Completely disorganized - opaque lines of responsibility. VPs would rather manage and supervise daily activity and personnel than set strategic direction, develop overarching plans to meet organizational objectives and create ways to streamline work. Directors would rather manage and supervise individuals than find synergies between their various organizations. Managers are expected to be combination individual contributors, project managers and accountants rather than actually manage teams.
For 4 years SSM has been trying to create a proper PMO with 0 success. Think about that statement and all that implies for Sr Leaderships ability to execute, gain accurate/timely insight into their "priority projects", for what is expected of non-Sr Leadership employs to pick up the work of a project manager, for the amount of overlapping projects and toe stepping that occurs. This is insane for an organization this large.
No meaningful goals. No annual or quarterly department objectives. No defined ways to succeed. Just many many daily changing ways to fail.
The term 'Strategy' means something very different at SSM than it does at other organizations. Strategy at SSM means scribbling down annual budgets into a multitude of spreadsheets, then working through many many iterations of random budget cuts with no thought to outcome or business impact. Then complain about why things aren't getting done and reworking individual issues frantically.
