#corporateculture

Giant Eagle officially was bought by Krogers for $1.65 billion dollars. I knew back then 10-15 years ago and I had tried warning folks. I think I made a post about it on here back then and was accused of making it up and one person even said it looks like a toddler posted it. When I began seeing Giant Eagle doing a lot of cuts and penny pinching trying to make their books look good, I knew then they were either going out of business or trying to get bought out. Then there was a lot of turnover at their corporate offices and it seemed like corporate didn’t care what went on at their stores anymore too. I knew something was going on.

The Vz Board needs a complete overhaul based on performance.

Today in WSJ you can read how JP Morgan Board and CEO Jamie Dimon named actual candidates under evaluation for next CEO when Jamie retires.

Meanwhile Verizon Board removes Hans and allows for a hostage video from a broom closet to announce immediate removal from CEO roll.. but not before $24M payment.

The fact the Board had zero transition plan and actual promoted from current Board further highlights the Boards failure.

The stock trend to $30 further validates firing Board.... we need Shareholders and PE investors to take over.

Corporate re org now LCM gone? Or redundancies more likely?

HON Technologies is leaving behind “the future is what we make it” but keeping #Futureshapers….ok. I saw everyone in the office today diving into the new PowerPoint templates. Each slide looked like a bag of skittles. Very elementary. Would be appealing to my 3yr old. Maybe this is why we kept the standard red black gray and white. Cleaner. Professional. Limited options for thousands of employees to F it up. We are a legacy brand. Not a start up created in a college dorm room.

Brand portal. A lot of words. No one is reading that. Just give me a one pager. What do I need to know. What is our brand? I don’t have time to poke around the brand portal. I’m quadruple booked all day and have six deliverables due last week, and 3 customer meetings this week and my team of 8 is now a team of 3. Oh and MBR Monday, and ten sources to pull data from and scrape up some calculations to throw on a slide.

One pager. Ppt template, email signature. That’s pretty much all I need. Who cares about the rest? I’m not in marketing

https://www.bbc.com/news/articles/cgrkd41n2v9o

Cigna in a year regarding HIH and AI. But like Kumar Galhotra who is the DP Koka equivalent at Ford, they probably will be gone by then with their massive cash payouts.

ExxonMobil is stacked with unnecessary layers of management, and too many people hide in those layers instead of doing real work. Flattening the organization would cut costs, eliminate pointless hierarchy, and force people to actually earn their salaries. A leaner structure would improve accountability, reduce inefficiency, and stop the cycle of managers managing other managers who contribute nothing.

PepsiCo's problem isn't who's running it — it's the math of the industry it sits in. Packaged food and beverage is a mature, low-growth business: organic revenue creeps along at low-single digits while the S&P 500 compounds at roughly 10% a year, which by definition makes the company a laggard inside any portfolio built for growth. And the capital allocation is engineered to protect the dividend, not to reinvest in the business or its people.

PepsiCo is a "Dividend King" that has raised its payout for 50-plus straight years, and that streak is effectively a corporate promise that shareholders get paid first, every year, before anything internal. When the dividend is sacred, the flex line becomes raises, headcount, route investment, and innovation — everything that would actually compound growth. That's a structural choice baked into the company's identity, not a temporary round of belt-tightening.

On top of slow growth, the demand base is eroding from several directions at once. GLP-1 dr-gs are quietly carving a measurable slice of calories out of the market, and appetite suppression is a direct hit to a company whose whole model is selling people more snacks and sweet drinks. Frito-Lay, long the profit engine, is slowing as private-label and generic chips close the quality gap and win the price-sensitive shopper. And carbonated soft drinks — still the richest part of the mix, running roughly double the margin of the "growth" categories like water, sports drinks, and better-for-you snacks — are in a slow secular decline. That combination is the real ki-ler: even when the company grows revenue, it's growing the low-margin stuff while the high-margin stuff shrinks, so profit gets squeezed even in a "good" year. None of that is a management whiff — it's the category mix moving against them.

