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EVOLKO SYSTEMS: COVID-19 PANDEMIC AND BUSINESS MODEL

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Vania Sakelaris, Professor Bhagwati Prasad, Professor Michele McGowan, Aishwarya Athanikar, Sheetal Sippy, and Bhairavi Tamhankar
wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective
handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect
confidentiality.
This publication may not be transmitted, photocopied, digitized, or otherwise reproduced in any form or by any means without the
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Copyright © 2022, Ivey Business School Foundation Version: 2022-03-04
On March 26, 2020, as the global rate of COVID-19 infections continued to rise and many countries moved
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into lockdown status, Evolko Systems Private Limited (Evolko) began facing the most significant challenge
since its inception in 2007. With no effective treatment or vaccine currently available to guard against the
novel COVID-19 virus, it seemed clear to Amit Khare, the chief executive officer of Evolko, that there
would be no immediate end to the pandemic. Khare walked down the hall to his home office in San Jose,
California, to call into the senior leadership team’s virtual emergency meeting. During the call, an urgent
need was raised to identify how sales and marketing functions could proceed, and how to provide support
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to the thousands of patients and medical community partners in India through Evolko’s artificial
intelligence (AI) and machine learning (ML) health care solutions.
Two days earlier, on March 24, 2020, India’s government had imposed a countrywide lockdown, which
prevented Evolko from executing its physically interactive (which the company referred to as “high-touch”
given the many touch points) business model that relied heavily on in-person visits with clients. Evolko’s
platforms were developed to provide health care solutions to clients with heightened health risks. However,
the safety of Evolko employees also had to be considered. Many of them were required to visit hospitals for
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regular meetings with clinicians and patients. During the call, Khare challenged his leadership team to explore
ways to continue the business operations of Evolko’s online platform across India, despite the pandemic’s
impact on sales, marketing, implementation, training, use, and support. The senior team had to determine how
Evolko could continue operating its “high-touch” business model with little or no physical contact with clients.
EVOLUTION OF EVOLKO
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Khare began his career as a software development engineer at the Indian technology giant Uptron Systems
Inc. and later at the equally large HCL Technologies. After gaining experience in the technology industry,
Khare founded NexGen Software Inc., which was focused on document imaging products and services. He
eventually moved to the US-based Oracle Corporation and managed global software teams for twenty years
as head of the company’s software engineering division in Redwood Shores, California.
This document is authorized for educator review use only by Anh Pham, Other (University not listed) until Jun 2024. Copying or posting is an infringement of copyright.
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While working in the United States, Khare made frequent business and personal trips to India. On one trip in
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late 2000, Khare planned to meet with one of his high school friends, a medical doctor at a hospital in Uttar
Pradesh, one of India’s largest states. As usual, his friend was running late seeing patients. As Khare sat
patiently in the hospital’s waiting room and spoke with patients around him, he learned that people were
spending several hours waiting in these types of overcrowded spaces. His friend later confirmed that it was
common for patients to wait several hours in the hospital before seeing a doctor, and the eventual consultation
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typically lasted under two minutes.1 Commonly, three different patients were scheduled to see the same doctor
simultaneously, which could lead to confusion and potential error in diagnosis or treatment.2
This short amount of time available for doctors to see patients was the normal state of medical care in India
at the time, with average patient caseloads per physician of up to 200 patients per day. A shortage of
available physicians compounded the demand for services. In 2000, India’s doctor-to-patient ratio was 1
doctor to 2,000 patients, compared to the World Health Organization’s recommendation of 1 to 1,000. This
challenging situation was compounded by India’ rising rate of chronic disease, at 17 per cent year over
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year. In comparison, the number of medical professionals only increased at the much lower rate of 5 per
cent each year. Khare was dismayed by what he saw. He wondered, “If patients faced long wait times with
limited care because of the large population density in India’s urban areas, what was the status of health
care in India’s rural areas, where a considerable majority of the population lived?”
Khare contemplated how to expand access to health and reduce wait times. Most importantly, he considered
how overall health care delivery in India could be improved. He believed that the solution was using
