The leadership team has chosen to follow a consensus-oriented decision making approach for company-wide, strategic decisions. The upside of this approach is that the leadership team rarely makes a bad decision. But the downside is that they take longer than some management teams to come to a decision. As the company scales, I believe the decision making approach will need to evolve towards more delegated decision making and trust towards the functional leads to make the right calls.
Also, a strength at Health Catalyst is that we feel like a family--team members feel that the leadership genuinely cares about them, and there is a stated policy to give team members who have had a performance problem a second chance. This produces some incredible turnaround successes and deep loyalty and commitment. It's probably one of the reasons the voluntary turnover rate is so low (3-4% per year). However, there is downside to this approach--sometimes the performance issues don't get corrected, and it takes longer to resolve these performance problems. I think the company can evolve this approach to move through the second-chance process more rapidly and then rely on offering a generous severance package when the second chance didn't work, but move more quickly.