The squeeze lands hardest at the front line. Merchandising and DSD work keeps getting harder — SKU counts have exploded, mass retailers pile on compliance and service demands, and the physical job is more complex than it's ever been — yet the pay has slipped behind, to where plenty of fast-food jobs now pay better for far less wear on your body. Put it together and the takeaway is simple: because the pressure is industry-structural — slow growth, eroding demand, an adverse margin mix, and a dividend that always eats first — no amount of good leadership can engineer its way out. That's why the layoffs won't stop and why bonuses will always read thin next to higher-growth sectors: leadership isn't underperforming the industry, the industry itself is the ceiling. If you're optimizing a career for growth, you want to be in the sectors pulling that 10%+, not in the one structurally built to fund a dividend

SDS layoffs every 4 months but it costs over $500,000 to fly and lodge all SDS VPs and CIO as none of them live within 1000 miles of office. Is that wrong?

Where's "RTO is industry standard" guy? Probably carpooling with the "see you on the commute" guy. I'm sure that's a great conversation between the two.

Should we keep touting how much we make data-informed decisions around here? 8 and skate brah.

https://www.bloomberg.com/news/articles/2026-06-25/more-people-worked-from-home-in-2025-despite-rto-mandates?utm_source=website&utm_medium=share&utm_campaign=copy

More US employees worked from home in 2025 than the year prior, a small but notable shift that suggests companies’ years-long efforts to get workers back into the office have hit a wall.

Last year, 34.9% — or 32.5 million — of full-time workers did at least part of their job at home on the average day, according to the latest American Time Use Survey published by the Bureau of Labor Statistics Thursday. That’s up from 33.4% in 2024.

CEOs across industries have demanded employees return to the office, trying to reverse a shift toward remote work that picked up during the Covid-19 pandemic. But the BLS data released today add to growing evidence that the pandemic-era paradigm shift is here to stay; the share of workers who work at home at least some of their day remains more than 10 percentage points higher than in 2019.

If we make the product just a little worse, profits will increase by 3.9%.

Rinse and repeat, every time a new exec takes reigns.

With time, all your products are sh-t.

Before taking the company public, Robert Wood Johnson II worried that shareholder pressure might eventually overwhelm the company's values. To prevent this, he created the famous Johnson & Johnson Credo, which established the company's priorities:

• Patients, doctors, and nurses
• Employees
• Communities
• Shareholders

He believed these priorities were so important that he had the Credo carved into massive limestone monuments placed at company headquarters.

For decades, this philosophy helped guide the company.

Eventually, however, later generations of leadership abandoned it.

My first move as pretend AT&T CEO would be pretty simple:

Stop chasing “transformational” nonsense and run the company like a telecom company. Wireless. Fiber. Business services. Network reliability. Customer service. Debt reduction. That’s it.

No media empire. No satellite TV fantasy. No “synergy” PowerPoint garbage. No paying billions for assets and then selling/spinning them off later at a loss.

The basic plan would be:

1. Aggressively pay down debt instead of trying to look clever.
2. Keep investing in fiber, because that actually fits AT&T’s core strengths.
3. Protect the network craft workforce, because contractors and outsourcing can save money short term but can wreck service quality.
4. Simplify management layers, because AT&T has always seemed ridiculously top-heavy.
5. Stop abusing loyal customers with confusing promotions that reward switchers more than longtime customers.
6. Make executive compensation depend on long-term debt reduction, free cash flow, network quality, and employee retention, not just stock-price optics.

And yeah, I’d probably cancel half the consultant contracts in the first week.

But the hostile takeover part might be tough. AT&T’s market cap is massive, and I’m currently a little light on the tens of billions needed to pull that off. Also, I suspect the board would object to my official turnaround slogan: “Stop Doing D-mb Sh*t.”

Layoffs are bad press, so layoffs are coming in the form of su-king money from you until you have had enough- or simply cannot afford to work here anymore. Parking in Pittsburgh just went up by 50% with no contact person, not posted on my source to allow for questions. It was bad enough they stole 5% of bonuses of lower-income employees to inflate their stock price. What happened to “we understand the parking concerns, we’re trying to help” (Mike? Eric?) … how does raising prices help Pittsburgh’s lack of parking and public transportation options? You’re putting the burden of this company bleeding money onto your employees. Don’t act friendly in the halls and then stab us in the back on paper.

AI fraud salesmen have c-suites thinking that people managers are redundant and everyone will need to be at least half focused as an individual contributor. With the growth of complexity across business and the number of tools, regulations, policies, and the turnover/attrition environment, people managers have never been a more critical role. They own the direction/vision of their segment, keep workers focused (by reducing friction and distractions) and ensure the appropriate people are where they need to be and enthusiastic to be there. They are supposed to make sure everyone below them knows their purpose and can see a clear line of sight to get there. How many people at Fiserv today feel like they have a clear understanding of their role and their specific purpose AND feels like they will be appropriately recognized for meeting it.

