My View - What Renji Smart Hospital shows us about AI's future in healthcare

VIEW - Jason Wei, clinical renal physiologist, Te Toka Tumai | Auckland 

When people talk about artificial intelligence in healthcare, it is often in theoretical terms. During a recent visit to Renji Smart Hospital in Shanghai, I had the opportunity to see what happens when AI moves beyond the pilot stage and becomes embedded in everyday clinical practice.

The experience was both impressive and thought-provoking. 

What struck me most was not the technology itself, but how seamlessly it has been integrated into the hospital's workflows. AI isn't replacing clinicians, it is acting as an intelligent assistant, reducing administrative burden, surfacing clinical insights and helping clinicians make faster, better-informed decisions.

An AI-powered hospital experience 

Renji's AI-powered Internet Hospital platform allows registered patients to consult online with their specialist. Before the clinician even reviews the case, an AI Doctor Assistant (AIDA) analyses the patient's medical history, medications, laboratory results and previous clinical notes. It drafts a structured clinical summary and suggested management plan based on evidence-based medical decision-making. 

Importantly, nothing is sent to the patient until the treating specialist has reviewed, edited and approved the AI-generated recommendations. The clinician remains firmly in control, while the AI significantly reduces the time required to prepare for each consultation. 

The system also recognises when a patient's condition appears to fall outside a clinician's specialty. It cross-checks recommendations against the latest clinical guidelines and can suggest involving another specialist if appropriate. 

AI also plays a major role in Renji's intensive care units. As laboratory, radiology and pathology results become available, they are automatically reviewed alongside the patient's medications and clinical history. If AI detects deterioration or predicts a worsening condition, it generates alerts recommending additional investigations or interventions for clinicians to consider. Rather than waiting for problems to emerge, clinicians are supported by continuous, real-time analysis. 

This level of clinical decision support is possible because AI is only one component of a much larger digital transformation. 

Triple I Hospital 

Renji launched its ‘Triple I Hospital’ strategy around six years ago, focusing on becoming Integrated, Intelligent and International. 

The integration piece came first, with medical services, equipment and data across intensive care units, operating theatres, wards and hospital facilities all brought together into a single platform. Staff can securely access information from mobile devices according to their level of authority, giving clinicians a comprehensive view of patient care wherever they are. 

The hospital has also integrated healthcare delivery with health management and insurance services, creating a one-stop platform where patients can receive treatment while insurance claims are processed quickly and directly. 

Only after building these strong digital foundations did the hospital progressively introduce more advanced AI capabilities. 

The scale of the operation is remarkable. 

History of Renji Hospital 

Founded in 1844 by Dr William Lockhart of the London Missionary Society, Renji Hospital is one of the major teaching hospitals affiliated with Shanghai Jiao Tong University School of Medicine. Across four campuses it provides 54 clinical specialties, more than 3,000 beds and employs over 4,600 staff, including more than 1,800 doctors and 2,800 nurses. 

In 2025 alone, the hospital managed approximately 7.5 million outpatient and emergency visits, discharged around 260,000 patients and performed more than 130,000 surgical procedures. 

Its Internet Hospital has become equally significant, with over 1,200 doctors providing online services to more than eight million registered patients. Collectively, it has delivered care to over 14 million patients, with more than two million prescriptions issued online and delivered to 300 cities across China. 

The hospital has also maintained DNV international accreditation for nine consecutive years and, in 2025, became the first hospital in the world to be assessed against DNV's Internet Hospital Accreditation Standard. 

Lessons for Aotearoa 

My visit highlighted several lessons that New Zealand could consider as we continue our own digital health journey. 

First, success requires a long-term strategy. Renji's achievements were not built overnight but through a carefully staged programme of digital integration before introducing sophisticated AI. 

Second, leadership matters. Large-scale transformation requires sustained commitment from hospital executives alongside dedicated multidisciplinary teams with the right technical and clinical expertise. 

Third, high-quality clinical data is essential. AI is only as good as the information used to train and support it, making consistent, structured clinical data a critical asset. 

Fourth, significant investment is unavoidable. While I do not know the total cost of Renji's programme, there is no doubt that funding has been a key enabler. 

Finally, New Zealand's relatively small population presents both a challenge and an opportunity. Rather than developing isolated systems, greater collaboration and shared digital infrastructure across our health system would create richer datasets, improve interoperability and provide a stronger foundation for clinically useful AI.

If you want to contact eHealthNews.nz regarding this View, please email the editor Rebecca McBeth.

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