Latest news with #SurinderSingh
Mint
30-05-2025
- Health
- Mint
Innovative Healthcare: The Synergy of Technology and Business Operations
The global healthcare sector stands at a crossroads. Rising costs, inequitable access, and inconsistent outcomes persist even as technological advancements promise solutions. Yet innovation in healthcare isn't merely about adopting cutting-edge tools—it demands reimagining systems through a lens of human-centered design, strategic collaboration, and measurable impact. Optum India, a global capability center of UnitedHealth Group, a Fortune 4 company, exemplifies how organizations can fuse technology, operations, and empathy to create connected, outcome-focused ecosystems. An interesting conversation was led by Gautam Srinivasan where the leaders from Optum India, discussed how they are fostering innovation to enable a more responsive, insightful, and inclusive health care ecosystem. Rohit Agarwal , Senior Vice President – Transformation, Innovation and Enablement , Senior Vice President – Transformation, Innovation and Enablement Abhishek Kumar , Senior Vice President – Operations , Senior Vice President – Operations Surinder Singh , Senior Vice President – Operations , Senior Vice President – Operations Madhuri Raya, Vice President – Software Engineering Together, they delved into the pressing challenges that healthcare is currently facing, the crucial role that technology plays, and how the innovative culture at Optum is driving better care at a lower cost and on a larger scale. Healthcare's "triple aim" framework—reducing costs, expanding access, and improving outcomes—remains a universal challenge. Healthcare expenditure is further compounded by fast-growing aging population and increasing administrative complexities. Meanwhile, rural and underserved communities globally face persistent access gaps. Telehealth emerged as a lifeline during the pandemic, yet questions linger about equity and quality. Surinder Singh underscores that outcomes hinge on timely interventions, data-driven protocols, and continuous monitoring. 'Technology enables real-time management of adherence and outcomes, but its potential remains untapped without systemic alignment,' he notes. The lesson? Siloed solutions fail; integrated strategies that address all three pillars simultaneously are non-negotiable. At its core, healthcare thrives on the clinician-patient relationship. Yet physicians are often burdened with administrative tasks, diverting time from patient care. Abhishek Kumar highlights the shift to value-based models as pivotal to solve these challenges: 'Systems, billing, and tech must empower clinicians, not burden them.' Kumar further added, 'This requires redefining workflows. Automation tools that streamline documentation, coupled with interoperable platforms, can free clinicians to focus on empathy-driven care. The result? Enhanced patient trust and better health outcomes.' Madhuri Raya emphasizes that technology's role is to 'simplify complexity, not add noise.' Remote monitoring, AI-driven diagnostics, and wearable devices expand access and enable preventive care. However, their efficacy depends on interoperability—a seamless exchange of data across platforms. Raya said, 'For us, technology is not about building another app! It's about connecting people to their care teams, payers to providers, and ultimately connecting a disconnected health system so that it works better for the people it was created to serve.' Optum's approach prioritizes actionable insights over data overload. For instance, predictive analytics identify high-risk patients, enabling early interventions. This aligns with Rohit Agarwal's vision of 'consumer empowerment through hyper-personalized care journeys.' Innovation cannot thrive in isolation. Rohit Agarwal outlines four strategic trends shaping Optum's roadmap: 1. Consumer Empowerment: Tailored care journeys using behavioral. 2. Wellness-Driven Models: IoT and real-time data for proactive health management. 3. Interoperable Platforms: Bridging claims, clinical care, and pharmacy systems. 4. Value-Based Incentives: Rewarding quality over volume. The iNNOV8 program at Optum embeds innovation into organizational DNA. Initiatives like Bright Ideas (crowdsourcing frontline solutions) and iFactor (a Shark Tank-style accelerator) foster agility. 'Execution at scale turns ideas into value,' Agarwal asserts. Breaking down silos between technology and operations is critical. Kumar advocates co-locating teams to foster empathy and rapid iteration. For example, the 'Sit with Ops' initiative at Optum allows tech teams to witness frontline challenges firsthand. This collaboration extends to capability mapping—streamlining processes from claims to clinical care. 'The closer the partnership, the better the outcomes in experience, efficiency, and cost,' Kumar explains. Innovation must deliver tangible results. Singh stresses metrics like adoption rates, Net Promoter Score, and ROI. 'If it doesn't improve experiences or outcomes, it's not innovation,' he states. Optum pilots solutions rigorously, scaling only those that enhance care delivery and operational efficiency. To future-proof healthcare, leaders must: Align Incentives: Define shared goals across tech and operations. Upskill Continuously: Invest in reskilling (e.g., Optum Tech University's agile and AI courses). Co-Create with Consumers: Use patient feedback to refine solutions. As Raya notes, 'Reskilling builds for tomorrow, not just today.' The future of healthcare lies in interconnected, patient-first ecosystems. Optum India's model—rooted in collaboration, empathy, and strategic innovation—demonstrates that systemic change is achievable. By prioritizing human connections alongside technology, organizations can deliver care that's not only efficient and affordable but profoundly humane. Watch the full discussion here.
