apollo hospital case study in hrm

• Order Status
• Testimonials
• What Makes Us Different

Apollo hospitals Enterprise ltd Harvard Case Solution & Analysis

Home >> Harvard Case Study Analysis Solutions >> Apollo hospitals Enterprise ltd

Apollo hospitals Enterprise ltd Case Study Solution

Achievement through Scorecard

Well by analyzing the overall situation, it can be said that the organization is planning to achieve the clinical excellence through the implementation of the scorecard in the market. Though the scorecard approach is viable for the clinical excellence, it can be assessed that since the parameters of the scorecard may not align entirely with the Indian market, the results from the given parameters are unpredictable.

In addition, both western market and eastern market operate in different manners and gathering the data from the patients in both market require different approach. Such is an issue in the development of the predicable process in the new market. Though, AEHL has implemented the measure on the upper level or on the basic level with different implementation strategy to align itself with different regional hospitals. Seeing all these issues, it can be said that in the current situation, the hospital does not have the predicable process of implementation and thus relying on trial and error process in order to align the parameters with different hospitals in the market or in the AEHL system.

Moreover, since the process is new in the market, the hospitals follow the process in order to improvise the quality of the service, however, since the idea is new in the market, it has to wait for the customer data to emerge from a certain process and thus offer adequate information to implement the changes accordingly. Lastly, since the Scorecard strategy is new in the market, monitoring the result and controlling the process is important for AEHL to sustain the change in the hospital hence a regular review of the process is pursed to ensure the right placement of the parameters in separate hospitals system, leading to the development of better Scorecard strategy.

Managerial Controls, Measures and Processes

In order to improve the Ace@25 scores, the hospital needs to develop the protocols to measure the performance of the clinical staff. By doing so it should develop certain parameters of performance management to measure the work efficiency of the staff. In addition, it should also develop the internal feedback system to measure the performance of the staff and the doctors to analyze the loopholes in performance and to appreciate/acknowledge the high performers accordingly.

Moreover, in order to control the process efficiency in the system, the management should address the resistance factors and should reinforce the continuous implementation of the ACE@2 in all hospitals system to develop organizational uniformity, leading to better adoption and alignment with the developed strategy.

Lastly, since the Ace scorecard is new in the market, the hospitals need to develop clear goals and strategies to allow the hospitals to implement the metric effectively, addressing the different needs of the hospitals and thus developing a more aligned strategy and process to improvise the implementation of the ACE@25.

Well, in implementing the Ace@25 scorecard in the hospitals, it is eminent that the staff and the clinicians resistance to change, assuming the metric as the check to ensure the service. Thus may develop grudges within the employees, leading to poor performance. Hence in order to overcome the resistance, the organization needs to communicate the requirement of implementing the ACE@25 scorecard in the hospital and also ensure the positive effect of the scorecard on the overall productivity of the hospital (Kanter, 2012).

Leaders overcoming the Resistance

The measures help the leaders in overcoming the resistance by:

• Allowing them communicate the reason to change in the organization. Such enables them to develop a better understanding of the reason to change and hence reduces the résistance that would have in other way resulted in conflict leading to effect the performance of the doctors and the other staff.
• In addition, dealing with resistance at the primary level allows the manager to pursue smooth implementation of strategy of change. Since in many cases, the resistance reduces the effective implementation of the change process, leading to delays and hence rising of operational costs.
• Lastly, the measure helps the leaders to maintain the resistance that results in retention of the employees’ education of the negativity and also the sustainability of the performance and productivity. It is due to the fact that the absence of such measure to deal with resistance lead to the development of organizational grudges that affect the performance or employees, leading to inappropriate implementation and the rise of grapevine (Hayashi, 2011).

Key Revenue Driver

• Surgery type
• Average length of stays
• Out-patients
• Revenues through bed occupation per day..................

This is just a sample partical work. Please place the order on the website to get your own originally done case solution.

