Medicosnext
“GIH was adjudged the best hospital in the country way back in 2016 by Frost & Sullivan–that itself speaks volumes!”
Dr. Ashok Vardhan, CEO, Grande International Hopsital
Aside from his rich clinical background in the medical field, Dr. Ashok Vardhan also has a wealth of experience in establishing and running new hospitals. He played an instrumental role in the establishment of one of Nepal’s top-notch multispecialty hospitals, Grande International Hospital, Dhapasi, Kathmandu. In 2016, a year after the great earthquake in 2015, his company La Santé Enterprises was invited to assist in the management of the premier hospital. Here, he speaks about some of the milestones in his long and eventful journey.
Could you please tell us about the milestones in your long career, till date?
I began my career as a clinician 40 years back, practiced as a gastroenterologist, an intensivist, and a geneticist. As a geneticist, I was involved in harvesting human chromosomes—even isolating the ‘Philadelphia chromosome’ in chronic myeloid leukaemia.
My career then took a new turn towards hospital development and being an administrator and a healthcare manager. I founded La Santé Enterprises, a healthcare initiative for operating and managing hospitals, providing turnkey solutions for hospital projects and healthcare consultancy and advisory.
Prior to being promoter of La Santé Enterprises, I worked with Smart Group as Vice Chairman of Saket City Hospital, Chief Executive Officer of Smart Health City, Group Chief Operating Officer of Global Hospitals, and Group Chief Operating Officer of NMC Healthcare for their healthcare business in India (outside UAE) and Chief Executive Officer of their medical establishments in Nepal.
Prior to that, I worked with Escorts Healthcare, and then in Fortis Healthcare. I was the first Head of Clinical Governance of Fortis Healthcare India, as Vice-President, and also the Founder Director of their flagship hospital, Fortis Memorial Research Institute (FMRI).
Were you involved right from the inception of GIH? How was your experience in the initial years of establishment of GIH?
Grande International Hospital was commissioned on January 3, 2013, and I joined after about a year for a short stint at that time. La Santé Enterprises was invited to assist in the management in 2016, a year after the earthquake. It was a very fulfilling experience for the next three years, in which GIH achieved a stable state and was at the top of the heap catering to almost 30 specialties of medicine as a unique corporate hospital. It created its own following of entrepreneurs and hospitals in its wake.
When and why did you return to India, since there was so much to do at GIH?
Turning around a hospital and making it profitable requires a time period of about 27 months, according to our model of operation and management. The objective of steering the hospital towards profitability and stability was achieved, and systems and processes were well established. Our term of three years was an enriching experience, and a second coming would have never been required but for the strategic objective of further thrust in premier offerings in service by GIH in the face of global epidemic of COVID-19.
This is the second time you are taking over the helm of GIH; what are your priorities now, based on your previous experience?
Comprehensiveness of clinical offerings, expanding the existing medical services, enrolling new specialists and technology, better clinical outcomes, superior patient experience, and international quality accreditation are the obvious priorities.
What are the lessons learned by GIH from the COVID-19 pandemic, and what are the changes it has brought about in the way you operate.
Nothing can prepare anyone to deal with a pandemic like this one—united, we can handle such calamities. To nurture a committed, empowered team that is adequately motivated to think quickly on its feet to organize resources and produce traction to help patients in need is the challenge and prudent learning.
What is the current situation regarding GIH’s operations; are you satisfied with it?
GIH is one of the best operated hospitals of Nepal, and the satisfaction is that we are conscious of the fact that we should never compromise ourselves from such a leadership position. Our pivot is our patients, and each and every one of them is most important for us to provide honest feedback so that we could come up to their expectations. The hospitals are for the communities where they exist and are there for the service and well-being of the community. Our motto, ‘Care to Cure’, will steer us there.
Could you please relate some of GIH’s successes till date that are worth mentioning?
GIH was adjudged the best hospital in the country way back in 2016 by Frost & Sullivan–that itself speaks volumes! Our pioneering role in Heli Rescue, Trauma, MIS, Cardiac and Critical Care and Renal Transplant has received commendations for the hospital, and our doctors from varied quarters including government, who’s who of the country, and foreigners.
You will agree that harmony among all staff members is crucial to the smooth running of a big hospital like yours; what are the steps you have implemented to ensure harmony and motivation?
GIH has been fully aware of this aspect of operation from the beginning and considered it important to put adequate emphasis on inculcating elements of ‘Grande culture’ and proper HR policies among its staff. Our policies were framed and vetted by erstwhile UN personnel, prepared by a qualified consultant, certified by a government agency, and implemented by conscientious managers. Annual performance appraisal process, staff welfare and grievance redressal, and a balanced menu of work and fun in a professional environment has helped in this regard.
What do you think are the essential qualities of a hospital of international standards?
A hospital that can ensure adequate patient safety goals, predictable clinical and patient outcomes, and that too consistently every time, is said to possess such standards.
There have been immense advances in healthcare technology; do you think that GIH has succeeded in keeping itself technologically updated? If not, what are the hurdles and shortcomings?
GIH was conceived and constructed with the inputs and involvement of international agencies, even at the inception, with an emphasis on acquiring contemporary technology from across the world for the specialties established. That superiority continues to serve GIH well till today. Many such technological introductions were before their time in 2013. As we continue to introduce newer specialties, further enhancement in technology would be imperative, and GIH is prepared for its new phase of expansion.
Any future plans of GIH you would like to reveal here?
GIH future lies in migrating from a service hospital model to an institutional model. The difference manifests by imparting that depth in the specialty offerings to make them provide ‘last mile treatment’, meaning thereby, comprehensiveness of treatment of a complex disorder. GIH is embarking on a new phase to accomplish this agenda for the future.