Hindustan Times
30-05-2025
- Health
- Hindustan Times
Innovative Healthcare: The Synergy of Technology and Business Operations
The global healthcare sector stands at a crossroads. Rising costs, inequitable access, and inconsistent outcomes persist even as technological advancements promise solutions. Yet innovation in healthcare isn't merely about adopting cutting-edge tools—it demands reimagining systems through a lens of human-centered design, strategic collaboration, and measurable impact. Optum India, a global capability center of UnitedHealth Group, a Fortune 4 company, exemplifies how organizations can fuse technology, operations, and empathy to create connected, outcome-focused ecosystems. An interesting conversation was led by Gautam Srinivasan where the leaders from Optum India, discussed how they are fostering innovation to enable a more responsive, insightful, and inclusive health care ecosystem. The panel featured: Together, they delved into the pressing challenges that healthcare is currently facing, the crucial role that technology plays, and how the innovative culture at Optum is driving better care at a lower cost and on a larger scale. Healthcare's "triple aim" framework—reducing costs, expanding access, and improving outcomes—remains a universal challenge. Healthcare expenditure is further compounded by fast-growing aging population and increasing administrative complexities. Meanwhile, rural and underserved communities globally face persistent access gaps. Telehealth emerged as a lifeline during the pandemic, yet questions linger about equity and quality. Surinder Singh underscores that outcomes hinge on timely interventions, data-driven protocols, and continuous monitoring. 'Technology enables real-time management of adherence and outcomes, but its potential remains untapped without systemic alignment,' he notes. The lesson? Siloed solutions fail; integrated strategies that address all three pillars simultaneously are non-negotiable. At its core, healthcare thrives on the clinician-patient relationship. Yet physicians are often burdened with administrative tasks, diverting time from patient care. Abhishek Kumar highlights the shift to value-based models as pivotal to solve these challenges: 'Systems, billing, and tech must empower clinicians, not burden them.' Kumar further added, 'This requires redefining workflows. Automation tools that streamline documentation, coupled with interoperable platforms, can free clinicians to focus on empathy-driven care. The result? Enhanced patient trust and better health outcomes.' Madhuri Raya emphasizes that technology's role is to 'simplify complexity, not add noise.' Remote monitoring, AI-driven diagnostics, and wearable devices expand access and enable preventive care. However, their efficacy depends on interoperability—a seamless exchange of data across platforms. Raya said, 'For us, technology is not about building another app! It's about connecting people to their care teams, payers to providers, and ultimately connecting a disconnected health system so that it works better for the people it was created to serve.' Optum's approach prioritizes actionable insights over data overload. For instance, predictive analytics identify high-risk patients, enabling early interventions. This aligns with Rohit Agarwal's vision of 'consumer empowerment through hyper-personalized care journeys.' Innovation cannot thrive in isolation. Rohit Agarwal outlines four strategic trends shaping Optum's roadmap: 1. Consumer Empowerment: Tailored care journeys using behavioral. 2. Wellness-Driven Models: IoT and real-time data for proactive health management. 3. Interoperable Platforms: Bridging claims, clinical care, and pharmacy systems. 4. Value-Based Incentives: Rewarding quality over volume. TheiNNOV8program at Optum embeds innovation into organizational DNA. Initiatives like Bright Ideas (crowdsourcing frontline solutions) and iFactor (a Shark Tank-style accelerator) foster agility. 'Execution at scale turns ideas into value,' Agarwal asserts. Breaking down silos between technology and operations is critical. Kumar advocates co-locating teams to foster empathy and rapid iteration. For example, the 'Sit with Ops' initiative at Optum allows tech teams to witness frontline challenges firsthand. This collaboration extends to capability mapping—streamlining processes from claims to clinical care. 'The closer the partnership, the better the outcomes in experience, efficiency, and cost,' Kumar explains. Innovation must deliver tangible results. Singh stresses metrics like adoption rates, Net Promoter Score, and ROI. 'If it doesn't improve experiences or outcomes, it's not innovation,' he states. Optum pilots solutions rigorously, scaling only those that enhance care delivery and operational efficiency. To future-proof healthcare, leaders must: As Raya notes, 'Reskilling builds for tomorrow, not just today.'
