PATIENTS FIRST - AIG HOSPITALS

FOUNDED IN 1986 WITH
LOTS OF FINANCIAL
STRUGGLES TO START AIG IS
NOW ONE OF THE LEADER IN
HEALTHCARE SECTOR
Padmabhushan Dr. Nageshwar
Reddy Founder & Chairman shared
his insights and AIG’s Incredible
journey.
Based on the strong pillars of
dedicated and qualified staff,
bench marked protocols and
practice, state-of-the-art tech and
infrastructure, Asian Institute of
Gastroenterology Hospital is one of
the first healthcare
gastroenterology Institute to enter
India . Focused on redefining quality
health care in India, “Our vision is to
make people be􀆩er and our desire
is to instll the values of quality and
excellence in every aspect of our
work,” Reddy states. “Attempting to
deliver on these promises is truly
the recipe for success. We push
hard on early turnaround 􀆟mes and
quicker decisions to ensure there is
efficiency at all levels – clinical and
non-clinical.”
I have the opportunity to innovate,
improve and generate positive
strategic outcomes for our hospital
and the patients they serve,” he
reveals. “It’s by far one of my most
excitng roles to date
Reddy’s experience in the trenches
of health care gives him a unique
perspective when it comes to
making the kind of business
decisions his role demands. “I’m
able to bring clinical insight and
knowledge to inform business
operations, decisions and
management for our private
hospital as a business en􀆟ty,” he
says.
As a Chairman in the health
industry, I find one of the most
important attributes you need is to
be willing to constantly evolve and
change your approach, according to
the audience before you.”
AIG strongly believes patients first
and patient centric
“If we run a good business that
looks a􀅌er the people, then the
profit element will follow
For Nageshwar Reddy, one of the
most trans-formative aspects of AIG
has been the freedom to set a
distinctive internal culture. “This
has been far more intense and
hands-on than I’d intended in that
first part,” he tells.
“But it’s actually been an
opportunity to build a business and
a culture from scratch. One of the
things I’m most proud of in what
we’ve achieved at AIG is developing
a culture that is different. I think it’s
the key in our Institute.”
The effort to develop this culture
stems from Reddy’s belief that if
you really want to make a
difference, you need to drive
change from the executive
management level. With the
freedom to do exactly that, Reddy
has helped create an environment
that recognizes the work of hospital
administrators and allows hospital
leaders to “blossom”.
It’s all about creating a rich culture
of collaboration and support. for
example “We don’t talk about
general political and cars or sports
,” Reddy explains. “We talk about
healthcare articles , innovations ,
because our whole reason for being
is to support each other and sharing
knowledge that allows them to
deliver the best outcomes for their
hospital and for their patients. We
build support platforms and
infrastructure that take some of the
hard work out of the leadership role
for those hospitals, and allow them
to really get on with adding value
around leading their team, looking
a􀅌er patients and meeting the
needs of doctors.”
It’s a people-driven approach to
management that’s been evident in
the way AIG has handled the
COVID-19 crisis.
The advent of the COVID-19
pandemic has pushed the global
healthcare industry to new limits;
it’s no different at AIG, but Reddy
concedes the crisis isn’t without its
opportunities. “It’s had an
enormous impact, but through
pandemic planning, we’re well
placed to adapt, evolve and shift
our services to work within the
virus’s constraints,” he says.
In AIG’s case, this means digitizing a
range of services, focusing on
AIG HOSPITALS
PATIENTS FIRST – AIG HOSPITALS
12 THE EXECUTIVES INDIA
community and patient
engagement via online forums, and
developing COVID-safe
environments. “The safety of
patients, staff and the community
remains our focus, and we’ll
continue to adapt planning to
ensure our hospital remain
responsive and agile to the
changing conditons,” he insists.
We’re thinking if we run a good
business that looks after the
people, then the profit element will
follow,” Andrew asserts. “We’re not
blind to profit because without that
it’s not a sustainable business. But
we do make sure we’re pushing the
focus on our people first.
AIG has also worked to maintain
communication with its team, in
part through the use of a
counseling helpline for staff and
doctors, and their immediate
families. the priority, Reddy says,
revolves around acting in the best
interests of staff, doctors and
patients.
AIG Maintains high quality
environment and as a Hospital we
are very keen on Hygiene and a feel
good atmosphere in the hospital .
We have a very strong relationship
with all our suppliers and partners
it’s professional and cordial most
importantly it’s a win – win situation
for all of us.
Talking about team at AIG– we
continue to go from strength to
strength “We are nurturing,
supporting and growing the next
generation of leaders in health care
at our hospital,” he enthuses. “And
the area where we’ve seen the
biggest difference over the past 20
years is in the capacity and strength
of our incredible, talented, skilled
and innovative leaders across all of
our teams.” Our team is not just
doctors but also researchers and
scientists most importantly They
are all quality clinicians
Today, Reddy’s teams are achieving
the mutual goal of excellence in
patient care. “In many years to
come, they’ll be among some of the
most impressive and innovative
leaders across the entire health
sector,” he says.
The Chairman believes that India
has a unique opportunity to provide
care beyond its own people. “AIG
believes that its offering – in ethical
and evidence-based medical
practices, operational excellence
and value for money – would be
attractive to a person who requires
health care anywhere on the globe.
We have qualified doctors to be
part of the clinical excellence of
what we do here.”