Lets start from the top, first at C-suite level, you're constantly lectured in Town Halls by executives working in DC about how Humana is constantly trying to survive in the industry, ignoring the hundreds of billions of profits the past decade - oh and the stock options the lecturers give only reported in local Louisville news in WDRB that this or that exec just pulled out $10 million plus in stock every few months while telling others that we need to meet our 'reduction goal.'
Then down to the VP level, and if you work on the IT side in infrastructure, networking, security as an engineer or admin - it's really all the same with a different coat of paint with the VPs. Lots of boot licking about what Bruce or Bob or whatever first name to make it seem like the C-Suite and SVP's are just 'one of us' and comes the canned usual out of touch powerpoints prepped by middle managers and assistants on why the next unicorn to chase is really modernizing Humana. Throw in some self-enlightened insight how they met with the out of touch Directors/Associate Directors, and flew everyone in to Louisville to really hash it out through other series of Powerpoints and superficial buzzwords.
You know the usual suspects: Cloud, microservices, and now AI is the trendy one. Lots of out-of touch corporate buzzwords in between about how it's all going to be solved by this combination of vendors and contractors Humana dishes out million dollar contracts for rather then listening to their own engineers and admins. Why do that, when you can just pay a Deloitte, Kyndryl, IBM/Microsoft, etc to come in and have a magic wand and fix it after years of C-Suite and VP neglect?
Meanwhile at the lower level, whether you're Lead/Senior/Whatever Engineer or Admin, you actually have to deal with the real problems. Why doesn't ______ work for this business team? You try to solve a problem, make things better, and you've met your doom. Once you touch it, it's yours, and you're probably surrounded by career guys who failed upwards all around you - and the good ones are smart enough not to speak to get stuck with the pulled grenade at this point as well. Then, the middle managers drop more micromanagement on you in the forms of being 'Agile' or with project managers to crack the whip, since they're too busy trying to move up the corporate ladder than actually manage the work.
So, you even up learning through experience the underground minority network of disgruntled and tired people throughout each team and department who have all the knowledge, do all the work, to get things done until they burn out and decide to leave.
And underlying all the problems is the true cause: leadership in Humana is too id--tic to realize the source and solution to the problems isn't some pie-in-the-sky vendor contract that's going to provide technology or knowledge to fix everything - but within the engineers themselves who do all the work and know that the system is nothing more than a veiled undocumented cobbled together dungeon of years and decades old scripts, old failing applications, and a security disaster waiting to happen.
Welcome to Humana. Don't forget to accept the mandatory Zoom invite for fun team get together at the end of the week and to finish your performance review where you'll get the same as the guy across the county rocking the yellow in Teams all day all day drooling in his cup unless he woken up by an Outlook reminder. And the contractor who works their a-s off for pennies as your lone help, we'll have to let them go, we've gotta meet that goal.
Oh, and remember to not leave that Thrive Together value empty, that was a big focus at our meeting at Waterside. Appreciate you.