In recent years, Hyderabad, India, has indeed established itself as a burgeoning hub of innovation, particularly in the fields of technology, biotechnology, and entrepreneurship. I have been living here since 1982, when, barring defence laboratories in its southern...

Brothers in Excellence
Brothers in Excellence
For most people, the pursuit of happiness is the purpose of life. All actions and thoughts are fuelled by the desire to be happy. No one wants to be unhappy, yet unhappiness and dissatisfaction are prevalent. Perhaps serving others can be one’s higher purpose, leading to deep satisfaction rather than fleeting happiness. Two brothers I met are living examples of this.
I met Dr Vishnu Swaroop Reddy, the renowned ENT Surgeon, when he returned from the UK and joined Care Hospital, where I was engaged in interdisciplinary research, working on developing India’s first coronary stent as a defence technology spinoff.
The idea of developing cochlear implants—tiny sensors that enable hearing—has become common ground. Dr APJ Abdul Kalam instantly liked Dr Reddy and invited him to be his guest at the Rashtrapati Bhavan. With his clinical and audiological team, Dr Reddy examined the entire staff and 600 children from the Rashtrapati Bhavan Estate Schools, focusing on their hearing status, and submitted a report, to the great joy of the people.
The Naval Science & Technological Laboratory (NSTL), Visakhapatnam, a centre of excellence in the science of sound waves, called sonars, undertook the development. A team headed by Dr V. Bhujanga Rao eventually achieved success in developing indigenous cochlear implants, which brought down the cost manifold—Rs. 1 lakh (1100 USD) compared to between 7,000 USD to 21,000 USD for imported implants—and helped many profoundly deaf children hear sounds and, as a result, develop speech. Dr Reddy furthered cochlear implantation surgery using cost-effective local anaesthesia, which cost merely a hundred rupees. He has performed the most procedures in India under local anaesthesia, which very few surgeons worldwide can do.
Through Dr Vishnu Reddy, I met his younger brother, Vinod Reddy. They hail from the coastal village of Mypadu, in the Nellore district. Their father, N. Kodanda Rama Reddy (NKR), an M.A. in Political Science (1953-1955) from Presidency College, Madras, was fondly called ‘English Kodandaram Reddy’ for his imposing personality and gracious manners.
The elder brother chose to become a doctor. After his MBBS and MS in ENT from S.V. Medical College, Tirupati, Dr Vishnu Reddy went to England in 1993. He did his FRCS from the Royal College of Surgeons of Edinburgh, Scotland, and DLORCS from England. Dr Vishnu Reddy trained with the best surgeons across the world—at the House Ear Institute in Los Angeles, USA, under Prof. Derald Brackmann; at Marien Hospital, Stuttgart, Germany under Prof. Wolfgang Gubisch; at the University of Hannover, Germany, under Prof. Thomas Lenarz; at University of Paris, under Prof. Jean Abitbol; and at Graz, Austria, under Prof. H Stamberger. The world’s best hospitals were now open to him. He worked as a Consultant ENT and Facial Plastic Surgeon at the Staffordshire General Hospital, Stafford, England, and at the Aberdeen Royal Infirmary University Teaching Hospital, Aberdeen, Scotland. Today, he is considered the top ENT surgeon in this part of the world.
The younger brother became an engineer, graduating with a Computer Science and Engineering degree in 1990 before earning a master’s at the University of North Texas. Vinod Reddy worked in the travel and transportation industry at American Airlines, applying operational research to understand customer needs better. When the Indian economy opened and new technology arrived, Vinod Reddy returned and led the American firm Broad Vision in India. He created an e-commerce platform under the Indian Railways Catering and Tourism Corporation (IRCTC) that made visiting the station and filling out travel detail forms a thing of the past. It was a watershed moment. In 2009-2010, daily online ticket bookings surged from just 30 individuals at launch to 500,000.
Pursuing excellence leads to a deeper, more profound sense of satisfaction than simply achieving a goal or winning an award. Like his brother, who made restoring hearing to the deaf his mission, Vinod Reddy chose customer service. He created his company, CRMIT, headquartered in Bengaluru, to live his dream of developing information technology in customer relationship management. Breaking the one-size-fits-all barrier, his company developed industry-specific solutions unique to business goals. It has become a global company operating in the USA, the UK and Australia.
CRMIT has become a leader in optimised healthcare delivery by partnering with America’s largest healthcare company, UnitedHealth Group. Here, the paths of the two brothers converge, like the confluence of two rivers. When I recently met them at Dr. Vishnu’s home in Hyderabad, we passionately discussed how technology can free Indian healthcare delivery from the inefficient and corrupt referral system.
Digital platforms enable seamless, trackable and standardised referrals between providers, reducing delays, errors and opportunities for corrupt practices like unnecessary referrals or kickbacks. Centralised databases consolidate patient records, referral histories and treatment plans, ensuring transparency and reducing duplication or misuse of resources. Technology-driven scheduling minimises favouritism or manipulation, ensuring fair access and resource allocation.
Analysing referral patterns and health data can help easy identification of anomalies indicative of corruption or inefficiencies, enabling authorities to take corrective action. Blockchain technology can create immutable records of referrals and resource transactions, fostering trust and accountability. Above all, mobile health platforms can empower community health workers and patients with access to referral information, promoting transparency and community engagement.
Why is it not happening? Unfortunately, inertia is a terrible force. Once people become used to bad habits and unfair arrangements, it is difficult to change them. Who does not know that consuming tobacco leads to cancer? Everyone knows the benefits of nutrition and exercise, yet one can see people paying scant attention to their health everywhere. The health insurance industry has become a conduit for funding tertiary care hospitals, destroying primary healthcare in the process. If you have a headache, undergo a CT scan; if you have stomachaches, get an endoscopy done. Do you suffer from back pain? Get an MRI done. Chest pain? Undergo an angiogram, followed by angioplasty.
While upgrading technology in primary healthcare is a vital step towards improving public health, it is generally most effective when combined with other elements such as infrastructure development, workforce training, policy reforms and community engagement. Technology can enhance diagnostics, record-keeping and communication, leading to faster and more accurate care. However, a multifaceted approach that addresses social determinants, education, sanitation and access to care is also essential to achieve comprehensive, improved public healthcare outcomes.
But someone must bell the cat. How about a pilot in one district, where 10,000 patients are screened using an integrated digital system that captures their identity, history, symptoms and possible ailments? Those who need to see a doctor, say 1000 or 2000, are referred ‘directly’ to the specialist. A few hundred who need tertiary care go to tertiary care hospitals. The rich and powerful do not crowd them and block the needy. Who will allow this? I think this is not a valid question anymore. Instead, the question is—who can stop this? This is what I feel after meeting people like the Reddy brothers.
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