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HOW WE THINK

OUR APPROACH

For more than two decades, Dr. Reddy’s Foundation has been working relentlessly to find sustainable solutions to problems related to education, employment and livelihoods. With some invaluable partnerships – both technical and financial – we have supported about four lakh young people over this period, thereby underlining to us the power of collaboration.

We also realized that if we are to meaningfully transform and meet the adaptive challenges, we need to first understand the complexity of the issue through collaborative inquiry.

COLLECTIVE PROBLEM INQUIRY

Collective Problem Inquiry underlines our approach and how we propose to integrate it in our work. At the heart of the CPI approach, is the need to analyse and define the problem sharply.

Our aim is to collaborate to get a better grasp of the issue and promote the sharing of learnings and experiences with one another. We are excited to collaborate on understanding the problem, even as each group or individual explores various possible solutions. The emphasis is on developing a shared understanding of the problem along with agreed success metrics, to help us create a deeper collaboration around resource pooling, operational synergy and policy advocacy.

THE MINDSET FOR COLLECTIVE PROBLEM INQUIRY

STEP 1

DEFINE THE PROBLEM SHARPLY.

The challenge that we need to overcome is the well recorded fact of action bias towards solutions rather than collectively developing a deeper understanding of the problem. We tend to create perceptions of the problem based on memory or experience which makes it difficult for us to later redefine it.

STEP 2

CREATE ALIGNMENT WITH STAKEHOLDERS ON SHARP PROBLEM DEFINITION

It is critical to finding impactful solutions. Without rigour and alignment at the problem definition stage, we are likely to miss opportunities, use resources sub optimally, and pursue initiatives that are not aligned with strategies.

STEP 3

AGREE ON WHAT SUCCESS LOOKS LIKE BEFORE DIVING IN OT FIND THE SOLUTION

Most of the time the efforts are not impactful, partly because we have not defined what success looks like or having defined success we are not aligned.

STEP 4

ESTABLISH MECHANISMS FOR CONTINUOUS SHARING AND LEARNING

It will enable us to continuously learn and refine the solutions. The exchange of divergent approaches and ideas also help build trust, collective memory and wisdom.

CASE STUDIES

GROW

The core focus is on providing young people with livelihood and employment opportunities through quality skilling and mentoring, while also emphasizing the need to break attitudinal barriers towards disabled youth and starting the journey for a rewarding career.

GROW is a comprehensive program, and is developed after a careful study of the gaps in assessment, curricula delivery, resource materials and trainers. Its emphasis is on ‘Core employability skills’ and assures each aspirant a better entry-level job, provided they are willing to put in the efforts to learn better skills.

The GROW team invests time to understand employers’ perspectives and supported by technology encourages a transparent match making of candidates with job roles based on their post training assessments. The effort is to ensure a monthly salary of more then INR 10,000 at entry level and starting the journey for a rewarding career.

MITRA

MITRA is working on a process of selecting and developing ‘right fit lead farmers’. The core of the model is to have lead farmers who can , without monetary incentives, nurture fellow farmers to deliver the extension services to them and provide informal trainings and demonstration support.

The farmer to farmer extension approach will have multiplier effects and better leverage the public extension system. Improved access to agri extension services by small & marginal farmers will reduce the cost of cultivation, improve the yield & provide better economic returns.

It is designed to be a sustainable model that is low cost, impactful and replicable.

RESOURCES

The Padma Bhushan – the third highest civilian award by the Government of India on July 21, 2015
The Lifetime Achievement in Health Award by the Asian Voice, London in 2012
Leadership and Innovation in 2005
The Hall of Fame Award for Entrepreneurship
The PadmaShri by the Government of India in 2001
The Achiever of the Year Award by CHEMTECH Foundation in 2000
The Ishidate Award for Pharmaceutical Research by the Federation of Asian Pharmaceutical Associations in 1998
Sir PC Ray Award (conferred twice, in 1984 and 1992)
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