#culture

Curious on how people would grade EH so far in his stint as CEO. I feel like it’s pretty mixed, coming in everyone was super excited, and lately been feeling those sentiments have waned a little.

What is the criteria for being a HiPo in XOM?

I have seen a few so far - they literally just destroy the morale of the teams, make terrible decisions that the teams have to bear the impact of long after they leave. They focus heavily on optics to outside organizations, they don’t like technical people (or anyone in their teams) that actually are heart and soul of their teams and perhaps the only good part of it is that they leave soon but it never feels soon enough.

Question is are the rest of us incapable of seeing how amazingly great these future leaders are (and that’s why we didn’t make it) or is this all just as true as it feels?

I chose to leave while I was ranked well and earning a strong salary before COVID and before the company’s negative challenges became more visible to others. It wasn’t about compensation or performance; it was about alignment. I realized that the work and priorities there no longer matched what I wanted for my life.

Today, I can honestly say that no amount of money, not even $2 million+ a year would persuade me to return as an employee.

We each get one life and one youth. I decided I didn’t want to spend my prime years in an environment that didn’t align with my values and aspirations. Working at ExxonMobil was a valuable experience. I learned a great deal, both positive and negative about corporate culture, and that clarity ultimately helped me make my decision. There are higher ambition and better career opportunities and experiences out there for many.

Looks like ford is tracking computers. Happened to check network traffic and workblaze-us.lakesidesoftware.com is showing up every 3 minutes. This wasn’t on my network traffic in the recent past. If you take a trip over to their website it shows Ford as a trusted partner. Transparency would have been nice.

https://www.fortuneindia.com/technology/meet-the-pearson-boss-who-punctures-ceo-bravado/130226

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Is this some kind of joke? I've never seen more bravado from a group of leaders and their CEO in my career.

He may have less bravado than Elon, or Jensen, but he has less to no products people care about either.

World gone mad.

Your comment is below. I wanted to tell you something and make sure you didn't miss it because I really appreciate your insight and hard work.

I said, "You have very valuable insight. Thank you for helping the FE. How much longer does Walgreens have do you think and what types of things do you think will happen in the near future. How do things play out. What clues are you seeing. What is consistent with your prior experience?"

You posted, "Hate to say it, but it won’t function, along with many other teams. It’s far beyond any sort of recovery or miraculous business pivot of the decade fiction the spokespeople are trying to spin and pitch. I work on a very small, but mighty, team that supports FE on all matters of consequence and we still got hit, lost one. It was already severe triage “plug the dam” for years now, laughable really. I rode shotg-n on the very protracted death of another Chicagoland titan of industry and can tell you this is the very same death swirl/playbook all over again. Be warned, this will not be the protracted downfall that was. There’s no financial levers left to pull here to replenish the coffers, which will inevitably spook the Sycs,, ergo more ‘calibrations’ blah blah. It’ll be a sad broken less than skeleton crew up in here by mid/end of Q2 barely KTLA’ing. If you can find an out, by all mean, please take it."

I want to take a moment to express my deep appreciation for the culture at FactSet. Kissing a-s is the only way to get any meaningful traction.

Special dedication to the HRBP, L&D, Talent Delivery and Organisational Effectiveness leadership. Your inability to discern between noise and substance, between nuance and context is the reason for the unnecessary challenges we face in the business.

CFO, CPO - I hope you look at your stock awards and question your lack of judgment and willingness to take ethical stands that led to FactSet’s fall. No points for guessing how instrumental your contribution has been in deflating the firm’s value.

Special place in he-l for those gaslighting the outliers in the name of “culture”.

The official currency of “collaboration”

Backed by real assets:
• Badge swipes
• Commute exhaustion
• And that one empty desk you finally found at 9:17am

Consensus mechanism: Proof of Presence.
Work done from laptop at home = imaginary.
Same work done from laptop in a loud, freezing open floor plan on a Teams call = shareholder value.

Utility features include:
• 100-mile daily commute burn rate
• No assigned seating battle royale
• “Collaboration” with a team scattered across three time zones
• Logging into virtual meetings… from the office
• Productivity throttled by noise and fluorescent lighting

Tokenomics:
• 5-day mandatory lockup (upgraded from 3 after “listening to feedback”)
• Top talent automatically migrates to competitors
• Remaining supply consists of people too tired to update LinkedIn
• Missing McKinsey culture survey results exist on the chain

Whitepaper highlights:
“Culture through compliance”
“Trustless architecture”
“Results secondary to attendance”
“Loyalty is dead-dead”
“Macro conditions responsible for everything”
“Market-based Mayhem”

Mining rewards:
• Pizza slices
• Wellness webinars
• Inspirational emails about resilience

Quarterly earnings integration:
Solid metrics = proof the model works
Stock down double digits since mandate = totally unrelated
Buybacks at higher prices = visionary capital allocation

Roadmap:
Phase 1 – Announce bold future
Phase 2 – Double down
Phase 3 – Talent drain labeled ‘normal attrition’
Phase 4 – Strategic reset

Final Act:
🚨 Executive liquidity event 🚨
Golden parachutes unlock and Rug-Pull.
$COLLAB insiders exit at peak compensation.
Employees left holding five-day lockups, commuting bills, and coffee machine credits.