Related Case Solutions & Analyses:

Hire us for Originally Written Case Solution/ Analysis

Like us and get updates:.

Harvard Case Solutions

Search Case Solutions

• Accounting Case Solutions
• Auditing Case Studies
• Business Case Studies
• Economics Case Solutions
• Finance Case Studies Analysis
• Harvard Case Study Analysis Solutions
• Human Resource Cases
• Ivey Case Solutions
• Management Case Studies
• Marketing HBS Case Solutions
• Operations Management Case Studies
• Supply Chain Management Cases
• Taxation Case Studies

More From Harvard Case Study Analysis Solutions

• Thought Leader Interview: Larry Brilliant
• Uria Menendez (B) (Abridged)
• Merck: Global Health and Access to Medicines
• East of Africa (and West of China): Chinese Business in Africa
• Building a Sustainable Profitable Business: Fair Trade Coffee (B)
• The Swine Flu Tour

Contact us:

Check Order Status

How Does it Work?

Why TheCaseSolutions.com?

Acknowledgements

Disclaimer. This case is written solely for educational purposes and is not intended to represent successful or unsuccessful managerial decision-making. The authors may have disguised names; financial and other recognizable information to protect confidentiality.

Since submission of this article, the following author has updated their affiliation: Ranajee Ranajee is at the Sparsh Global Business School, Greater Noida, India.

Sinha, A. , Ranajee, R. and Dutta, S. (2023), "Apollo 24/7 – A chink in Apollo Hospitals’ armour?", , Vol. 13 No. 4. https://doi.org/10.1108/EEMCS-04-2023-0131

Emerald Publishing Limited

Copyright © 2023, Emerald Publishing Limited

You do not currently have access to these teaching notes. Teaching notes are available for teaching faculty at subscribing institutions. Teaching notes accompany case studies with suggested learning objectives, classroom methods and potential assignment questions. They support dynamic classroom discussion to help develop student's analytical skills.

Related articles

We’re listening — tell us what you think, something didn’t work….

Report bugs here

All feedback is valuable

Please share your general feedback

Join us on our journey

Platform update page.

Visit emeraldpublishing.com/platformupdate to discover the latest news and updates

Questions & More Information

Answers to the most commonly asked questions here

Launch of Case Study on the “Total Health” Program

Harvard T.H. Chan School of Public Health – India Research Center and Harvard T.H. Chan School of Public Health announce the Launch of the Case Study on Apollo Hospital Group’s Total Health Program led by Prof. Richard Siegrist, Senior Lecturer on Health Care Management, and Faculty Director for the DrPH Program, Harvard T.H. Chan School of Public Health.

Total Health is a Corporate Social Responsibility initiative founded by Dr. Prathap C. Reddy, Chairman of Apollo Hospitals Group, in his native village of Aragonda, a small village in the Chittur district of Andhra Pradesh. Prof. Siegrist’s Harvard teaching case on Total Health describes the drivers of the success of Total Health in Aragonda and raises questions for the students about how to evaluate its community impact, make it sustainable, and replicate it in other rural areas of India.

The webinar hosted Dean Michelle Williams, Dean of Faculty, Angelopoulos Professor in Public Health and International Development, Harvard T.H. Chan School of Public Health and Harvard Kennedy School; Dr. K. Viswanath, Lee Kum Kee Professor of Health Communication, Harvard T.H. Chan School of Public Health, and leadership from Apollo Hospitals Group: Dr. Prathap C. Reddy, Chairman; Ms. Suneeta Reddy, Managing Director; and Dr. Sangita Reddy, Joint Managing Director, Apollo Hospitals Group.

Elevating Healthcare Excellence with Voice AI: A Comprehensive Look at the Apollo Hospitals Success Story

Download PDF

21X ROI within 6 months

Saved on average per month

46% Increase

In overall productivity

Executive Summary:

Apollo is the first hospital group in Asia (second in the world) to have achieved Stage 6 accreditations for three HIMSS digital maturity models–the Digital Imaging Adoption Model, the Outpatient Electronic Medical Record Adoption Model, and the Infrastructure Adoption Model.

