#culture

"We've undermined the trust you have that your specific expertise and contribution will be valued, that you will grow and advance your career, and that this will be a place where you can actually have an impact."

I doubt you will hear anything like that from Chuck or the new CFO.

Is next week zero hour for their bloated management structure?

Tick tock.

Does anyone believe in this guy? He seems like he’s just a slick suit and doesn’t have any actual vision for the industry.

KD our fearless minister of people and culture will be hosting an informal meeting with the Houston staff. This will be KD’s last official visit to the United States and she is keen on commiserating and socializing. The top leadership will all go to the World Cup England match in bp’s private suite… Ta ta

Sounds like a lot of mediocre male Shell lifers nearing the end of their time on farm and lashing out that the world no longer revolves around them.

Tampa data science team is the worst team to work for. Modus operandi is to promote h1b friends and treat citizens and residents as sh-t.
If you want to get into a sh-t hole get in here.

Remember when the whole point of this site was to discuss and share what we were hearing about layoffs? It’s been co-opted by complainers complaining about the fact that they have jobs. Weird.

Lots of inequity.

For years, many of us watched the ISG organization abandon the very disciplines required to build successful enterprise software. Some spoke up. Most stayed silent. Leadership either didn't listen or simply didn't care.

Now the bill has finally come due.

Products are being shut down. Teams are being eliminated. Many good people are paying the price—not because they failed, but because leadership failed them.

This wasn't bad luck.

This wasn't "market conditions."

This wasn't AI.

This was years of poor execution, weak leadership, and a culture that stopped holding itself accountable.

Engineering operated without meaningful deadlines. Roadmaps became wish lists instead of commitments. Deliverables slipped quarter after quarter with few, if any, consequences.

Product Management became meaningless. Engineering dictated schedules and features it repeatedly failed to meet. The competition, with 1/10th the resources, moved three to five times faster in their velocities. Customers were promised capabilities that never materialized. Eventually leadership stopped publishing roadmaps altogether because they had lost all credibility.

None of this should surprise anyone. When an organization rewards excuses instead of execution, failure becomes inevitable. When commitments mean nothing, customers eventually notice. When accountability disappears, poor quality follows. When mediocrity is tolerated long enough, it becomes the culture.

No engineering organization succeeds without discipline. No product organization succeeds without accountability. No enterprise software company succeeds when deadlines become optional and execution becomes negotiable. The market eventually exposes every weakness that leadership chooses to ignore.

That's exactly what happened.

Companies the size of Dell don't fail overnight. They fail one missed commitment, one ignored warning, one delayed release, and one poor leadership decision at a time.

Eventually, reality always wins. The bill has finally come due.

Good Job Team PEP, YTD Return for the Dow is positive 8.48%, S&P500 is positive 10.20% and the NASDAQ is positive 12.79% and then we have the big bloated hapless no-clue dinosaur PEP with a NEGATIVE 3% YTD return. The BS PowerPoint and cliche-based management culture isn't cutting it anymore.

If I hear the word NAN one more time. Why does US Bank not get it. No one has time for that cr-p. I have never seen branch more micromanaged than they are right now. TOXIC place to work with unethical behavior happening all over the place. Wish this
company would just go belly up and I cannot wait to get the F out.

What a joke! How is Fiserv being named the best company to work for. Who did we pay off to get on that list

1. The Segment leaders have been over promoted. Most have never delivered at Fiserv and then we put them in more impactful jobs hoping for different results!

2. FIG is heavy in the SVP area (ex - Core Sales, 3 SVPs managing a handful of people running Core migrations. Same in the RM area.. lots of Chiefs and then lots of Chiefs that have Zero knowledge of the business. Clients are frustrated!

3. Net new logos SE team logs a lot travel expenses... where are the new sales? (ZERO because they are visiting existing clients because the leadership is measuring T&E as productivity!!!!!) - Measure SALES and Golf, Steak and Wine dinners - so much waste in that group.

4. If you REALLY care to know where the skeletons are... call / interview the tenured SVP and VPs that exited in the last 6 months since Divya got there. They will tell you why they left and what rocks to look under! The institutional knowledge lost is mind numbing and the clients are suffering.

5. Lots activity and no results. FIG is never a double digit growth business. But, it is also not a negative growth business. The people you have left there will sink it further.

And.. yes, I have tried to speak up... no one cares! The SVPs are merely trying to get to the next paycheck and vesting... they are not driving CHANGE!

