Flatiron Health

Since being purchased by a large pharmaceutical company, it's a stable and low-risk work environment.

People are friendly and sociable; in the short term, it's generally an enjoyable place to be.

Compensation and benefits are solid, though by tech standards not exceptional (e.g., doesn't match 401k).

Flatiron has a culture that doesn’t care what gets done or how well it is done, only about who gets credit.

When an executive praises an initiative, teams leap into action to claim credit or to “contribute”, which means being invited to meetings for which they add nothing except wasted time. When a client complains about a problem, every team finds reasons that it's not their fault, or better yet invents a reason that it's not a problem at all. (Actually solving the problem for the client is the lowest priority).

Meetings are the vast majority of everyone's time, where credit is divided up and where people lobby for the approval of senior management. Even small ideas need to get sign-off from 10-12 people from many different departments, since that lets everyone in the loop claim credit and increases their department's importance.

You rightly put "Focus on your customer" on your list of values, but your teams don't practice it. Try to recenter your initiatives about what actually solves client problems, rather than what serves the needs of influential people within the company.

The communication norms that worked well for a company of <200 people, focusing on getting buy-in across many functionalities and including everyone who could have an opinion, haven’t adapted to the company’s size. This reduces innovation, freezes projects in their tracks, and hurts morale as people consistently get blocked on getting unnecessary approval.