Part of the Cigna / HealthSpring acquisition here. Over at Cigna part of the business strategy was buying companies and quickly incorporating them into our BO operations. On the other hand, HCSC seems like a kid in fourth grade trying to figure out a college level manual. How are we still waiting on decisions here almost two years in? When will Igor come up with a definitive direction around AI? The townhall where he said "100 years ago, people didn't know they wanted a car, they just wanted faster horses" was a fancy little tidbit. Well, Igor, using your own analogy, we don't want a car or a horse, we just want to start moving. When are you going to get out of the way and let the team race forward?
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@kh they sure did sc--w the pooch with this Cigna debacle. Honestly- I’m really not sure what the heck they were thinking.
@jf neither will get a board seat.
They’ve disappeared after losing all this money on the Cigna acquisition.
@gf is this sarcasm? Because this strategy team is only good at picking buzzwords and vendors to get Arun and Mao a board seat.
Strategy simpletons are good at picking new business ventures. So so many wins to count.
@b2 when the CEO and his cabal of dimwits have to approve every job posting and hire ( and push back if not diverse enough) and put their little yes men in place- then there in the wrong dang job. Micromanaging is truly their only skill and these mo--ns don’t even know the business. They are clueless and unethical. But they are very very rich.
@a5 old Maurice and his brilliant and bloviated band of strategy simpletons thought government business was an easy cash cow . They bought it with zero strategy or thought. Cigna saw a su---r coming and laughed all the way to the bank.
At an investor owned company, Maurice and crew would have been tossed like a used burger wrapper.
@b9 it’s the HCSC way - thinking they are smarter than every other carrier and buying a pig with lipstick and calling it a race horse.
@OP AI is not in any place to be leaned on. You can not rely on probabilistic models in a market with margins as thin as health insurance. Even in other sectors like software you are seeing usage falter and be curtailed.
At HCSC you have people pushing fluff like the User story generator and test case generator which have low usage and limited use cases that the workers don't use because it increases your workload way more often than it reduces or speeds up deliverables.
You sir are no JFK.
Enjoyed the quote though.
Buying a business that was losing money and a compliance nightmare for full price was a bad bet. Like bad debt, should have paid Pennie’s on the dollar for it.
The people seem nice though. Nothing but great experiences with them.
@b2 and none of the the remaining great leaders got promoted in these recent rounds of organizational changes.
@an Hard to do when the four or five layers of leadership above us insist they have to approve everything. Micro management is real and it impedes innovation and progress. We are not empowered, and some in leadership do not trust the front line departments who do the actual work. I can think of several leaders in the past who were not so fearful and who empowered their teams. They are no longer here.
@an why on earth would the "rank and file" be responsible for that when you have set nothing in motion and done nothing to lead either explicitly or implicitly. Earn your pay and be a "LEADER". Otherwise you're collecting a FAT check to do absolutely nothing.
@a5 yea, I think you've hit the nail on the head here. Whatever acquisitions that this former Cigna employee is talking about were small and focused in comparison to this.
@an Yes, tell your VP that instead of pursuing their goals you’ve decided to move faster and in a direction contrary to the VP’s goals. Goals are really just “suggestions,” right?
@aa Don’t ask what the company can do for you, ask what you can do for the company. We have the tools to move faster, start moving vs waiting to be told. Rank and file are the ones slowest to adapt.
We don’t move quickly, and we never have. This was not new with the Cigna acquisition. Investor owned companies tend to drive forward more quickly.
HCSC acquired something bigger and more complex than than they thought it was and didn't appropriately prepare in advance for the onboarding/integration of people, processes, or systems. They waited for the deal to close to even begin thinking about strategy. To make matters worse, the business they acquired was financially unstable and going through immense multi year technology change. The Medicare business they already had was also losing money. Put all that together and ... well is it really a surprise it is where it is?