News18
26-05-2025
- News18
Who Came Up With Operation Sindoor's Logo? Meet Lt Col Harsh Gupta, Hav Surinder Singh
Last Updated: The first visuals from the command centre of 'Operation Sindoor', released by the Indian Army HQ Operations room, also revealed the individuals behind the design of the logo. In early hours of May 7, Indian Defence Forces launched precision strikes at nine terror camps in Pakistan and Pakistan-occupied Kashmir (PoK) under 'Operation Sindoor" in response to the dastardly Pahalgam terror attack which claimed 26 lives. In a late night press statement on May 7, the Indian Defence Ministry said, 'A little while ago, the Indian armed forces launched 'Operation Sindoor' hitting terrorist infrastructure in Pakistan and Pakistan-occupied Jammu and Kashmir from where terrorist attacks against India have been planned and directed." Who Designed The Logo? The first visuals from the command centre of 'Operation Sindoor', released by the Indian Army HQ Operations room, also revealed the individuals behind the design of Operation Sindoor's logo. The credit for designing the logo goes to Lieutenant Colonel Harsh Gupta and Havaldar Surinder Singh. The logo is a poignant and symbolic image used by the Indian Army. It features the words 'OPERATION SINDOOR" written in block letters. The key symbolic element is that one of the 'O's in 'SINDOOR" is depicted as a bowl of vermilion. Some of the red powder is shown as having spilled over or scattered, resembling spattered blood. Sindoor, or vermillion, traditionally signifies the marital status of Hindu women, and its removal signifies widowhood. Therefore, the spilled sindoor in the logo symbolises the lives lost and the grief of the women who lost their partners, while also conveying the message of 'justice served" and India's resolve in retaliation The letter 'O' in the operation's name, shaped as a bowl of red vermillion, evoked not just tradition, but also the raw emotions of passion, power, and fury. What Is Operation Sindoor? India launched 'precision strikes" under Operation Sindoor on nine terror targets in Pakistan and PoK following the Pahalgam terror attack that killed 26 civilians. The strikes killed over 100 terrorists including 10 family members of Jaish-e-Mohammed (JeM) chief Masood Azhar and four close aides. Targets included Jaish's Markaz Subhan Allah in Bahawalpur, Sarjal camp in Tehra Kalan, Markaz Abbas in Kotli, and the Syedna Bilal camp in Muzaffarabad. Lashkar's strongholds — Markaz Taiba in Murdike, Markaz Ahle Hadith in Barnala, and Shwawai Nalla camp in Muzaffarabad — were also hit. Hizbul Mujahideen's facilities at Makaz Raheel Shahid in Kotli and Mehmoona Joya in Sialkot were among those targeted. The strikes, carried out with surgical precision, mark one of the most significant cross-border counter-terror operations since Balakot. Why It Was Named 'Operation Sindoor'? The codename 'Operation Sindoor', under which India responded to the dastardly Pahalgam terror attack carried a message that was both emotionally resonant and symbolically heroic. Approved by Prime Minister Narendra Modi, the name was chosen to symbolically reflect India's response to the Pahalgam attack, keeping in mind the widows of the terror attack. Himanshi Narwal from Haryana, Aishanya Dwivedi from Uttar Pradesh, Shital Kalathiya and Kajalben Parmar from Gujarat, Sohini Adhikari from Kolkata, Pragati Jagdale from Maharashtra, Sheela Ramachandran from Kerala, Jennifer Nathaniel from Madhya Pradesh and Jaya Mishra were the women whose husbands were killed by the terrorists in Pahalgam. It was Himanshi Narwal, married for just six days, kneeling beside the body of her husband, Navy officer Lieutenant Vinay Narwal, who became the face of the tragedy. Days later, Himanshi appeared paying tribute to her husband, but without the sindoor (vermillion) that shines on the forehead of married Hindu women. In the high-level meetings, the Prime Minister emphasised that the recent terror attack had deliberately targeted Indian men, leaving behind widowed women and broken families. Sindoor, or vermillion, traditionally signifies the marital status of Hindu women and serves as a poignant reference to the April 22 Pahalgam massacre, where terrorists targeted and killed men—some newly married—based on their religion. First Published:
Time of India
02-05-2025
- Time of India
Third grocery store robbery in a week alarms residents
Times News Network Ludhiana: In a disturbing trend that has shaken the city's business community, a wholesale grocery store in Ludhiana was robbed on Thursday night—the third such incident in just one week. Armed assailants looted Rs 2 lakh cash and injured a 69-year-old shopkeeper during the attack. The incident occurred at around 8.50pm at a store on Jassian Road, owned by Joginder Singh and his son, Surinder Singh, residents of the Durgapuri area in Haibowal. According to police, six robbers stormed the shop, two of them brandishing pistols and another wielding a sharp-edged weapon. "Minutes before the robbers entered, we had just counted the day's earnings—over Rs 2 lakh," said Surinder Singh. "While my father was outside, I was at the counter when four men barged in. Two pointed guns at me and demanded the cash. As we resisted, one of them fired a shot, but I