Exactly what @b3+1kvwscm9b said.

Management (upper leadership) is clueless and simply waiting on quarterly vests, like everyone else in ESG and all of Broadcom really.
This phenomenon is not particularly at Broadcom or ESG, but across corporate America in general.

Middle management doesn’t have politically correct answers to provide and are simply su-king up to their leaders.

Don’t fret, Just rest and vest!

Well stated, @23n+1ks6nh2mq.

I agree with some of your comments; however, people over 60 do not qualify for Social Security until 65 unless they take reductions, and they also do not qualify for Medicare benefits until 65. Therefore, I think it’s unfair to expect older workers to give up an income for someone else. Everyone is in the same boat, dealing with different life circumstances, and we all have to make very difficult decisions. Having to sacrifice for "younger" employees should not be another factor in that decision.

I have been working all my life, and I don't really have any retirement funds. I receive $1,350 per month from Social Security and $2,000 per month from Centene. Meanwhile, I pay $3,500 monthly for my mortgage, plus car insurance, electricity, water, food, etc. Each month I short, so I must withdraw money from my retirement account to make my monthly payments. Every time I do, I get hit with a stiff penalty of $400 to $600 just to access my own funds.

They are asking us (the foot soldiers) to retire, but the fat cats are not required to do so. Sarah London gets $20 million per year plus bonuses, commissions, and other perks. I work from home, and back when Neidorff was the CEO, we got paid for our internet, received bonuses, and earned salaries for hitting our monthly goals.

I am not going to retire voluntarily—they must fire me! I am a good, responsible worker with an excellent education and extensive experience. I bring much more than just labor to the company: I bring ethics, the satisfaction of a job well done, and a genuine appreciation for our members. Get out the fat cats who are destroying Centene!

In 2023, BNYM had 53,400 FT employees. In the annual report for 2025, there were 48,100 FT employees. Today there are 47,200 and dropping. That’s $1B in cash cuts being counted as profit!!! BNY is hiding poor negative cash flow without truly running and growing the business!!!!! BNY has reduced headcount 12% in 3 years and AI has had nothing to do with it. It’s easy to say your BMI is lower if you cut off a leg. It however doesn’t mean you are able and healthy. Of the 6200 FTE’s who have been consumed by Robin’s ‘cannibits’ , you can be assured that a very high percentage of these were so called bottom performers…..
Yes, RV’s strategy is the ‘serve mankind cookbook’ from the ‘Twilight Zone’.

Will Corp Risk eventually adjust back to 3 days in office once they get the numbers they need?

https://newsroom.intel.com/corporate/ceo-letter-2025-26-intel-corporate-responsibility-report

As always, Intel CEO (or Mr. Ronery) is just full of word-salads, nothing in this letter mentions anything actionable nor shows any results of actions taken in the last 1+ year of his leadership. Just a lot of marketing talk and tries to show a tough stance on whatever "Corporate responsibility" is at Intel.

This guy is a clown along with the clowns he has hired from other companies (qualcomm and co). I'm glad i left this Circus when i had the chance, Intel is a sinking ship and will continue to lose leadership in the long run. Hopefully Intel goes bankrupt and we can put this horrible legacy to bed. Intel no longer leads and the world no longer needs Intel, the Industry has shown it does not need Intel anymore.

The world is better off without Intel.

With the fact that new clients, new business wins, new marketshare gains from existing partnerships are NOT happening at BNY, what is the business world to determine? BNY has been destroying it’s employee base in the US and UK in order to save cash. It’s interesting that the company is trying to stop paying employees that it fires for devious reasons too. It is adding up that the so called profitibility at BNY is only happening by stagnating existing client revenue and firing FTE’s while avoiding payouts and holding onto people’s saving match benefits until the following year. The investment community is starting to become awake to this. This is an unhealthy company. And unhealthy RV and his GS based board are incapable of growing and innovating this place. A push for a merger has got to be in the works soon. Or else…..

What’s really gross is the posts on Linkdin - #15 in the Fortune 500, such a great place to work… etc etc- and then there are the job postings that show as less than 24 hours old. So much for a hiring freeze I guess.

