Providence reviews

An ongoing push to turn Digital Innovation into a profit center is drastically, and negatively, shifting focus from helping patients to selling product. Top resources are being dedicated to sales, executives are moving up the ranks, reorgs are happening every quarter, and under it all, the patient is forgotten. The turnover rate is silly, as the most mission-driven amongst us move to other positions and companies where we can actually generate the impact we intended when we started at PSJH. Reorgs and attrition have fundamentally altered the character of DIG. The vast majority of exec attention is spent on finding new profit centers, whether that's the venture capital component of Digital Innovation or trying to reinvent the wheel so it can be resold.

I think it is best just to list them: 1) Took 2 months to get a laptop - this seems like the norm 2) Still not on all the email list serves after a year 3) Laptop provided lacks adequate specs to run Epic 4) Direct manager decided to not meet with me for 2-3 months, not one single point of contact and she no-showed to every meeting 4) Every deployment is behind schedule 5) Service Now was rolled out as the new change control software, but some sites still did not have access for weeks after go-live 6) Constantly find systemic issues from past site deployments and there is no form of Root Cause Analysis and resolution to prevent issues from happening. Some of these issues are legitimate patient safety issues that go unnoticed. 7) There is a complex set of aggressive company politics at play - for example, one analyst for a deployment missed a minor deadline by a few days and one of the C-Suite of the site expressed extremely negative feedback. Learned that the individual has been pushing for the delay of the project. See the Exer go-live as an example: The whole project was scrapped weeks before go-live, Exer departments still in Production and all. 8) When I joined, there were an extremely large of unaddressed, un-viewed break-fix incidents in the system for our team (400-500+) 9) There is a lack of a governance structure. Both clinicians and IT staff alike do not know where to take issues or requests to get approval. For example, apparently there are "idea" tickets with an associated approval process for large systemic change requests, but there is no evidence on how to submit these or who approves them or any information at all really. 10) No training at all, but frankly it was not needed 11) Team meetings regularly turn into yelling matches and are just far too uncomfortable to attend. 12) I was kicked out of my office since it was being sold no replacement 13) The IT department is 2.2 billion dollars in deficit No comment on job advancement/raises.