The Group partnered with Augnito to leverage the latest Voice-based artificial intelligence (AI) technology to further enhance their healthcare services. Augnito’s proprietary Clinical Speech Recognition and Natural Language Understanding technology enables efficient data entry for Electronic Medical Records (EMRs)*  with 99% accuracy. It makes clinical documentation faster and more user-friendly. Augnito’s product was deployed in 37 Apollo sites, across 25 medical specialties.

*EMR denotes all applications used in every department

Apollo’s Vision for Voice AI & Why They Chose Augnito:

Apollo Hospitals operates a premier EMR system, with one of the highest EMR adoption rates in the country. They chose Augnito to make the usage of this EMR more user friendly and less time consuming for doctors.

❝At Apollo Hospitals, we consider it our responsibility to remain at the forefront of technological innovation in healthcare. Widespread EMR adoption is the cornerstone of creating a patient-centric technology backbone. It will enable a seamless exchange of data across multiple stakeholders. Voice-based Artificial Intelligence (AI) can make this transition easy and efficient while also offering productivity gains to our healthcare providers.❞

–  Dr. Thanga Prabhu, CMIO, Apollo Hospitals

Having evaluated similar technologies from other vendors, Apollo Hospitals chose to partner with Augnito because of the following:

• Superior User Experience.
• High Automatic Speech Recognition (ASR) accuracy for all types of English accents.
• Augnito’s Differentiated Customer Success Strategy.

Highlights of Augnito’s Strategy:

• Apollo Hospitals opted for Augnito’s cloud-based, enterprise-ready, SaaS (Software as a Service) solution that enabled them to get started without any hardware or infrastructure investment.
• Augnito’s cloud server is locally hosted, region specific, GDPR, HIPAA compliant and ISO 27001 certified—which met all the data security requirements of the Group.
• Apollo started using Augnito Spectra, an out-of-the-box compatible application featuring a Windows desktop app, web app, browser extensions (Google Chrome & Microsoft Edge) and mobile apps (iOS & Android).
• The installation process took less than 10 minutes and doctors were able to start using the AI immediately.
• Augnito provided dedicated Customer Success Managers to oversee onboarding and product adoption.
• They also provided a 24×7 Application Support team (for remote and on-ground assistance).
• Key aspects of the activation and adoption:
• Augnito had differentiated programs for professionals who were switching from legacy speech recognition software and those who were completely new to the technology.
• Detailed demonstrations and working sessions were conducted.
• Customer Success Managers monitored usage and drove adoption.
• Individual meetings were set up to address product queries.
• Training videos and documentation were made available.
• Apollo Hospitals’ Site IT heads were equipped with analytics data to aid the adoption.

❝Augnito’s technology has been successfully adopted in over 37 of our locations, across 25 medical specialties. We hope to continue bolstering our internal operations with an enhanced partnership. Deep integration of Voice AI via their Voice Services APIs and SDKs, as well as a special focus on Nursing operations is the next phase. Having already made the EMR process so easy, we look forward to the benefits that Augnito will bring to other facets of our business.❞

– Rohini Sridhar, COO & Sr. Vice President Medical Services, Hospital Division, Apollo Hospitals

The product interface was easy to grasp for doctors, as speech is the most natural way of communicating. There were also no voice profile training requirements, as Augnito is built to be 99% accurate for any spoken accent and medical specialty. Most doctors began using Augnito Spectra for 100% of their patient notes within the first two weeks of activation.

Doctors at Apollo have been using Augnito Spectra for over two years. An extensive survey was conducted to evaluate the qualitative and quantitative impact for doctors who had used the product for at least two months. 

