Covert office environment.
Ambiguity is okay when caused by change, but not when caused by culture of poor ways of managing and leading that cause ambiguity. too much ambiguity, ie. unclear goals and roles and when asking about that, you can expect a long turn around time to get them answered, which impacts productivity in Shared Services. Turnaround time of information / decisions from management is exceptionally long leaving workers in rework mode when mgmt. finally gets back to them.
In 2+ years, never was thanked for all the work done except in mass meetings a few times a year.
In 2+ years, Director was under big stress the entire time and I did not have a good experience with that.
Organization does not have a development environment for employees as of 2014 for development in shared services. I didn't see very many promotions during my time there. (we were told the strategy was inspire and develop, so if they do follow through, things should change finally to where the org will be focused on development, which it needs in healthcare with ways healthcare industry is changing. No more mediocrity.)
Shared Service offices - benefits reduced as of 2015.
Tried to expand in my area of work, and was limited.
CEO from Swedish has never managed an organization as big as this across 5 states.