$COLLAB Coin — because if we can’t measure value creation, we’ll just monetize misery.

Diamond hands required. Remote wallets permanently banned.

Hey HR ask these questions on the next survey!

Is leadership a meritocracy or a friendship club?
Do promotions require performance or proximity?
Is feedback only “constructive” when it comes from certain mouths?
Are stretch assignments reserved for the already favored?
Does accountability skip over the chosen few?
When mistakes happen, does context matter more depending on who made it?
Is visibility earned, or inherited through alignment?
Are we building a team, or curating a personality match collection?
If English fluency equals competence, are we measuring skill or accent?
When someone “plays d-mb,” is it ignorance or convenience?
If fairness is real, why is the pattern so predictable?
Why does “culture fit” always seem to fit the same people?

It’s draining pretending not to see it. It’s more draining pretending it doesn’t affect morale.

Who’s got the scoop? Spill the tea.

Whoooooooo!!!!

I LOVE MATTEL!!!

At the Salesforce company kickoff in las Vegas yesterday Mark Benioff joked about ice and bragged about how many people he was hiring but did not acknowledge the stress or the trauma that ice is inflicting on his own employees, let alone the capricious layoffs in professional services that affected people who typically bill hundreds of thousands of dollars per year.

He seemed tone deaf and completely insulated from what it's like for the people who work for him but still had the gall to mention ohana many times. The internal slack channels were on fire with people, many of whom had been laid off without cause.
The public video was edited to omit the remarks in a very awkward and amateurish way.

Salesforce used to be an exception but now it is just yet another billionaire-owned company that only cares about next quarters profit and loss.

The way Clover as a product emerged over the years and took the market by a storm, I almost feel sorry looking and hearing about the conditions now. Remember Blackberry !
There is no direction, there are no mandates or focus or practically anything which shows a leadership. The failure has been gargantuan, customers unhappy and leadership in a self-made happy bubble while competitors are leaving Clover behind in this race.
On dot was the only thing missing in this game of railroading this company and now thatthey are here they seem to leave no stones unturned to finish off the job !

What did we just witness?

Has anyone else received their demotion related to Senior Status?

We’re increasing pay for order taker CMs, yet lowering pay for recruiters. It feels like we keep asking certain teams to absorb the impact while others are protected.
If leadership is unable to right the ship, are they also taking title reductions or salary cuts? Accountability shouldn’t only apply to frontline employees.

This approach is damaging to morale and culture. Repeatedly cutting pay or downgrading roles sends the message that hard work and tenure aren’t valued. Strong leadership builds trust, stability, and shared accountability — not uncertainty and resentment.

Right now, this feels less like strategic decision-making and more like reactive cost-shifting, and that’s not good leadership.

Firstly in sales you have to believe in what you sell, for me unquestionably Opentext are a leader in the information management space , and we should have full confidence in telling that story to our customers.

The old adage of no one got fired for going with IBM(poignant with new CEO), for me is the narrative that we should be using at OT(we are big enough to carry this)but we need help with messaging, let's get crisp and slick with this.

I know there has been change in marketing(needed) how did we get to the point of having a few fancy dress Teddy bears, dressed up involved in our core messaging(this is embarrassing) . We are talking about a small group of people who were paid millions of dollars per annum, and that is the best they could do, surely someone must have thought wtf is this!!

It is time to get serious, we all know change is a foot. I am in a non core part of the business and could be gone next quarter(this core /noncore needs boxed of ASAP, horrible for morale) but I wouldn't hold that against OT if I left the business, that is the world we live in. If iam here and I hope I am, let's get our ** together and start working together.

This ship is sinking. Good Job Execs. Guess the 10% dividend boost didn't matter and your shareholders see the writing on the wall. Bye bye C Levels. Just a matter of a short period of time here. Should be a fun next few months.

Anyone else been forced to attend this rushed mess?

Its like Dev Days but with external sales people mixed in, and its been a complete sh-t show. I dont think Ive learned a single thing that I couldnt have gathered from a basic google search. We are blocking off thousands of peoples time for multiple for this, hired a hype man, and are paying consultants to come pitch AI generated slide decks to IT people.

What on earth is going on? Hard to take any of the cost savings talk seriously when we pi-s away money like this

How is it people? Did they bring their mixed bag attitudes?

Took a long long while for DH the sleazy breezy Chief People Officer to be quietly turned out to pasture… He must have had a really ironclad type of contract to avoid being sacked for decades of behavior complaints… or he knew some excellent intel on the ELT as protection.

So.. good luck new lady. The bar was low so you can just not be a creep and you’re already doing better than the last guy

If you poke around some of the other company layoff pages, almost none seem to be as active as this one. Bank of NY Mellon is pretty dismal, but still lacks the sheer volume. Citi folks don't seem happy either, but even less volume there. Why does Wells Fargo seem to have the most vocally unhappy workforce? Is that a sign of how bad it actually is?

