Children's Health reviews

Senior Management is out of touch and the employees are suffering for it. Job security and satifaction levels are very low. This is evidenced by the high rate of turnover in middle management and staff, particularly in the Information Services department. Chris Durovich, the CEO, is in an expansive and inaccessible ivory tower. He struggles to lower his nose enough to see the utter dissatisfaction that a good - I'd venture to say majority - percentage of his subjects, er, uh, I mean employees are experiencing in their roles. This dissatisfaction is a result of four years of tremendous turnover at the upper-middle and senior management levels. As a result, culture and tribal knowledge have suffered immensely. While often times, new blood is needed to shake up an organization and bring in high-performers to move toward a culture of action and creativity, the result of the last four years of leadership recruitment at CMCD has been a disaster. Most of the new leadership, with the exception of Population Health, have contributed to the exodus of top-producing talent, the fostering of a "Fear Culture," and a feeling that the gig, no matter the tenure, is temporary. No where are these characteristics more glaringly obvious than in the Information Services department. While Pamela Arora, CIO, is an obviously smart, and pragmatic leader, her lieutenant, Aaron Miri, CTO, is an utter embarrasment of a manager. Aaron is more prone to personal rants and reactionary temper tantrums than to capably analyzing and assessing the technology and personnel challenges of a medcal organization that so desperately needs a qualified CTO. Applicants in IT/IS (particularly middle managers) take caution: The CTO is a boy in a man's shoes who tends to whine and shout when his dolls fall on to the floor. He often chooses to hit and kick and yell at those toys of his for falling down rather than picking them up, straightening them out and reinforcing their place and position in the dollhouse.