Aravind Eye Care System (AECS) had a dream run on the growth path, providing affordable, quality eye care to the patients by building on economies of scale and developing a cross-subsidization model for financial sustainability. As the organization continued on the pursuit of growth, driven by its mission, ‘to eliminate needless blindness’, top management reiterated the importance of being rooted to the organization values of social value creation. However, emerging demographics and disease profile puts into question the sustainability of the approach taken by the organization, especially as the organizational strategy, systems and processes are designed for cataract patients. With the increasing proportion of non-cataract patients, the top management need to assess the impact of ‘changing patient’ on various dimensions of the business model of AECS. Focussed on the question, whether AECS should go for non-cataract, the case highlights the importance of ‘patient centric care’.