset Distribution at DP World Trade Finance, led a session titled 'Bridging the Trade Finance Gap the DP World Way,' followed by closing remarks from H.E. Raja Al Mazrouei to conclude the workshop. -Ends-