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technology to leverage opportunities for optimizing efficiencies in the clinical decision-making process.
Khare envisioned using the power of AI and ML to achieve these goals. In 2007, building on his strengths
and quest to help address India’s health care issues, Khare co-founded Evolko and began serving as its chief
executive officer. Through Evolko, Khare pursued his vision of reinventing health care by leveraging
emerging technologies to address the identified health care challenges. In 2015, he launched an online
health care platform with several digital applications (apps) designed to connect specialists and patients by
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using a design thinking approach.
INDUSTRY CONTEXT AND CHALLENGES
India’s constitution obliged the government to ensure the “right to health” for all citizens, with each state
required to provide free universal access to health care services. However, the process was not simple.
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Various national policies had aimed to expand universal coverage, improve health care access, and provide
crucial infrastructure enhancements to online networks and mobile devices. But various challenges still
persisted. There was a significant discrepancy between India’s urban and rural population. There was also
an imbalance between public and private health care systems. Affordability and accessibility were two
major constraints (see Exhibit 1).
These disparities were fuelled by a shortage of doctors, widespread poverty, and a general inability of
patients to secure health care facilities because of distance, isolation, and lack of adequate transportation.3
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1
Greg Irving, Ana Luisa Neves, Hajira Dambha-Miller, Ai Oishi, Hiroko Tagashira, Anistasiya Verho, and John Holden,
“International Variations in Primary Care Physician Consultation Time: A Systematic Review of 67 Countries,” BMJ
Open (2017), https://bmjopen.bmj.com/content/bmjopen/7/10/e017902.full.pdf.
2
Malathy Iyer, “Doctors in India See Patients for Barely 2 Minutes: Study,” The Times of India, November 9, 2017,
https://timesofindia.indiatimes.com/india/doctors-in-india-see-patients-for-barely-2-minutes-study/articleshow/61570077.cms.
3
Ramesh Chand, S. K Srivastava, and Jaspal Singh, “Changing Structure of Rural Economy of India Implications for
Employment and Growth,” National Institution for Transforming India, NITI Aayog, November 2017,
https://www.niti.gov.in/writereaddata/files/document_publication/Rural_Economy_DP_final.pdf.
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India’s urban areas accounted for approximately 70 per cent of the country’s health care infrastructure (i.e.,
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number of beds, doctors, specialists, and nurses). However, only 30 per cent of the population lived in urban
areas, whereas 70 per cent of Indian people resided in rural areas.4 Therefore, many patients who needed
health care services had limited choices. Only people in the top 1 per cent income bracket had their choice
of health care providers.5
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India was also a country with a vast array of cultures, religions, and languages. More than 19,500 languages
or dialects were spoken by Indian people as their mother tongue, with 121 languages spoken by at least
10,000 people each and 30 languages spoken by more than a million people each.6 Rural patients generally
preferred to interact with practitioners who were familiar with their own language and culture. This factor
had a strong impact on the efforts made to introduce remote diagnostics and telemedicine solutions.
Despite a shift among many Indian consumers for Western medicine, much of India’s population preferred
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to address their health care needs using five major alternative health methods—Ayurveda, yoga and
naturopathy, Unani, siddha, and homeopathy (AYUSH). Alternative medicine was the primary source of
care in people’s homes and in the private sector for many Indian people, who were convinced that AYUSH
approaches could successfully address all their health care needs. However, health authorities believed that
a change in perception was needed to create awareness and improve access to India’s traditional medical
systems, while leveraging alternative AYUSH approaches.7
By 2020, India had a population of 1.3 billion, a rising middle class, and an annual economic growth rate
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of over 7 per cent.8 This rise in disposable income led to higher affordability and demand for health care
services. A potential solution to address the challenge of access to health care for many people in India was
telemedicine, which was expected to grow at a compound annual growth rate (CAGR) of 31 per cent from
2020 to 2025, to reach a value of US$5.5 billion by 2025.9
India was also the fastest-growing telecommunication market in the world, with over 550 million Internet
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connections and over 500 million smartphone users. India was rapidly adopting digital technology. Between
2015 and 2020, more than 207 million people in India became online users. Overall, smartphone penetration
increased from 5.5 per 100 people in 2013 to 26.2 in 2018. In rural India alone, smartphone use rose from
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4
Anup Karan, et al., “Size, Composition and Distribution of Health Workforce in India: Why, And Where To Invest?,” Human
Resources for Health 19, no. 39 (2021), https://human-resources-health.biomedcentral.com/articles/10.1186/s12960-021-
00575-2.
5
Roosa Tikkanen et al., “International Health Care System Profiles, India,” The Commonwealth Fund, June 5, 2020,
https://www.commonwealthfund.org/international-health-policy-center/countries/india.
6
“Data on Languages and Mother Tongue,” Office of the Registrar General & Census Commissioner, India, Ministry of Home
Affairs, Government of India, 2011, accessed August 31, 2021, https://censusindia.gov.in/2011Census/Language_ MTs.html.
7
“Ayush Grid,” Ministry of AYUSH, Government of India, accessed August 10, 2020, https://main.ayush.gov.in/; R. Srinivasan
and V. Raji Sugumar, “Spread of Traditional Medicines in India: Results of National Sample Survey Organization's Perception
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Survey on Use of AYUSH,” Journal of Evidence-Based Complementary & Alternative Medicine 22, no. 2 (2017): 194–204,
doi:10.1177/2156587215607673.
8
Aaron O'Neill, “India: Estimated Total Population from 2016 to 2026,” Statista, May 5, 2021,
https://www.statista.com/statistics/263766/total-population-of-india.
9
Press Trust of India, “Indian Economy May Contract By 9.6% in 2020, Grow at 7.3% in 2021: UN,” Business Standard,
January 26, 2021, https://www.business-standard.com/article/economy-policy/india-estimated-to-contract-by-9-6-in-2020-
grow-at-7-3-in-2021-un-121012600304_1.html; PTI, “Telemedicine Market in India to Reach USD 5.5 bn by 2025: EY-IPA
Study,” Mint, September 8, 2020, https://www.livemint.com/news/india/telemedicine-market-in-india-to-reach-usd-5-5-bn-by-
2025-ey-ipa-study-11599562897065.html.
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9 per cent in 2015 to 25 per cent in 2020.10 Digital technology support was rapidly increasing, but a lack of
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reliable Internet connectivity, cellular networks, and stable electricity in rural areas was still a problem.11
EVOLKO SERVICE OFFERINGS
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Khare and his team developed a cloud-based service app that aimed to improve access to health care, reduce
patient wait times, and improve the quality of health care. Their approach was different from the path the
telemedicine industry had chosen to date. Most other companies were in a race to develop pattern matching
software that used machines to identify clinical issues and make diagnoses (e.g., reading X-rays, diagnosing
melanomas), and to provide synchronous telehealth visits. Evolko was instead more focused on allowing
doctors to see more patients and simultaneously increase the quality of care provided during the visit by
extending AI and ML technologies to assist in the clinical decision-making process. The differentiating
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factor included the clinical patient pathway documentation of over 3,000 chronic diseases, built on clinical
information collected over decades from medical specialists in the United States and India. Evolko’s
solution enabled enhanced asynchronous patient treatment planning, care planning, ongoing monitoring
and assessment, and synchronous telehealth visits.
To accomplish this goal, Khare separated the journeys of the patient and the health care provider into
smaller processes. The company launched its HealthRADAR app for patients and the Evolko Doctor app
for health care providers to facilitate the health care journeys of both counterparts (see Exhibits 2A and
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2B). Although initially designed for the Indian market, the apps were also compliant with the Health
Insurance Portability and Accountability Act of 1996 within the United States. Khare developed its online
systems to help practitioners and patients make efficient decisions at the pre-consultation, peri-consultation,
and post-consultation phases of the health care journey.
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Pre-Consultation Phase
The issue at the pre-consultation was a bureaucratic matter. When patients arrived at the clinic or hospital
for medical care, they were required to complete a paper-based medical history form that outlined their
family history information and details of their existing medical problem. This meant that most of the limited
visit time patients had with their doctor was spent filling out and reviewing this document, leaving very
little time for diagnosis. The result was low patient satisfaction and unsatisfactory health outcomes.
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Evolko’s solution was to develop a third app called Robotic Triage (see Exhibit 3). This system used AI to
collect patient data online, before the patient even visited the physical health care facility.12 Using an
intelligent decision tree approach, the app asked eight to ten context-based multiple choice questions for the
patient to complete. The process thus provided the doctor with a timely list of potential diagnoses for review,
with 70 to 80 per cent accuracy. The physician was then able to determine the severity of the patient’s
condition efficiently and effectively. The app also helped ensure a quality discussion between the patient and
health provider, and allowed the doctor to prioritize patients with potentially immediate needs or life-
threatening situations. Evolko used on-site trained operators to facilitate the triage information gathering and
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10
ET Bureau, “Indian to Have 820 Million Smartphone Users by 2022,” The Economic Times, July 9, 2020,
https://economictimes.indiatimes.com/industry/telecom/telecom-news/indian-to-have-820-million-smartphone-users-by-
2022/articleshow/76876369.cms?utm_source=contentofinterest&utm_medium=text&utm_campaign=cppst.
11
Dhanashree Gurudu, “Rural Internet Connectivity in India: Gaps and Challenges,” The New Leam, May 5, 2021,
https://www.thenewleam.com/2021/05/rural-internet-connectivity-in-india-gaps-and-challenges.
12
“Robotic Triage,” Evolko, accessed September 30, 2020, https://evolko.com/site/robotic-triage.html.
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the process of generating a detailed report from the Robotic Triage app (see Exhibit 4). The system allowed
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these operators to enter information into the system in over twenty different regional languages.
Peri-Consultation Phase
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Upon receiving the patient’s Robotic Triage report, the consulting physician would review and assess the system-
generated details. The practitioner could then focus on addressing the pressing health care needs of the patient.
The Robotic Triage app resulted in 30 per cent time savings and increased the number of patients that could
be seen by doctors, thanks to the new streamlined approach. The app also produced an adaptive follow-up
care plan based on the relevant medical specialty (e.g., cardiology, oncology, endocrinology). Evolko’s
fourth app, the RxPad, was a related prescription generation system that provided further time savings for
physicians. Digital prescriptions allowed patients to order medication online from a pharmacy or for the
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health care provider to send the order directly to an in-house pharmacy. The RxPad app helped increase
revenue from sales of medicines and reduced patient wait time to obtain their medication.
Post-Consultation Phase
Evolko’s HealthRADAR app (see Exhibit 5) provided patients with access to their medical records,
treatment plan, and follow-up summary. The information helped increase their understanding and also
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helped them recall crucial details concerning their examination and follow-up actions required after a
doctor’s visit. Recognizing that a change in vital signs indicated a potential medical problem, the app also
provided asynchronous remote reporting of vital signs and symptoms. A notification was sent to a health
care provider for any patient data that fell outside the normal range. This level of monitoring allowed health
care providers to address emerging issues proactively. It also facilitated early detection of complications
and prompted treatment and return visits, particularly for at-risk patients with complex care conditions. The
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monitoring was also crucial for post-operative individuals who faced potential infection-related risks after
a medical procedure. Evolko’s HealthRADAR app allowed doctors to respond to nearly 100 patient emails
per hour, compared to seeing only approximately twenty patients face-to-face. Evolko further developed
the app to include synchronous and asynchronous communication (i.e., text, audio, video chat) between
patients and health care providers. The app allowed viewing and forwarding of prescriptions, booking
appointments, and making payments.
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EVOLKO BUSINESS MODEL
Evolko did not have a social media presence. Brand visibility was limited to health care providers. Sales
efforts relied on cold-calling prospects and setting up in-person demonstration visits with hospital
administrators and physicians. This approach proved to be an effective way to build relationships with
hospital clients and clinic teams to explain the concept and proactively address concerns regarding the
product’s implementation and use (see Exhibit 6). The high level of interaction was necessary to address
any challenges encountered by health care providers in terms of their perception of the benefits and utility
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that AI could provide.
Evolko expected some level of reluctance from clients, based on a concern that AI could at some point
replace doctors. The Evolko sales team was prepared and held in-person meetings with health care providers
to clearly explain the solution’s features. The sales team confirmed the technology’s ability to assist—not
replace—health care professionals in the clinical decision-making process.
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After a health practitioner adopted the technology, Evolko offered in-person support for the Robotic Triage
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app and the related information-collection process. The team also provided extensive instructor-led in-
person training to doctors on how to implement and use the entire Evolko system. In turn, the doctors
trained patients at the time of consultation on using Evolko’s HealthRADAR app. They would explain the
role that patients played in the follow-up and remote monitoring stages of their care. For every patient
registered on the HealthRADAR app, the doctor would charge an additional fee. Evolko would earn a
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portion of revenue for every patient that used the HealthRADAR app. This simple revenue sharing business
model required no upfront investment or capital outlay by the physician that adopted the platform and
quickly increased patient reach. Within six months after its launch in 2015, over 1,500 specialists were
using the technology across twenty-eight cities. By March 2020, eight million patients were using Evolko’s
HealthRADAR app across India.13
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COVID-19 IMPACT
The first reported cases of COVID-19 occurred in the city of Wuhan, in mainland China’s Hubei province.
On December 31, 2019, the virus was identified as a novel coronavirus SARS-Cov-2, with no known
treatment or vaccine. Within thirty days, the virus had rapidly spread to eighteen countries. Deeply
concerned by the speed and scale of disease transmission, the World Health Organization declared COVID-
19 a pandemic on March 11, 2020.14 The virus was transmitted from human to human by respiratory
droplets and close contact with diseased patients, with many asymptomatic people infecting others. The
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best way to prevent transmission and illness was to avoid exposure to the virus. Among the adopted
mitigation measures were frequent hand washing, maintaining social (i.e., physical) distancing of at least 2
metres (6 feet), wearing a mask to cover the mouth and nose, covering coughs and sneezes, and cleaning
and disinfecting frequently touched surfaces.15 As the rate of COVID-19 infections continued to rise
globally, countries moved to lockdown mode to slow the virus transmission and control the number of
hospitalizations. The lockdown was intended to prevent an overrun of the health care system by a process
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referred to as “flattening the curve.”16
The first case of COVID-19 in India had been reported on January 29, 2020.. On March 24, 2020, the
government implemented a lockdown of its 1.3 billion people to slow the spread of the virus.17 During the
lockdown, all road, air, rail, and transport services (both public and private) were suspended, except for
emergency services and essential materials transportation. Nearly all industrial establishments were closed
down temporarily, except gas stations, banks, grocery stores, pharmacies, hospitals, and other essential
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services. The public was instructed to stay within their homes and only go out to access essential services.
Anyone who failed to observe lockdown restrictions could face up to one year in jail.
As the number of COVID-19 cases increased, fear of exposure grew and led to a rapid decline in the number
of patient visits to hospitals and clinics for non-emergent issues. India’s health care industry saw a shift
13
Krithika Krishnamurthy, “Take Heart! Evolko Has a Solution for Your Illness,” The Economic Times, January 5, 2016,
https://economictimes.indiatimes.com/small-biz/startups/take-heart-evolko-has-a-solution-for-your-
illness/articleshow/50445978.cms.
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14
World Health Organization, Novel Coronavirus (2019-nCoV) Situation Report—1, January 21, 2020,
https://www.who.int/docs/default-source/coronaviruse/situation-reports/20200121-sitrep-1-2019-ncov.pdf.
15
“Preventing the Spread of the Coronavirus,” Harvard Health Publishing, September 7, 2021,
https://www.health.harvard.edu/diseases-and-conditions/preventing-the-spread-of-the-coronavirus.
16
“Transmission of SARS-CoV-2: Implications for Infection Prevention Precautions,” World Health Organization, July 9, 2020,
https://www.who.int/news-room/commentaries/detail/transmission-of-sars-cov-2-implications-for-infection-prevention-
precautions.
17
Rimesh Pal and Urmila Yadav, “COVID-19 Pandemic in India: Present Scenario and a Steep Climb Ahead,” Journal of
Primary Care & Community Health 11 (2020): 1–4, doi:10.1177/2150132720939402.
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from the traditional in-person doctor−patient interactions to the more digitally enabled and remote
telemedicine system. However, telemedicine operations were governed by several statutory guidelines in
India, and had been mired by numerous regulatory grey areas. On March 25, 2020, the Indian government
published a document named Telemedicine Guidelines that clarified the grey areas. It provided an explicit,
comprehensive regulatory framework that allowed patients in any state in the country to receive remote
care through teleconsultation.18
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With the temporary closure of outpatient clinics, cancellation of elective surgeries, mounting patient fears,
and the inability to meet patients or clinicians in person, Khare was becoming increasingly worried about
the impact of the COVID-19 pandemic on his business and his employees. He was also concerned about
the potential long-term effects on the entire health industry. As a leader in innovation, and as an experienced
disruptor, Khare called upon his team to help him quickly explore options. As he prepared to join the virtual
emergency meeting with his senior leadership team, Khare was well aware that his company’s future was
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hanging in the balance. The team had to determine very quickly how to respond to the raging pandemic.
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18
Hannah Joy, “Telemedicine Guidelines in India Notified and Gazetted,” MedIndia, May 15, 2020,