ducked and escaped unhurt." by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like 10 Retirement Blunders to Avoid Fisher Investments UK Learn More Undo Joginder Singh, however, was not as fortunate. As the robbers attempted to escape, he tried to intervene and was slashed on the hand with a sharp weapon. One of the robbers, who was unarmed, was apprehended by a store worker during the chaos. Surinder added that the captured robber received a phone call from his accomplices moments later. "He told them that he had been caught and asked them to return, but they disconnected the call and fled," he said. Police arrived shortly after and took the suspect into custody. The incident was captured on CCTV cameras. The footage is being reviewed as part of the investigation. Although restaurants and eateries have been allowed to operate till 2am, grocery shops and general stores, which usually close by 10pm, are being targeted by miscreants. Pattern of Violence Third such attack in a week: April 30: Four armed men looted Rs 10,000 from a departmental store in Kitchlu Nagar. The couple running the store were threatened with a sharp-edged weapon. Police later arrested three suspects; one remains at large. April 25: Six masked robbers targeted a wholesale grocery shop near Jeevan Nagar. Although they threatened the staff with weapons, they managed to steal only Rs 4,000 as most of the cash had just been moved to a secure location. Grocery stores under attack - Jan 17: Unidentified miscreants broke into a wholesale grocery store at Kesarganj Mandi and decamped with Rs 50,000 cash. Store owner Jatinder Kumar said that the main shutter was locked and the accused entered the store from the rooftop by breaking the gate on the terrace open - Jan 22: Miscreants allegedly threw a chemical on the shutter of a medical shop on GT Road in Khanna. Store owner Rajnish Wadhwan said that he found the CCTV cameras turned off - April 14: Khanna police arrested seven members of a robbers' gang and recovered three country-made pistols, nine live cartridges, five magazines and two motorcycles from them. Police said that the accused attacked a grocery store and fired in the air before escaping on April 8 Police Response Additional Deputy Commissioner of Police (ADCP-1) Sameer Verma confirmed that an FIR had been registered in the latest case. "Raids are underway to apprehend the remaining suspects. We are also analysing CCTV footage and phone records," he said.
India.com
24-04-2025
- Politics
- India.com
This actress gave competition to Aishwarya Rai, Madhuri Dixit, worked with Shah Rukh Khan, quit acting and left the country due to..., her name is...
Amritsar (Punjab) [India], April 24 : Following the deadly Pahalgam terror attack, the Indian government's announcement of the immediate closure of the Attari Integrated Check Post and an ultimatum of a 48-hour deadline for Pakistani nationals under the SVES visa to leave the country has left many with disrupted personal plans, including weddings and family reunions. In the aftermath of the Pahalgam teror attack, a Pakistani citizen was seen crossing back to his country via the Attari-Wagah border. Speaking with ANI, he said, "We came here just for sightseeing." Shaitan Singh, a Rajasthan citizen, who was scheduled to cross the Amritsar's Attari border to enter Pakistan for his wedding today, told ANI, " What the terrorists have done is wrong... We are not being allowed to go (to Pakistan) as the border is closed... Let us see what will happen now." Surinder Singh from Rajasthan, who was scheduled to visit Pakistan today for a family wedding, said, "I was going to Pakistan today for my brother's wedding, but it will be postponed now. My grandmother and her four sons stay in Pakistan, and her one son stays in India. The attack on tourists (in Pahalgam) was very wrong." The Union Government yesterday announced that the integrated checkpost at Attari will be closed immediately. Those who have crossed over with valid endorsements may return through that route before May 1, the attack, India took strong countermeasures against Pakistan for its support of cross-border the CCS meeting, chaired by Prime Minister Narendra Modi, in the presence of Union Home Minister Amit Shah, India decided to hold the Indus Waters Treaty of 1960 in abeyance until Pakistan credibly and irrevocably abjures its support for cross-border has also decided to close the integrated Attari Check Post with immediate effect. Furthermore, the country has decided to cancel any visas issued under the SAARC Visa Exemption Scheme (SVES) and has ordered Pakistan to leave the country within 48 declared the Defence/Military, Naval, and Air Advisors at the Pakistani High Commission persona non grata and ordered them to leave India within a a security measure, India has decided to withdraw its own Defence, Navy, and Air Advisors from the Indian High Commission in Islamabad. These posts in the respective High Commissions are deemed annulled. Five support staff of the Service Advisors will also be withdrawn from both High overall strength of the high commissions will be reduced to 30 from the current 55 through further reductions, effective as of May 1, Secretary Vikram Misri announced the decisions in a press briefing on Wednesday after the CEC meeting.