Simple search tells you about it. Chevron and other companies use “Aware” software to monitor us. Consider this an OE moment

I'm stuck at T3 for 5 years doing the same job as T4s on the team. Issue goes back to legacy roles where 3 roles got rolled into 1 and some got stuck at T3 and others got to keep T4. 5 years later I'm still getting paid $50k less than them. Is this just the way it is at SAP?

Honest question.
Why the sudden urgency around rebranding town halls, one-on-ones, and skip-level meetings… especially when layoffs are happening or rumored?

What’s the point of pushing culture talk and rebranding if people are worried about their jobs? And why are so many of these meetings being scheduled on Thursdays, the same day layoffs usually happen? That timing alone puts people on edge.

I’m genuinely asking—has anyone been through this before and knows what the strategy is? Transparency would go a long way right now.

See this link. Details in comments

https://www.linkedin.com/posts/activity-7427118095061819392-rD0R?utm_source=share&utm_medium=member_ios&rcm=ACoAAAdeT6sBq6HR8cmvn-Ypy8_0uJhVxf9JjF4

Working for my whole life and was looking for a long term job to save money and retire but went through 4 layoffs and two company closings.

A couple of years in I see the signs. The rats start leaving the sinking ship. Cubicles being moved around, bodies relocated to owned spaces, rather than rented. Unreasonable targets and although profits are up... They want more. Blowhards in management speaking but nothing of relevance is being done. LifeVests are not being replaced.

This is the death of the middle class in slow motion. God save us all.

Factoring in vacation, sick days, holidays....how many days do people actually need to reach before getting flagged for not complying? I'm aware that eleven days equals 100 percent.

Is it just me or does anyone else feel like we now work in an alternate universe? It’s like a new operating manual has gone out to a select few as to how we all should behave and function in our roles and interact with others and none of it makes any sense at all? I constantly feel like I am being gas-lit.

Even senior leaders appear unable to credibly defend the current direction. All-hands meetings lack conviction, and there is a widespread belief that employees are being financially and professionally constrained with little effort to soften the message.

Self published and thousands of copies. So sad. So NOT what AI is all about - actual paper copy book. Good grief. Then there are the WILD events Sales sponsors for leadership and their pets & the wink wink business travel needed to international destinations where leadership family tags along. Money, money, money. No bonuses, no hiring, leadership BLEEDING fun spending. NORTEL all over again.

This company isn't even capable of running an all hands

Spend five clicks minimum on SalesChat to prove you’re engaged.

Help train AI systems designed to eventually replace your role.

Accept shrinking commissions so executive comp stays intact.

Stay chained to a desk eight-plus hours a day, regardless of performance.

Bounce between internal tools and dashboards to signal productivity.

Operate inside an expanding web of apps built more for monitoring than selling.

Daily workflows dominated by internal systems, compliance tools, and activity tracking.

An environment where optics often outweigh outcomes.

Operate primarily as a quote generator - processing pricing requests instead of driving strategy.

Go “all-in” and be grateful you have a job.

How convenient. The ratings are updated to drive more slavery. For zero pay increase year over year. Billions and billions in profit.

always a cheerful moment - meanwhile Chas is speaking only a short distance away.

The only way Fiserv can survive if it can go back to the George/Les/Jeff era - Respect employees! Fiserv has no employees. Most fired, rest shifted as an expense to Infinite, and Frank sold all his shares for $550M.

Think.,,,

For any engineers on the board, I have a couple of questions. Don't take offense, they are legitimate questions:

1. Why can't engineering ever release any projects on time?

2. Why is anything you do release full of bugs and half complete?

3. Why are we as a company years and years behind the competition when it comes to full-stack enterprise IT solutions?

4. Why can we never see a roadmap with anything on it when requested?

5. Why is there seemingly never any accountability to address failed projects or missed deadlines?

This is by far the worst engineering environment I've ever seen at any company I've ever worked at. Seems to me it's engineering comp plans that need to change, not SCPs.

what an irony !
"it's a choice we're making
let's start giving"

to start the townhall with this song and words.
nothing but greed, let's get pay increases with double numbers % in the top.

1. Capped earnings — introducing plans where up to 60% of payout is effectively unreachable.
   1. Rigid RTO mandates — reversing years of successful remote performance with no clear productivity rationale.
   2. Artificial gating — 50% storage gates that suppress commissions even when deals close.
   3. Unattainable quotas — targets set beyond realistic market conditions to control compensation expense.
   4. Remote = stalled careers — limiting promotions for employees who remain remote despite proven results.
   5. Frozen pay growth — eliminating merit raises regardless of performance.
   6. Commission erosion — reducing or eliminating commission opportunities that once defined sales roles.
   7. No in-role advancement — blocking progression within current positions, removing career pathways.
   8. Constant quota changes — moving goalposts mid-year, undermining trust and planning.
   9. Vanishing checks — commission statements that frequently fail to reflect closed, booked business.

Naming the new Webex devices after himself, G2, is next level trolling. Congrats