The last guy who actually knew what he was doing was Ivan Seidenberg. I know some of the current management doesn't like him either because he ki-led the pension, but at least he actually knew the nuts and bolts of the business and legitimately wanted us to have the best cell phone and fiber optic network. All downhill after that. Lack of knowledge, lack of regulation, while at the same time the executive compensation took off like rocket ship. Damn shame. good luck to all.

In protest of our atrocious leadership and most recent layoffs, I donated all of my CDW apparel to the homeless in my area. Now I feel really terrible about it. Not about giving away company swag. No obviously not. I feel bad that these poor people are now walking around with a logo of a company on their chest that’s straight trash.

I’ve confirmed they really are lowing grades for the exact same position.
What a sh-t company this is.

While Starlink is pushing the industry forward and Wall Street is raising concerns about what that could mean for AT&T, we’re still consumed by RTO, presence reports, and building a new headquarters. That’s the only focus here and it feels completely backwards.

Instead of talking about how we’re going to compete with Starlink, people are talking about badge swipes and making sure they sit in a chair for eight hours before heading home. Time that many employees once spent working extra is now spent commuting. The result is 8&skate culture where people check the box, do their eight hours, and leave. That’s not how you build an innovative company, but that’s the culture Stink has created with RTO, FTW, and Presence monitoring.

At the same time, we’re spending billions on a new headquarters nobody wants while facing one of the biggest competitive threats the company has ever seen. Shouldn’t the priority be improving our competitive position, controlling costs, and attracting and retaining the talent needed to compete?

The conversation should be about how we beat new competitors, not how many days people are in what office. If leadership wants this company to be successful, the priorities have to change. Right now, it feels like we’re looking inward while the competition is looking forward.

Time is running out, and if things don’t shift soon there won’t be an AT&T left for these egos to lord over.

It's nearly 3 months late at this point

Why some people are still virtual?

Things will not improve, they will not learn, there is no greener grass elsewhere.

The best you can do is learn to detach from all this - accept and embrace the sh-t show.

More and more tenured reps are leaving or being muscled out and what's left behind are new blood reps who don't even know how to hold a conversation on the phone and transfer every call to tier 2 lines. No interest in learning or helping the client. Just working as Transfer Specialists now.

Good move on Travis V. He was obvious, d-mb as dirt.

However, you need to do the same for the rest of the clowns in ISG - Directors, VPs, SVPs. A couple are okay but most have no business doing what they're getting paid to do. Just look at their track records. Their failed records speak loud and clear who should hit the bricks.

How Dell managed to bring in so many incompetent dipshiiiits in high ranking positions is a mystery.

I was told by an AD yesterday that they were asked “to do something they don’t typically do for midyear reviews and when asked why the Director said they don’t know why.” Any idea what this is and if it’s specific to this org or something happening more broadly?

Anyone else fed up? No parameters or structure to our roles so we’ve been worked to the bone for the last few years and dealt with incredibly pushy and unprofessional attitudes and leaders in the name of “candor”. Movement is tough with limited internal and external mobility. Silicon Valley bro expectations like we work for Amazon or Meta on a Target salary and mediocre raises that barely cover the cost of living increases.

Producing 10x what we did even two years ago is the expectation with no recognition or belief in you from your leader to show for it. Just “feed it into AI”, constantly.

The bar for success is constantly moving so you can never, ever keep up. Exhibiting behaviors well above your level and still not being seen or heard for them. And don’t get me started on the steamrolling.

I’m not one to be so negative. I loved this company coming into it years and years ago. And I know many of us work our a**es off. I critique it because I know it can be better. But in its current state, our output will never enough in many areas where expectations rapidly shift and the loudest dominating, borderline bullying voices are rewarded. Such a shame because I know incredible people and leaders here.

Long gone - retired just before and during the Operation Excellence phase of the merger. After that all he-l came in from Frank. Jeff Y was gone to a house in Florida with a ton of cash. Everybody else learned SAPIENCE at the risk of termination. Yes there were problems of course - even IBM could su-k up a disaster or two. But the relatively good firm was shot full of holes. Am very sad at what it has become today.

We was told the annual employee survey was supposed to happen in June. Still nothing.

I have to wonder why… Are they worried the results will look like they did last time?

Because the feedback has been pretty clear… Employees have been saying the same things over and over, five-day RTO is hurting morale, the presence report is damaging trust, and people feel like leadership isn’t listening.

The action plans that come out afterward have become a joke. They check the box, put out some talking points, and nothing changes. They never actually address the issue employees are raising.

The answer isn’t another mental health program or another communication campaign. The feedback has been loud and consistent about what the biggest problem is.

At some point, leadership has to decide if they actually want honest feedback or just feedback that confirms what they already believe.

If the strategy is working, release the survey, get the results, and prove it. Or are you too scared to get your ego bruised again, Jon?

