PNS|HYDERABAD
Think about it – healthcare that’s tailored just for you, anticipating your needs and preventing illnesses before they even happen. That’s the future they are building at Apollo Hospitals and it’s pretty exciting! With AI and data analytics, they are able to provide real-time support, predictive insights and super-accurate diagnoses. It’s amazing to see how technology’s bridging the gap between urban and rural healthcare, enabling us to reach more people and provide top-notch care. And the leader, Tejesvi Rao Veerapalli, Chief Executive Officer, Apollo Hospitals, Jubilee Hills, Hyderabad, is the perfect fit – his athletic background gives him a unique edge in terms of leadership, resilience and strategic thinking. He’s got the game-plan for revolutionising healthcare and it’s inspiring to see him in action!
How do you envision AI and data-driven healthcare influencing patient care in India over the next ten years?
Healthcare companies that are adept at being proactive will rule the next ten years. We think that the future lies not just in treating disease but also in avoiding it, anticipating it and tailoring care to each patient. This change is already being made possible by AI and data analytics. Real-time decision support, predictive analytics and diagnostics driven by AI are bringing about noticeable advancements. These tools improve patient outcomes, expedite workflows and increase the accuracy of diagnoses. Technology is not only a differentiator but also a lifeline in a nation as big and diverse as India. Technology is not only a differentiator but also a lifeline in a nation as big and diverse as India. We can close the gap in healthcare access between urban and rural areas thanks to AI. We can now contact patients sooner and treat illnesses more successfully—even from a distance—thanks to technologies like virtual assistants and AI-led triage. This is not just how healthcare will develop in the future. We already have it.
How has your athletic background impacted your approach to leadership, resilience and strategic thinking in the hospital ecosystem, as a former professional tennis player turned healthcare leader?
In the healthcare industry, leadership demands endurance, mental clarity and the capacity to function well under duress. I developed that mentality early on in my career as a professional tennis player. I now use the discipline, resiliency and strategic thinking that tennis taught me on a daily basis as a hospital executive. You must continuously adjust, pick up new skills and recover in this game. In the same way, no two days are the same in the medical field. You must be nimble, composed under duress and constantly improvement-oriented. Being in charge of a hospital ecosystem is like getting ready for a Grand Slam. It involves leading your team, maintaining long-term focus and never losing sight of what really matters—the people you serve.
What strategic efforts have fuelled medical excellence and international renown?
Clinical excellence is the result of strategy rather than luck. We have taken three approaches: First, funding Centers of Excellence with top-notch experts and state-of-the-art facilities. Second, promoting clinical research and ongoing education to keep our staff on the cutting edge. Third, embracing cutting-edge technology early on, such as AI, genomics and robotic surgery. Because of our strategic clarity, we are now a worldwide referral source for high-end treatments, including robotic interventions, challenging cancer cases and multi-organ transplants.
How is Apollo setting itself up to draw medical tourists?
The epidemic altered global perceptions about healthcare. It served as a reminder that accessibility and brilliance must coexist. We’re using a digital-first strategy to redefine medical tourism. Second views, pre-operative advice and even post-operative follow-ups are now virtually accessible to patients worldwide. We provide individualised care that transcends national boundaries thanks to our bilingual care teams, AI-assisted diagnostics and international collaborations. In order to create organised medical travel programs, we are actively working with foreign governments, insurers and facilitators. Our objective is straightforward: to establish it as the most reputable global location for care that is both cutting edge and profoundly human.
As someone who is heavily involved in people development and performance improvement, how do you encourage an innovative and ever-learning culture among your administrative and clinical teams?
People are the first to innovate truly. Our teams and clinicians are our greatest asset and we consistently invest in them. Our culture is based on shared excellence, learning and curiosity. Our DNA includes ongoing case-based learning, innovation laboratories and leadership development initiatives. Through peer-to-peer information exchange, international exposure, or practical technological pilots, we make sure our people are prepared for the future. Because your teams will lead change rather than merely conform to it when you excite them. Our goal is to keep creating a healthcare system that blends technology and touch, research and empathy and local relevance with global quality. That’s the path it is currently on in Telangana. The personalised, predictive and purpose-driven healthcare of the future is now here.
