Although I’m no longer with Centene, I still care deeply about its mission and the people working to achieve it. That’s why I’m taking the time to write this.
One pattern I’ve seen across large organizations is the belief that the next framework, consulting engagement, or AI initiative will unlock better execution. Those things all have value. They bring fresh ideas, experience, and structure. But none of them can replace organizational clarity.
When priorities change faster than results can be measured, it becomes difficult to know what actually worked. Strategies get replaced before they can be fairly evaluated, and organizations end up changing multiple variables at the same time. At that point, you’re no longer learning from the strategy. You’re learning from the interruption.
From the individual contributor’s perspective, people stop asking, “Is this the right direction?” and start asking, ”How long until this changes again?” Eventually they stop optimizing for outcomes and start optimizing for adaptability. That’s not resistance to change. It’s a rational response to uncertainty.
The same challenge applies to outside consultants. They can bring experience, structure, and proven approaches, but they can’t create clarity where it doesn’t already exist. If priorities, success measures, and strategic direction continue to shift, even great recommendations struggle because the organization is still redefining the problem they were brought in to solve.
Landing the plane…
If I could offer one piece of advice, it would be this.
Create the conditions for success before looking for the next solution.
Define what success looks like.
Decide how you’ll measure it.
Give your managers and teams enough stability to execute.
Give the strategy enough time to produce meaningful results.
Then let the data, not the calendar, tell you what needs to change next.
Frameworks matter.
Technology matters.
Consultants matter.
Every reorganization, every strategy shift, and every new operating model is experienced by people who care deeply about the mission and genuinely want to do great work. When people lose confidence that today’s priority will still matter tomorrow, the organization loses something much harder to rebuild than a process. It loses trust.
To everyone still there, don’t lose sight of why you chose this work in the first place. Your knowledge, your compassion, and your commitment to members still matter. Those things don’t disappear because the organization is going through change.
I sincerely hope Centene succeeds. The mission is too important, and there are too many good people working every day to make a difference. My hope for leadership is simple: create the clarity, stability, and trust that allows those people to do what they’ve always wanted to do…serve members, support one another, and do their best work.
✌️
- AI helped me tighten the writing. The observations, opinions, and experiences are my own.*