How could you trust anything that this board is doing to the firm !! Never mind a trust officer. Let’s line somebody else’s pocket with options and bonuses

So I have been wondering since this all started who they consulted to come up with this bright idea. You take an already understaffed and burnt out workforce, who is constantly being told to do more with less supports and people. Then you notify them on a dime that they’re offering VSP and all may face layoffs. They do know this is the perfect recipe to send thousands of employees out on long term stress leave. Leaving management responsible for billions in insurance payouts as you’re unable to separate that employee due to medical reasons and would face wrongful termination lawsuits from every direction. Like I don’t even understand…. Has no one even heard of risk management anymore or common sense. Like everything else here I am watching a top bloated organization unwilling to cut its own C-Suite pay or make real sacrifices, instead claiming AI is the answer. What about the jobs that AI can’t do or the ones that will be horribly mismanaged due to a machine replacing real eyes. The ghost in the machine here isn’t AI it is corporate greed just like everywhere else. I am so discouraged in the place I work, are no words.

Is anyone fed up with the rampant stupidity of this group? Forget diligence because that would mean they would need to actually work but what loser approved cerevasc? That company is a scam and these mo--ns in corp dev are clueless who keep repeating the same old tricks again and again to drive the company into the ground

IBM celebrated its 115th anniversary with a global campaign focused on continuous reinvention. Instead of massive public fanfare, the company marked the milestone internally and across social media with its employees, highlighting its evolution from early tabulating machines to modern AI and quantum computing.The company and its community celebrated through several focused initiatives:Digital Employee Campaigns: Current and former IBMers (often called "IBMers") across the globe shared stories, trivia, and corporate pride on platforms like LinkedIn using the hashtag #IBM115.

So all they could do was Blue Washing to celebrate 115 years in business?

The current patent and "white paper" landscape is a farce. It has nothing to do with genuine innovation and everything to do with corporate vanity and resume padding.

Most of these filings are complete junk,technical jargon engineered specifically to game the system and bypass patent examiners. The only real "innovation" happening is in the art of writing applications that look novel on paper despite lacking any substantive value. It is a massive, expensive circus that produces nothing of merit.

It is time to be honest:

It’s pure marketing: Companies and individuals are using patents and AI-generated white papers as shallow promotional tools to project an image of expertise they don't actually possess.

The system is broken: The patent process was built for mechanical hardware, not software. Applying it to modern tech is like trying to use a horse-and-buggy manual to maintain a jet engine—it doesn't work, and it's obsolete.

The "Defensive" Reality: Major players know the system is a waste of time. Companies like Google often skip the patent process entirely, choosing to publish findings as a defensive move simply to prevent others from clogging the system with garbage patents.

We are wasting millions of dollars and thousands of man-hours on a system designed to protect ideas that aren't even worth protecting. It is time to stop pretending this serves the industry; it only serves the ego of the people writing the applications.

I did my interview almost 6 weeks ago and I haven't heard back. This is for a role in their corporate office in Charlotte.

https://truepointwealth.com/viewpoint/three-questions-to-ask-about-your-voluntary-separation-package-offering/

https://www.themuse.com/advice/when-to-take-a-buyout

Sharing so everyone has the resources and information to make the right choice without the cloud of corporate manipulation.

Woodside employees are freaking out the their nice supportive environment and prospects are going to be severely impacted and if the XoM deal goes through substantial cultural adjustments will need to be made. Most Woodside employees not ready for the treacherous work environment at XOM Spring campus. HR hosting a teddy bear 🧸 and blanky crying session next week.

UnitedHealth Group managed to squeeze $12B in pure profit out of the healthcare system last year solely through value extraction. Like Sears, Circuit City, and other notable companies that found themselves in the trash bin of history, they are relying on their size to keep employers, providers, and members with them. At a time when healthcare costs are skyrocketing, they could be creating value in the healthcare system and — gasp! — earning some profit for themselves. Instead, they push out anyone who wants to innovate or question the dirty tactics and legally dubious actions. Hemsley was supposed to make it better. Instead, he’s made the company culture worse and is putting short term gain above not only UnitedHealth Group’s interests, but the already strained healthcare system.

Know this, there is an avoidable trajectory here; but persist down this road and some startup will eat your lunch just like Amazon — a nobody at the time — did to Sears and Circuit City. Change course before it’s too late. Hire some technology people that actually know technology. Hire ethical business leaders that will follow the law. UnitedHealth Group could be the reason the healthcare system gets better or the reason it crashed. Choose wisely.

Making your boss look good is a time-tested strategy for climbing the corporate ladder at all companies not just Verizon.

