Press Ganey reviews

Sr. Management overlooks the leadership qualities and capabilities in employees and prefers to bring in outside leadership rather than provide opportunities for internal staffers. More importantly, leadership is quick to downgrade top executives in favor of outside management as a result of an ineffective belief that such tactics might improve the organization's diminishing credibility in their industry. For instance, replacing the COO was a horrible and damaging business decision. The organization's "good 'ol boy" mentality is the only reason the previous COO was not terminated - it was obvious that operations was failing under inneffective leadership sowed with distrust, and misalignment to clearly established company goals and values - but instead a new COO was brought in (instead of brought up from internally) to "fix" the damages, and the previous COO was promoted to President of Operations. Prospective employees are shown smoke and mirrors to establish that the organization cares for its employees with a deep commitment and likewise is extremely customer focused to the point that clients always talk to a live person when they call the company rather than talk to an automation system. On the surface this seems like the perfect type of company to work for - family centric, employee driven, customer focused - except - behind the smoke and mirrors is a close-minded, distrustful, stagnant, and transactional autocratic leadership where leaders rule by fear and consequences. Employees cannot express concerns with leadership without fear of serious reprecussions including immediate termination, which is just another fear tactic to help ensure that internal operations runs smoothly and successfully.

This company is out-dated, tedious and creates more internal work for themselves than any company I have ever seen. The amount of "CC" emails that every employee is on- is ridiculous- way too much unnecessary information on a continuous basis -with no strategy or thought to make changes. If you encourage change- you are frowned upon for speaking up. Upper management is the problem here -from Sr. VP down to VP. A different approach or change is discouraged in this company. This management style and culture would work better in a repetitive environment- such as a factory or assembly line- but a challenge a market where the competition is far more innovative and streamlined than PG. Marketing and Product Management - no changes in messaging or product ingeunity . Total lack of creativity. In more than 18 mos- 1 new feature- Quick Reports- that was a tiny improvement in the solution- Too much data, too little openness to change or streamlining- and sales leadreship churns through new business sales on a regular basis, (people are not aware they are gone for months.) As a result, ZERO sales growth and competition is eating away at the PG market share- ( PG's pride and joy.). Many of us had high hopes for Pat Ryan and his new managment team to bring change. Pat Ryan is personable, charasmitic, intersting person. Unfortunately, he is one person who can't change the biggest challenge of all- Press Ganey internal team who have been there far too long and think continue the way we have always worked and everything will be fine. In this changing market- this lack of foresigth and vision will continue to erode PG's business. And no amount of analytics, 300 page reports, or PhD statisticians will be able to fix this slow moving, red -tape company. They are their own worst enemy.