Is there ever going to be a point where we're actually done? Where we're finally structured the right way? On a related note, when do the people behind all these failed restructures start facing consequences for constantly getting it wrong? Is that ever going to happen?
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@b4 Sorry... zero to do with stock value. We were RIF'ing when the stock was over $600. It's the criminals in leadership with the plan to move 70% off shore. That's been in place for years and it's not gonna change unless the criminal SVPs are released
@OP There isn't any such thing as being "done" with restructuring. That's not a UHG thing... It's business
The leadership is rife with egos, empire builders and people having affairs. When the most trusted people fail… yep the CISO who brought her own people and got fired… she’s the one than didn’t cut those ego and unethical people out.. and she paid for it.. that’s Optum all over. The really good engineering leaders left.. now the culture is unhealthy… those just wanting to deliver will be greatly impacted… wellmed and others are on the cutting board to cut costs…
@d5 Like seriously! The amount of AI being pushed into anything and everything at this company, regardless of your role or duties is behind asinine. I can think of two higher ups easily that need to go, but I won't say names here.
Weymouth came up through finance. He's competent and ruining the business anyway because his incentives are misaligned. He's rewarded for making it worse for us. I hate him for accepting this and knowing it was wrong and maximizing his own outcome at the expense of all of us, and a little bit America, but adding competence might not solve the issue. I'd honestly rather keep the man I hate and drastically change his compensation and metrics. Identify and retain top talent, identify and preserve growth initiatives. Identify and platformify business functions currently handled by multiple 1980s systems that look like Reynolds and Reynolds and ask you to press the F-15 key so we can decommission the trash and stop maintaining bullsh-t legacy systems. Work with enterprise architecture to find a more unified and sensible way forward for business critical systems. Find everyone jamming AI into things for literally, actually, legitimately no reason, and send them packing.
The so-called "leaders" who do nothing of value were dubbed "business id--ts" by Ed Zitron on his podcast Better Offline. The Business Id--t doesn't produce anything, know how the business's products and services work, or the concerns of constituent suppliers/customers/clients/etc. We've had a lot of Business Id--ts ruining good teams. They need to be seen doing something sweeping so they can mushroom stamp the whole department and then smugly take credit if anything good happens later. Which it will, because they find out our metrics and goose them artificially.
The new CEO worked at one of the last BCBS organizations that did well enough not to be subordinated into the wider pattern - BCBS used to be state-specific and NC is still thriving. So he's absolutely not a Business Id--t. Witty was. Dadlani is the most.
Every Intel CEO for the last decade or more prior to the current one was, and they missed hitting critical new "process node" sizes at pace with the competitors they had been soundly pummeling using unfair monopoly pressure, then in addition to AMD eating their lunch they became so sh-t Arm stole their lunch on small battery-operated devices because the larger Intel chips are still fast single thread performance but the power draw is way too high for mobile devices where we need to preserve battery life. I don't know what the equivalent process is for UGH. It'd be like MetLife crushing us and people rushing to adopt a Snoopy-branded policy.
@be bootlicker
Ending acquisition strategy for clients and focus on retention and growth would help. And still integrating existing acquisitions like Change, Episource, etc. Partnership to avoid headcount for product, sales, or tech, will lead to a steady stream of small acquisitions, so the answer is never.
Plus, 32+ doesn't get laid off and they're SOOOO VALUABLE that we don't want to offend them. We could easily cut off a few heads and move downlines under other teams all at once, but no. So, we wait til someone quits and we promote before we consolidate, so re-org is a slow trickle.
The market and the regulations are always changing. The companies must adapt, or they will be left behind the competitions. Get used to the non-stop restructuring: it’s part of doing business.
Until the stock recovers this all will continue abd its the PATIENTS/POLICY HOLDERS paying the ultimate price with denied treatment and claims.
@OP Been here 10+ years. Optum Tech reorgsevery 6-18 months.
Over career, an employee at 10 different companies: small, medium & large companies. The larger the company, the more frequent the reorganizations.
I just started at this company after dodging a layoff at another place. I saw this page: “same as it ever was.” Sheesh. Maybe we all need to take the tonsure and don the robes.
Because, because, This time will be different.
Fire dudlani and weymoth.
Peak incompetence