Here are the results that demonstrate the clinical, operational, and financial impact of introducing Voice AI in clinical documentation workflows.

Clinical Impact

• Increased Ease of EMR Usage: 100% of doctors agreed that Augnito Spectra made it easier to operate EMR systems.
• Time Saved in Clinical Documentation: Doctors save, on average, 44 hours (2 days) per month on administrative tasks. Some doctors are now able to complete 46% more reports in the same amount of time.
• Improved Documentation Quality: 89.5% of doctors agreed that Augnito Spectra helped them improve the quality of reports.
• Improved Quality of Consultation: 24.6% of doctors believe there is a positive impact on the quality of patient interactions.

❝Our doctors are saving 44 hours per month on average with Augnito. Our investment has yielded 21 times the return, which is quite substantial. As an AI tool for healthcare, it is the most comprehensive one out there. It drives efficiency, accuracy, and productivity. The fact that it is so easy to integrate and operate is the cherry on top.❞

– Ashokkan, CIO, Apollo Hospitals

Operational Impact

• Reduced TAT (Turnaround Time) for reporting: 96.5% of doctors can create and send reports faster. Of those, 85.5% indicate that TAT has reduced by 4-5 hours and 14.5% indicate that it has reduced by a full day.
• Improved Physician Capacity: 35.1% of doctors claim that they can accommodate more consultations.
• Optimized Human Resources: Transcribers were re-allocated from manual data entry role to value-adding Patient Service Management.
• Reduced Paper Usage: IT Heads agreed that Augnito Spectra enabled them to be eco-friendlier and more cost effective, saving nearly ₹30 lakh on paper consumption across their 10,000 bedded operations.

Financial Impact

• Exceptional ROI : Apollo’s ₹21 return for every ₹1 invested in Augnito.
• Time and Efficiency Gains : Augnito saves doctors an average of 1.74 to 5.7 hours per week, enabling 23,800 additional patient consultations each month.
• Elimination of infrastructure, hardware, and setup costs.
• Enhanced data insights for more efficient resource allocation.
• Additional revenue streams in pharmacies and related services through improved data management.
• Increased revenue from returning patients due to enhanced consultation quality and faster report turnaround.
• Improved hospital bed utilization with faster discharge times.
• Augnito’s Holistic Impact : Augnito’s impact extends beyond cost savings, contributing to revenue generation, operational efficiency, and overall healthcare quality improvement.

Physician Satisfaction

Doctors using Augnito Spectra have reported higher overall organizational satisfaction.

Here’s how they are utilizing the time saved:

Vision for the Future:

In a survey conducted at Apollo, Augnito received an industry-best Net Promoter Score (NPS) of 57.

In the next stage of deployment, Apollo is integrating Augnito Voice Services into their EMR to voice enable and automate more complex clinical workflows . This deeper integration would unlock the first-of-its-kind voice interaction with EMR data. The group is also looking forward to piloting Augnito’s new generative-ai-based Ambient technology.

Eager to witness the transformative power of voice-based AI? Take the next step and learn more today. Sign up for a 7 day Free Trial or schedule for a Free Personalised Demo , now!

About company

Established in 1983, Apollo Hospitals is Asia Pacific’s premier healthcare organization. The Group operates over 70 private hospitals and 12,000 beds in the region. Their network also includes 4500 pharmacies, 120 primary care clinics, 700 diagnostic centers, 500 telemedicine centers, and 15 education & research foundations. By prioritizing the adoption of the latest technologies, Apollo ensures that they are at the forefront of clinical and operational excellence.

apollohospitals.com

Featured Articles

Imran Shaikh

Top 11 AI Medical Dictation Software Myths That Need to Be Addressed

April 12, 2024

Voices of Augnito – feat Verushka Patel, Director of Global Partnerships & Retail Sales

April 10, 2024

Voices of Augnito – feat Kaustubh Limaye, Head of Product Design.

March 28, 2024