Mandeep joined GE Healthcare in April 2011 as Vice President for the Core Imaging business for South Asia. In this role he successfully led the transformation of the business into one of the fastest growing and most profitable entities. He assumed his current role of GM Global Commercial Excellence for the Core Imaging business where he has been responsible for driving global programs focused on pricing, share growth in indirect markets, and competency development. In his new position, Mandeep will lead the sales, government, indirect channel, ELS, operations and commercial excellence teams for the Healthcare business and will be responsible for delivering on the strategic objectives of profitable revenue growth, enhancing customer connect, and building commercial intensity towards driving a higher market share across all the customer segments. Prior to joining GE, Mandeep held various leadership roles encompassing business management and strategy development in leading global healthcare organizations and has worked across Asia Pacific, BRICS and the UK.

    1. What do you foresee as your biggest challenge in the new role as Chief Commercial Officer, South Asia?

      Each role brings its unique challenges and this one is no different. The biggest challenge I see for myself is to ensure that we gain market share and do so profitably. Each of our GE beliefs would be put to test in delivering this goal. As a team we need to demonstrate the highest level of customer focus, exhibit agility and ensure that we deliver results, consistently and predictably.

    2. What fresh ideas would you bring in to your new role?

      Quite honestly, I am not looking at jumping onto any conclusions and enforcing my ideas. We have a great team in place which is bubbling with enthusiasm and have a lot of ideas of their own. I see my role as helping them prioritize and focus. What we need is great execution and that would be by first area of focus. I quote her what Milan very often states: “Great execution and good strategy always trumps great strategy but good execution.” However, I must say that being from outside of the HCS business; I would bring the ability to look at things from a different perspective and should be able to challenge the team into thinking differently.

    3. According to you, which are the three key factors that make GE a leader in healthcare?

      It is never easy to shortlist or put a mantra for success in two or three statements. However, I can share some nuggets from my personal experience. Firstly, be prepared to take challenging assignments. That is absolutely key towards demonstrating the learning agility and potential of creating an impact even in the face of adversity. Secondly, and equally important, one needs to build a credibility about oneself within the leaders, peers and team members. This can only be done by maintaining the highest ‘say-do’ ratio and walking the talk. My last point is more of a personal belief and goal – be passionate about whatever you do and create an infectious enthusiasm around yourself.

    4. What role can GE play in taking the “Make in India” concept further?

      GE has already made some big and rapid strides in this direction. The formation of SHS would further boost the designing and manufacturing of products to meet the unique needs of our markets. I see in all this a different role for myself and my team – we need to ensure that we are able sell the value and unique propositions of these products to our customers, and in doing so, drive our volumes to not only support the current manufacturing plans but also set India as a hub of manufacturing.

    5. Do you have professional targets set for yourself? If yes, could you share with us?

      There are very plain metrics that I put in front of myself with respect to my professional career. I ask, is my learning continuing to grow? Am I continuing to add value to my team and build increasing connect with our customers? Do I stay deeply passionate about what I am doing. The rest follows these three questions.

    6. What is your mantra to run a successful team?

      The trick is to make sure that every member plays to their position. And there should be constructive dissent to bring out the best in everyone. There is no other way to win the game. This requires one to be a great coach and at the same time be trusting enough for empowering the team. I also did allude to the need of igniting passion and creating an infectious enthusiasm earlier. All said, I have a great team and I sincerely do hope that I am able to play my part.
Articles Archive
Ethical leadership
Mandeep's Profile
In the ever growing & crowded world of pathology laboratories + diagnostic centers & few national players, mini-chains of high quality laboratories, often present in just a few cities, are changing the rules of the game
A Leader should influence the team to ensure that right ethical decisions are made and should work towards ensuring such a culture is maintained across the organization
Live Twitter Feed
Video
Read Article
Did you find this article useful?
Please share your feedback by rating this article.


Rating Values:

1 - Poor | 2 - Fair | 3 - Good | 4 - Very Good | 5 - Excellent
Let the word spread: