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Kamalini Ramdas
Professor of Management Science and Operations; Deloitte Chair in Innovation and Entrepreneurship
BSc (Delhi) MS (Delaware) PhD (Pennsylvania)
Professor Kamalini Ramdas is an expert in the innovation arena. Her current research examines new ways to create value through innovation, including: service innovation, operational innovation and business model innovation. She has also examined the amount of product variety and component-level variety that firms should offer, and how variety can be managed effectively through design.Â
She has served as co-principal investigator on a $1.2M grant to model and implement profitable cardiac preventive care via delivery innovation. She has also examined delivery innovation in an array of service industries supported by a grant from the UK Economic and Social Research Council.Â
Professor Ramdas’s work has been published in Management Science, Manufacturing & Service Operations Management, Harvard Business Review, and other journals. She has served as Departmental Editor, Entrepreneurship & Innovation Department, Management Science.
Her expertise has seen her consult on innovation and operations management in a variety of industries, including healthcare, telecoms, consumer packaged goods and assembled products.
She teaches a course on Business Model Innovation, as well as courses on Entrepreneurship, Operations Management, and Empirical Research Methods. She has taught at the University of Virginia, University of Texas at Austin, The Wharton School, and the Indian School of Business, Hyderabad.Â
- Personal website
- kramdas@london.edu
- +44 (0)20 7000 8820
- Kamalini Ramdas CV
- Innovation in operations
- Innovation in services
- Service operations
- Supply chain management
2020
‘Test, re-test, re-test’: using inaccurate tests to greatly increase the accuracy of COVID-19 testing
Ramdas K; Darzi A; Jain S
Nature Medicine 2020
Learning from many: partner diversity and team familiarity in fluid teams
Ramdas K; Aksi Z; Deo S; Jonasson J
Management Science 2020 Online first
Remote shared care delivery: a virtual response to COVID-19
Ramdas K; Ahmed F; Darzi A
Lancet Digital Health 2020 Vol 2:6 p e288-e289
2019
Process and systems: a systems approach to embedding group consultations in the NHS
Jones T; Darzi A; Egger G; Ickovics J; Noffsinger E; Ramdas K; Stevens J; Sumego M; Birrell F
Future Healthcare Journal 2019 Vol 6:1 p 8-16
2018
Variety and experience: learning and forgetting in the use of surgical devices
Ramdas K; Saleh K; Stern S; Liu H
Management Science 2018 Vol 64:6 p 2590-2608
2017
Adopting innovations in care delivery - the case of shared medical appointments
Ramdas K; Darzi A
New England Journal of Medicine 2017 Vol 376 p 1105-1107
2016
Investing in market efficiencies, raising the prospects of India's farmers
Ramdas K; Savva N
London Business School Review 2016
Is IT enough? Evidence from a natural experiment in India’s agriculture markets
Savva N; Parker C; Ramdas K
Management Science 2016 Vol 62:9 p 2481-2503
Robust scheduling practices in the U.S. airline industry: costs, returns, and inefficiencies
Ramdas K; Atkinson S A; Williams J W
Management Science 2016 Vol 62:11 p 3372-3391
2013
Can financial markets inform operational improvement efforts? Evidence from the airline industry
Ramdas K; Williams J; Lipson M
Manufacturing & Service Operations Management 2013 Vol 15:3 p 405-422
2012
Four ways to reinvent service delivery
Teisberg E; Tucker A; Ramdas K
Harvard Business Review 2012
2010
A methodology to support product differentiation decisions
Ramdas K; Zhylevskyy; Moore W
IEEE Transactions on Engineering Management 2010 Vol 57:4 p 649-660
Using location to innovate in healthcare delivery
Ramdas K; Teisberg E
Business Strategy Review 2010 Vol 21:4 p 35
2008
Does component sharing help or hurt reliability? An empirical study in the automotive industry
Ramdas K; Randall T
Management Science 2008 Vol 54:5 p 922-938
Who do I listen to? The role of the cusomer in product evolution
Ramdas K; Meyer M; Randall T
Book Chapter: In Loch C, Kavadias S eds., Handbook of New Product Development Research, Springer Press, 2008.
2005
Up or out: new product positioning in an evolving technology environment
Ramdas K; Jain S
Production and Operations Management 2005 Fall Vol 14:No. 3 p 362-376
2003
Managing product variety: An integrative review and research directions
Ramdas K
Production and Operations Management 2003 Spring Vol 12:1 p 79-101
Managing variety for assembled products: Modeling component systems sharing
Ramdas K; Fisher M L; Ulrich K T
Manufacturing & Service Operations Management 2003 Spring Vol 5:2 p 142-156
2002
Product types and supplier roles in product development: an exploratory analysis
Ramdas K; Laseter T
IEEE Transactions on Engineering Management 2002 May Vol 49:No. 2 p 107-118
2001
A cross-functional approach to designing multiple product line extensions with components sharing
Ramdas K; Sawhney M
Management Science 2001 January Vol 47:1 p 22-36
Ending inventory valuation in multi-period production scheduling
Ramdas K; Fisher M L; Zheng Y S
Management Science 2001 Vol 47:No. 5
2000
Chain or shackles: understanding what drives supply chain performance
Ramdas K; Spekman R
Interfaces 2000 July-August Vol 30:No. 4 p 3-21
1999
Components sharing in the management of product variety: A study of automotive braking systems
Fisher M L; Ramdas K; Ulrich K T
Management Science 1999 March Vol 45:5 p 297-315
2017
Learning or introspection? : an experimental study of transshipment decisions
Ramdas K; Bostian A J; Holt C; Jain S
Working Paper
2015
Is transshipment a behaviorally-robust risk-pooling strategy
Bostian AJ; Holt C; Jain S; Ramdas K
Working Paper
Learning from many: The impact of partner diversity on operational performance in fluid teams
Aksin O Z; Deo S; Jonasson J O; Ramdas K
Social Sciences Research Network
2014
Variety and experience: learning and forgetting in the use of surgical devices
Ramdas K; Saleh K; Stern S; Liu H
Social Sciences Research Network
Teaching portfolio
Our teaching offering is updated annually. Faculty and programme material are subject to change.
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Masters Degrees core courses
A key part of our Masters programmes curriculum.
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Operations Management
Operations Management
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Operations Management
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Masters Degrees electives
Optional courses providing a deep dive into specialist areas.
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Business Model Experiments: Ideation to Prototypin
Innovating Business Models, Products & Services is a fast-paced,hands-on, experiential and interdisciplinary class where students will identify and develop new business models, products and services, in a multi-tiered innovation tournament context. PROGRAMMES WITH THIS ELECTIVE
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Managing Healthcare
With increased demand and pressure to reduce costs, healthcare delivery systems across the globe are under pressure to find ways to increase quality and widen access, while simultaneously reducing cost. The aim of the course is to explore the challenges these competing goals create and to throw light on how they can be best managed. In so doing the course seeks to identify opportunities in health care for managers, entrepreneurs and policy makers. This course draws substantially from the research and consulting expertise of the team of instructors teaching it. PROGRAMMES WITH THIS ELECTIVE
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Business Model Experiments: Ideation to Prototypin
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Statistical Research Methods II
Statistical Research Methods II
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Statistical Research Methods II
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Executive Education
Short programmes offering academic excellence, global focus and exceptional diversity of perspective.
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