Does anyone know what’s actually going on with C&S in NY?
We’re being told that we now have to visit provider offices in person instead of working remotely, while also being assigned AI-related projects seemingly every day, with little to no examination of whether these changes are realistic or effective.
What’s especially concerning is that leadership doesn’t seem to understand how provider offices actually operate. Providers have their own workflows, staffing challenges, and priorities, and they’re not necessarily looking for UHC to come in and tell them how to run their practices.
I’m trying to understand the bigger picture here. Is this happening across C&S, just in NY, or only within certain teams? Is this part of a larger restructuring or a shift in strategy?
Would really appreciate hearing from anyone who has insight into what’s happening behind the scenes.