Anyone had NetApp admit they made a mistake getting rid of you and asked you to come back to the same role as if you never left? Didn't happen to me, but curious of others had it happen?

What’s your final answer? Are you staying opted in? Why or why not? Hmmmmm? There is just soooo much to look forward to! It’s gonna be Hhhuuuuuuggggeeeeee!! Centene is gonna be the biggest and bestest health plan EVER! No one has ever seen anything like it!

I am astonish to discover after some research, how many of those middle management people at Centene have just a high school or just or just a CNA. I cannot reasonable understand how they can provide with real leadership and evaluate people in a real balanced way. What can we expect from people without any education to The Cost-Efficiency Model: Corporations often prioritize the ability to "do more with less." A manager who can reliably enforce corporate mandates and keep the department functioning within budget—regardless of their academic credentials—is often viewed as "effective" by the organization, even if they lack the capacity for the systemic, empathetic leadership. I understand now, why the government is checking and following the health care organizations....

Bring back the survey you bloody cowards, too afraid of your employees you’d rather bury your head in a hole?

As expected, my LinkedIn feed for the last 18 hours has been filled with former colleagues announcing they had been kicked to the curb by OpenText.

But in a new sick twist, a number of remaining employees have taken to LinkedIn to crow how they were promoted over the past two days. The posts all read the same as if they were told or highly encouraged to post and what to post.

In addition, there were posts (on the same day as their colleagues being dumped) celebrating the addition of new employees.

There is no doubt that ELT and HR have orchestrated this to cover up the nasty truth that a number of talented, hard working, productive people were sacrificed to almighty Canadian dollar to make amends for the sins of Tom Jenkins as he leads this company to ruin.

OpenText under the leadership of Jenkins, the clueless BoD, Bell, Muhi, and the rest of the clownshow ELT has become classless and hopeless.

Unwittingly, OT is showing what it really means when they say the company is "Canadian by design" ... Incompetent, fractured and losing relevance.

How this company is so backwards. We got another ”people team” leadership. How many have we had in the last 6 years?? The out of touch CEO have no clue how bad it is here and no career trajectory for anyone unless you are a former GS executive or best pal with the EC.

Time to take summer vacation!

Good riddance SH

For years we’ve been told the next initiative was going to turn this company around. First it was five-day RTO. Then it was AI. Then workforce reductions. Then another reorganization. Then a new headquarters campus. The strategy keeps changing, but the underlying problems don’t.

Meanwhile, employees have been saying the same thing the entire time - morale is declining, trust has been destroyed, experienced people are leaving, and the company is becoming a harder sell to younger talent. Instead of asking why so many people are saying the same thing, leadership keeps doubling down and acting like the employees are the problem.

At some point you have to stop blaming the workforce and start questioning the strategy. Success isn’t measured by how many people badge into an office or how many presence reports get generated. It’s measured by whether people want to work here, whether great candidates want to join, and whether the business is actually moving in the right direction.

The market eventually exposes every bad strategy. Employees vote with their feet. Candidates vote by accepting offers somewhere else. Investors vote every day the market is open. Those are the scorecards that ultimately matter… not another memo telling everyone the strategy is working.

Six years is enough time to judge a strategy and its results. Nothing has improved.

Leadership shouldn’t be evaluated by speeches, memos, or slogans. It should be evaluated by results.

Has the company become a more attractive place to work? Has it become easier to recruit top talent? Has morale improved? Has the culture become stronger? Has the strategy delivered the long-term results shareholders and employees were promised?

Those are the questions the board should be asking and the answer to every single one is NO.

I think it’s fair to ask whether the current strategy and the leadership behind it is the right one for the company’s future.

No leader should be immune from accountability. A truly market-based culture should hold leadership to the same standard it expects of everyone else. Nobody else with this poor performance would still be around. Get this loser out while there’s still something to save.

After another round of layoffs ( people who worked over 10 yrs have been layed off shortly after they were celebrated by the upper management although there are seemingly a lot open positions suitable). Offshore colleagues are being solely treated as numbers and laid off - still we are expected to perform even more because of "AI"...

Any medical device company that thinks AI is here to disrupt it are foolish and wrong. AI is here to disrupt mo--ns like every EVP and SVP at this company that can’t read or reply to emails on time and it’s here to definitely stay in manufacturing and will be utilized in imaging but when it comes therapy, AI will ki-l people and GM is the biggest id--t for not understanding this basic thing. Cathworks will prove it that GM acquired a fu--ing science project while scientia will pay dividends for years to come

At Boeing let’s name all the shitHole department to avoid!