It doesn’t matter if they’re incompetent, or dishonest, or a je-k. Try to accomplish whatever goal they’re being graded on in a highly visible way. Don’t worry about the consequences of poorly thought out plans. That’s not your job. Pay lip service to whatever they’re paying lip service to.

This advice also applies to the Pulse survey. The correct answers are always everything is great.

I’m not being facetious. This is 100% real advice!

The U.S. Justice Department has reportedly sent subpoenas to several of the country’s largest banks, including JPMorgan Chase JPM and Bank of America BAC, over allegations of politically motivated account closures.

Other banks under investigation include Wells Fargo WFC.

Some of the subpoenas were issued to the banks last year by the U.S. Attorney’s Office in Washington, D.C., led by Jeanine Pirro. The probe is focused on claims that these banks have “debanked” clients, meaning they have inappropriately closed customer accounts due to political reasons, the Wall Street Journal reported on Wednesday.

https://www.msn.com/en-us/money/news/jpmorgan-bofa-wells-fargo-subpoenaed-by-doj-in-trumps-explosive-debanking-crackdown-report/ar-AA25nPc6

Imagine getting 10-percented, losing your job with no severance package, after working hard for a multi-billion dollar company for decades, just so the executive team can save a little money and look good to their investor overlords. Smh

Today I learned I am going to the bench in the US. Been a manager with IBM/Kyndryl for 18+ years and also forced to tell at least 6 of my employees so far they will also be moved to the bench. Bridge has to cut >$5m from the budget, overall CTO much more. Employees impacted in the US, India and Costa Rica as I know currently. All while they hire more VPs and pay huge stock dividends to the execs and tout the company has made the top 100 most loved workplaces that prioritize respect, care and appreciation for employees at the core of their operations..... I don't think so

Verizon Business Group is riding its managers until their legs fall off. They’ve turned this department into the USSR. Every call is monitored down to the second, including time between calls.

At this point, Verizon Business should be viewed as a stepping stone to your next career move. Since taking the B2B SAM title, my LinkedIn inbox has gotten a lot more attention. Even R2B titles are being converted to B2B.

Get the experience, build the resume, sharpen your skills, and leverage it into your next opportunity outside of Verizon. Corporate America will use you if you let it. Make sure you’re getting something out of it too.

not even subtle anymore just straight up cutting staff to post lower paying jobs (lvn vs rn), using vendors to take risk loss, cutting anything social work and replacing with an AI resource handout and most gross of all: eyes only on patients just out of the hospital. More to upcode, test, bill. Poor elderly...easy target. But lets have another townhall and discuss values. karma will eventually follow these strategy team vultures.

So, finally, it happened.

First, I want to thank Piotr S. for doing what almost nobody else had the courage to do — breaking the silence and speaking the truth. In that moment, you showed more humanity, more integrity, and honestly more leadership than an entire room full of executives combined.

But maybe expecting anything else was naive.

What can you really expect from a CEO and a C-Suite whose success is measured by stock price and shareholder applause? When your stock-based compensation is worth $7.1 million, finding ways to squeeze another 5-6% out of the stock probably feels more important than the lives of the people behind the numbers. And apparently, one of the easiest ways to do that is simple: sacrifice employees. Works like a charm.

And just like that, a 10-12 year organization disappeared.

3M GSC wasn't perfect, but it was built by thousands of hours of hard work, dedication, late nights, friendships, shared struggles, and people who genuinely cared. Overnight, it was dissolved. Why? Nobody really knows. We were told it's a "transition."

God, these people love transitions.

I'm already imagining the next shareholder presentation:

"Expanding AI capabilities."
"Driving efficiencies."
"Transforming the operating model."

Corporate bingo at its finest.

Then came the management communication. Pre-recorded videos. Carefully scripted messages. Smiling faces. Words that somehow lasted several minutes while saying absolutely nothing.

People left those meetings still wondering:

"Am I staying at 3M?"
"Am I moving to Genpact?"
"Why me?"
"Why not someone else?"

No answers. No transparency. No logic.

Just confusion.

The most impressive achievement of the day was probably making thousands of people more confused after a communication session than before it.

A place that grew, evolved, and achieved things people were proud of. Today, we're left with leaders who seem more interested in protecting themselves and pleasing their bosses than protecting their people.

The irony is almost painful.

Some of the people being pushed out today are literally in Warsaw representing 3M at Women in Tech.

