Change Healthcare reviews

As you may have heard from the Finance team leadership, we have constantly sought to reduce the demands on the Finance team this year and into FY19, because we recognize the existing demands are significant. The Finance executive team met recently to see which projects could be postponed to reduce the workload, but given the new systems we are implementing and regulatory changes (like the new revenue recognition rules), there weren't a lot we could postpone. I know our CFO and his team are focused on this challenge. As you may know, we have brought in a substantial number of external experts to work on these one time projects alongside our Finance department team members (e.g., ERP) to lighten the workload on our team members during this "surge" period. I hope you can engage directly with the Finance leadership team through department meetings, one-on-one skip level meetings or through posts (anonymous or otherwise) on our internal social network to address your concerns. Thanks for posting.

I agree that we have a great CEO who is working hard with his executive team to lead the company, but I have to disagree that his ideas don’t get past the VP level. Many concepts and initiatives are discussed every day but, as leaders, we have to focus on our strategic priorities and dedicate the right resources to the right areas that support our business objectives. I see this happening across the company. Great ideas turning into successful products, processes, and programs. In fact, we have a program in place called the Culture Ambassador program to help drive ideas across the business and ensure employee feedback is getting back to senior leaders. That said, we understand some leaders are more hesitant to embrace new ideas or an evolving culture than others, so if you feel your manager isn’t welcoming your feedback, we want to know about it and this is something you should raise with your HR Business Partner. We understand that certain changes we make as a company may cause uncertainty for our team members. During these times of transition, it’s natural for some people to get nervous and explore opportunities elsewhere, and that’s the risk we take as a company. We have an extremely strong leadership team in place and are excited about the pending transaction and the many opportunities it will create. We’re also committed to being transparent and sharing information and key milestones about the joint venture with our team members as soon as we are able. Lastly, we realize we have work to do with our internal systems and technologies. As a software engineer, I have to imagine that you understand the difficulties in aligning the many different systems we’ve acquired over the years and would love for you to help us educate others across the business as to this complexity. We’re doing this as quickly as possible but want to make sure we’re doing it right, effectively and to ensure sustainability. -Linda Whitley-Taylor, Chief People Officer