Health Catalyst reviews

I appreciate your comments and observations. And I acknowledge the challenge for the Minneapolis team members working in APR who have the difficulty of needing to try to align with both Health Catalyst and with our client's expectations--that is not always easy. I will follow up with APR leadership on the specific topic of APR expectations for holidays. I also appreciate your comment about performance management. The soft underbelly of the strategy of enabling team members to feel excited about staying at Health Catalyst for years or even decades includes the challenge of having team members or even managers that don't assume that there is also a high performance expectation which must be met. We are trying to emphasize this balanced perspective in our performance management training. This includes emphasizing that if there are performance problems that persist, those performance problems must be addressed, including in some cases the need to have a discussion about a generous severance to enable that team member to land on their feet and find another career opportunity outside of Health Catalyst. Thank you also for your observation about some of the downsides of significant transparency. This is an issue that we have discussed a number of times as a leadership team, including in our most recent weekly leadership team meeting. At a strategy level, we've opted to continue to err in favor of more transparency in continuing to share details of our financial performance and plans, but to do a better job of highlighting when we are still iterating, and also keeping our updates focused on a few salient items relevant for all team members. We are also working on sequencing so that we generally have an opportunity to communicate with leaders prior to major communications with all team members--but we have room to improve there as well. We'll keep working on it! Thanks again for taking the time to share your feedback.

Thank you for your thoughtful review, and I agree with several of the common threads that exist within your post. Health Catalyst does indeed have a soul. It is the sum of our collective decisions, values, and behaviors that define our culture, and ultimately who we are. I also think that you are right about the evolutionary process that takes place within any organization. You touched on a couple specifically in your post-- consensus-oriented approach by the leadership team evolving to more distributed decision-making, requiring more trust be placed with functional leads, and evolution of our second-chance process. These, along with others, are great examples of what worked well in the past, but past success doesn't necessarily ensure the best approach for the future. I think that you will continue to see evidence of changes in several places within our organization, as we collectively work to evaluate processes against our growing and evolving organization, as we always attempt to suggest, discuss, and adopt change when necessary. Now, as we all know from our work with our own partner customers, change is hard. It takes time, and requires thought and care to ensure success. The truth is we are never done. We should always be willing to tweak and improve. Thanks again for your thoughtful comments!