Others are leaders in Pride communities.

Others spent years building Employee Experience programs, WLN initiatives, Belonging Teams, clubs, events, volunteering activities, engagement campaigns.

They were the smiling faces in the videos.

The people holding the 3M logo.

The people proudly telling everyone that this was a Great Place To Work.

Seven years in a row.

LOL.

What a joke that slogan feels today.

Many of those same people are now being told they no longer belong.

Years of effort.

Years of loyalty.

Years of believing the company values.

All erased by a spreadsheet.

Management keeps telling people what they think their managers want to hear. Managers tell leaders what they think leaders want to hear. Everyone protects themselves. Everyone avoids uncomfortable truths. The cycle continues.

And the people at the bottom pay the price.

Today many of us feel less like employees and more like livestock being traded between corporations. Packaged up. Sold off. Handed over. No ownership. No accountability. No one willing to stand up and say:

"Yes. This was our decision."

Just another transition.

Another restructuring.

Another corporate success story for the next earnings call.

So with that, goodbye GSC.

Goodbye to the friendships.

Goodbye to the memories.

Goodbye to the culture that thousands of people spent years building.

Whatever happens next, nobody can take away what this place once was.

May the memories never fade.

❤️ Goodbye.

Team,
​First, I want to commend everyone on how beautifully you’ve adapted to our Personal Waste Ownership Initiative. By removing individual trash cans and requiring everyone to carry their own garbage three flights down to the central loading dock, we saved $4,200 annually in plastic liners. More importantly, I’ve noticed a real sense of pride as you carry your banana peels around all day. That is the grit that makes us a family.

​However, Q2 margins are still looking a bit "soft," and frankly, my bonus shouldn't have to suffer for it. To ensure we remain a lean, mean, profit-generating machine, we are implementing the following cost-cutting measures, effective immediately:
​1. The "Breathable Air" Optimization Program
​We’ve noticed a lot of erratic, deep breathing during stressful client calls. To reduce wear and tear on our HVAC filtration systems, the office oxygen levels will be dialed back to a crisp, simulating a productive high-altitude environment (roughly 11,000 feet).
​Action Item: If you feel lightheaded, please utilize the corporate-approved hyperventilation stance (head between knees) on your own time.

​2. BYO-Electricity (Bring Your Own Juice)
​Leaving monitors and laptops plugged into the company grid is costing us thousands. Starting Monday, wall outlets will be locked.
​The Solution: Employees are encouraged to bring their own fully charged power banks from home. For those looking to gamify their wellness, we have installed two Stationary Power-Bikes in the breakroom. If your laptop is dying, you may pedal at a minimum of 85 RPM to generate your own electricity. (Note: Pedaling time does not count toward billable hours).

​3. Micro-Tiered Restroom Subscriptions
​Frankly, the restroom has become a hotbed for unbilled leisure time. To counteract this, we are introducing Tiered Toilet Paper Access:
​Standard Tier (Free): 1 ply, single square per visit, sandpaper grit.
​Premium Tier ($4.99/month): 2 ply, quilted. (Billed directly via payroll deduction).
​Add-on: The Fluorescent Lighting Pass ($1.99/visit). If you choose not to pay, the motion-sensor lights will remain off, allowing you to reflect on your KPIs in total darkness.

​4. Caloric Efficiency & Mandatory Fasting
​The complimentary coffee machine is gone. In its place, we are installing a single, lukewarm Corporate Nutrient Spigot dispensing a gray, flavorless caloric paste. It contains 100% of your daily vitamins, eliminating the need for long, unproductive lunch breaks.
​Bonus: Because chewing is a known distractor, this will strictly be a liquid-diet initiative.

​5. Blinking Quotas
​Studies show that the average human blinks 15–20 times per minute, resulting in roughly 4.8 minutes of total darkness per employee, per day. Across a department of 50 people, that is four hours of unearned sleep daily.
​Please try to synchronize your blinking with your teammates, or better yet, practice the "sustained focus stare." Optical lubricant eyedrops will be available for purchase at the front desk.
​"Efficiency is doing things right. Total corporate austerity is doing things so right it hurts."
​I know change can be uncomfortable, but remember: every penny we save on lightbulbs and toilet paper is a penny that goes directly into securing the company's future (and my new yacht, The ROI).
​Let’s get out there and crush it!

Should be exactly what its always been, "The Fleecing of Lumen Humans" . She might as well tell the truth while she lines her pockets.