The most significant problem at Tricore is the toxic culture perpetuated by the executive management and C-suite. Senior leadership consistently ignores concerns and input from employees at all levels, instead favoring performative actions that look good on paper but don’t address systemic issues. When problems are raised, they are often glazed over or dismissed, and honest feedback is discouraged. There is a strong sense of astroturfing—leadership goes out of their way to create an illusion of positivity and progress, even as staff morale declines and turnover rises.
Policies, procedures, and expectations can change suddenly—sometimes daily or weekly—without any clear communication or rationale. This leaves staff confused, stressed, and forced to constantly adapt to shifting priorities that seem more about executive whims than real operational needs. Micromanagement is widespread, and there is little trust given to experienced professionals, further fueling frustration and disengagement.
Professionalism from executive management is often lacking. Public criticism, scapegoating, and finger-pointing have replaced meaningful collaboration and accountability. Those who ask questions, point out inefficiencies, or advocate for positive change are frequently marginalized or driven out. Not surprisingly, turnover is high and many talented employees leave as soon as they can.
The issues with executive priorities became glaringly obvious after the ProPublica investigation, which revealed significant salary increases for C-suite executives, even during periods of poor company performance and widespread internal dissatisfaction. This decision was demoralizing and showed a clear disconnect between leadership and the reality faced by frontline staff.