https://www.medindia.net/news/healthinfocus/telemedicine-guidelines-released-in-india-notified-and-gazetted-194980-1.htm.
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EXHIBIT 1: TIMELINE OF HEALTH POLICIES INTRODUCED BY THE GOVERNMENT OF INDIA
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Year Policy
1983 National Health Policy released, which focused on the preventive, promotive, public health,
and rehabilitation segments of health care. The policy was designed to ensure universal health
coverage by 2000 and stressed the need to establish comprehensive primary health care
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services to reach the population in the country’s remote areas.
2002 Revised National Health Policy released, which obligated government and health care
professionals to provide quality health care services to society. It was envisaged that the policy
would benefit the masses. Public health care expenditure increased.
2005 National Rural Health Mission was established as part of the National Health Policy to address
the lack of health care coverage in India’s rural areas.
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2015 Digital India program started in support of the digital infrastructure required by the health care
industry.
2017 Revised National Health Policy 2017 announced for improving the environment for health. The
policy identified seven priority areas: Swachh Bharat Abhiyan (Clean India Initiative), a
balanced healthy diet and exercise, reducing substance abuse, reducing road and rail traffic
accidents, action against gender violence, improved workplace safety, and reducing indoor
and outdoor pollution.
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Integrated Health Information program announced. Through this program, India’s government
intended to introduce a uniform system for maintaining electronic medical records and
electronic health records by the country’s hospitals and health care providers.
2018 Ayushman Bharat Pradhan Mantri Jan Arogya Yojana scheme (AB-PMJAY) launched. This
initiative was created to provide free health care access to 40 per cent of the country’s
economically weaker population.
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2020 Telemedicine Guidelines issued to clarify regulations and provide a comprehensive regulatory
framework for telemedicine operations. The guidelines allowed patients in any state to receive
remote care through teleconsultation. The Government of India permitted retail sales and
delivery of medicines direct to a person’s home.
Source: Created by the case authors with information from Sanjeev V. Thomas, “The National Health Bill 2009 and
Afterwards,” Annals of Indian Academy of Neurology, 12, no. 2 (April–June 2009): 79,
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https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2812745; KPMG and Assocham India, Ayushman Bharat: A Big Leap Towards
Universal Health Coverage in India, December 4, 2019, https://home.kpmg/in/en/home/insights/2019/12/universal-health-
coverage-ayushman-bharat.html; Aakriti Grover and R. B. Singh, “Health Policy, Programmes and Initiatives,” Urban Health
and Wellbeing: Indian Case Studies (2020): 251–266, doi:10.1007/978-981-13-6671-0_8; Government of India, Ministry of
Electronics & Information Technology, “About Digital India,” Digital India, accessed August, 31, 2020,
https://www.digitalindia.gov.in; Shantesh Kumar Singh, “India’s National Health Policy 2017 and 2030 Agenda for Sustainable
Development,” United Nations University, November 16, 2017, https://iigh.unu.edu/publications/blog/indias-national-health-
policy-2017-and-2030-agenda-for-sustainable-development.html; Government of India, “Integrated Health Information
Platform,” Ministry of Health and Family Welfare, accessed August 31, 2020, https://idsp.nhp.gov.in/#!; Sharda Balaji,
“Telemedicine Practice Guidelines,” InnoHealth Magazine, August 28, 2020,
https://innohealthmagazine.com/2020/trends/telemedicine-practice-guidelines.
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EXHIBIT 2A: PATIENT’S JOURNEY WITH AND WITHOUT USE OF HealthRADAR
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Source: Created by the case authors with company documents.
EXHIBIT 2B: HEALTH CARE PROVIDER JOURNEY WITH AND WITHOUT USE OF HealthRADAR
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Note: HCP = health care provider

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EXHIBIT 3: ROBOTIC TRIAGE APP
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Remote Monitoring Application Self-Triage Kiosk
Source: Company documents.

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EXHIBIT 4: SAMPLE TRIAGE REPORT PROVIDED BY THE ROBOTIC TRIAGE APP
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EXHIBIT 5: HEALTHRADAR APP SAMPLE SCREEN SHOTS
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EXHIBIT 6: EVOLKO SALES PROCESS (SALES FUNNEL)
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Note: TS = technical support; demo = demonstration

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EVOLKO SYSTEMS: COVID-19 PANDEMIC AND BUSINESS MODEL

Copyright © 2022, Ivey Business School Foundation Version: 2022-03-04

using a design thinking approach.

INDUSTRY CONTEXT AND CHALLENGES

EVOLKO SERVICE OFFERINGS

EVOLKO BUSINESS MODEL

that AI could provide.

referred to as “flattening the curve.”16

Note: HCP = health care provider

Source: Company documents.

Source: Company documents.

Note: TS = technical support; demo = demonstration

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