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Dell mgmt is lost. The leaders they have in place are the worst they have ever been. The BS charade of AI is finally being shown for what it is, which is nothing. The modern dev initiatives are falling apart. The stock is on a nose dive even though they had “record revenue”.
The employees are not happy, there is clearly a lack of strategy and the company is being driven into the ground.
MD only intention at this point is to su-k the company dry and sell pieces of it off.
https://www.inc.com/kit-eaton/this-trendy-management-structure-harms-workplace-communication-a-survey-says/91233834
Fully 38 percent of survey respondents said that since their company experienced layoffs, their manager had become less accessible. This has had consequences: 30 percent of people said they’d felt less support when things were disrupted or changed, 34 percent expected they’ll lose a sense of connection and 30 percent expected decreased or zero access for mentorship and career development options.
Employees also don’t trust senior leaders, with nearly 40 percent saying they can’t get mentorship or guidance from upper management, 37 percent saying they feel unheard by the top leaders, and only 47 percent agreeing that their company leadership is “somewhat” transparent.
This paints an interesting picture of how the average U.S. worker views their management, relying on their direct supervisors while apparently distrusting upper layers of company leadership. The report quotes Firstup CEO Bill Schuh, who explained that the data show workers see middle managers as critical for “translating organizational priorities into action, clarity, and connection for their direct report.”
As companies shed middle managers, they risk losing this vital link, which can leave frontline workers feeling lost and unsupported. That discontent will likely diminish their engagement with their work, and could reduce their productivity. Meanwhile Schuh also noted that stripping managers out adds strain on their remaining colleagues. That means companies are “asking fewer managers to do more, and that simply is not sustainable,” he said. While AI is useful for handling some mundane managerial tasks, it “won’t replace the human connection and leadership that great managers provide.”
Not a creature stirring on the 13th floor, unless you’re counting the McK consultants. Because pretty soon that’s all that will be left.
Stephanie in her ‘kerchief, and Bob in his cap, Had just sold their shares for a long winter’s nap…as lord knows there will be nobody around to answer any questions going forward.
And instead of eight tiny reindeer, they will be unharnessing about 450 VP’s and up.
Outlook/ Teams tomorrow will be all sent “Now dash away! dash away! dash away all”
So unfortunate to see such incredible and tenured domain expertise being pushed out. The vacuum effect is real- and the revolving door will continue to spin, far beyond what they are intending.
Anyone agrees with this ?
We thought Wayne was the monster.
I was in a meeting with some senior managers last week. MDs and SVPs mostly.
I was reflecting on just how bad quality managers we have.
How could this happen so quickly in the last 5 years ?
A bunch of yes men/women with no courage or attributes
I really mean this folks. Look at our HSE LT. Look at the ETC LT. Can this be more of a joke? We have no professionals left. We have no one that has any substantive amount of time in the field. We just have nepotism, DEI and C-Suite best friends that can't do anything else. There used to be a time where the pedigree meant something. Not anymore. As another poster said, just look at our SIFs. Embarrassing!
The EC sends out an email today reminding everyone about the principle of "Thrive Together."
Well, let's review the principle and how it is defined on paper vs. what it means in practice.
On paper: "Our culture is built by all of us, and we lead by example. Doing the right thing matters and trust is earned. Creating an environment where everyone belongs is essential - that's how we succeed."
BNY associates are not stupid and don't appreciate being lied to or kept in the dark. That's the quickest way to erode trust, confidence in leadership and culture. In fact, these are the main reasons why people are on this site and commenting about BNY workplace and deplorable people management behavior.
Not that it matters but The People Team (or EC) would be better off to communicate early and often throughout the change process. This means acting more intentionally with greater transparency, by showing receptiveness and responding to feedback on really important people concerns, and providing clear organizational direction on people management matters. So why all the secrecy? It only leads to more fear, uncertainty and doubt.
In practice: EC wants us to thrive together by working together in office 4 days per week. The only natural consequences of this mandate are to intentionally make work-life more difficult for those not living nearby a brick-and-mortar office location, to recapture corporate control and to increase work-life inflexibility.
The EC and HR communications, micromanagement, and the lack of collaboration by 'all of us' are in direct contradiction with the written definition of how we 'Thrive Together,' do the right thing and earn trust.
Where does this leadership by example come from? Come on man!
And Amala's out!
Did they bring in a new VP under RL and demote JB and GW?
With Morton departing, TR has announced another reorg. I suppose in the absence of any real progress, reorgs and in-depth documentation is considered progress. Is this orginaization serious about anything?
Dear ELT,
Since it's known that members of your team monitor this site, I would like to talk to you about your use of ChatGPT in writing firm wide correspondence.
ChatGPT has a few idiosyncrasies that make it's use obvious to anyone that knows them. Reading today's "Penny's Page" it's clear that the message, outlining the impact and intention of Enterprise Reimagined, is just AI generated slop. Penny isn't the only one known for sending out ChatGPT slop. Chubak does it too.
For firm with sincerity and trust issues, it would come across much better if leaders of the firm took the time to send out genuine messages, instead of promoting ChatGPT to craft something for you.
The self-promotion "Sweet Julie" PR tour continues. "Look, I'm so awesome according to me" (she really does think she is). She claims and thinks that she cares so much about people and "human connections".
Is she trying to save her job and is applying for the next one?
How Accenture CEO Julie Sweet communicated a major restructuring to 770,000 employees across 120 countries without ever sending a memo
https://fortune.com/2025/09/01/accenture-julie-sweet-restructuring-ai-memo-video-message-titans-podcast/
“Reading it on a piece of paper would not have conveyed the why in the same way as hearing it—hearing the excitement in my voice, understanding the passion we have for why we’re changing,” Sweet said in a recent interview
Sweet’s communication strategy reflects the scale of challenge she faces as head of Accenture, the world’s largest consulting firm by revenue. The Dublin-based company generated $64.9 billion in fiscal 2024 and serves more than 9,000 clients, providing services spanning strategy consulting, cloud migration, data analytics, artificial intelligence, cybersecurity, and more. With hundreds of thousands employees spread across more than 120 countries, Accenture helps organizations reinvent themselves in the digital age, making it both a beneficiary of and participant in the AI-driven transformation sweeping global businesses.
Sweet herself represents an unconventional path to corporate leadership. Since becoming CEO in September 2019, she’s been the first woman to lead Accenture and the first CEO in the company’s history who didn’t start there straight out of college. Her background as a high-powered corporate lawyer—she spent 17 years at the prestigious firm Cravath, Swaine & Moore, making partner within eight years—gave her an outsider’s perspective when she joined Accenture as general counsel in 2010. Under her leadership, the company’s revenue has grown more than 50%, and she’s been recognized as one of Fortune‘s Most Powerful People in Business.
The restructuring Sweet announced represents what she describes as reversing “five decades of how we’re working.” The move brings together previously siloed business units to better serve clients seeking comprehensive digital transformation, aligning Accenture’s organizational structure with its strategy to be “the reinvention partner of choice” for businesses navigating rapid technological change.
At the heart of Sweet’s strategy was recognition that this transformation had to be both decisive and deeply human. The restructure wasn’t a cost-cutting exercise, though Sweet acknowledges it inevitably uncovered efficiencies and duplications. Instead, the move was driven by client needs and Accenture’s ambition to deliver integrated solutions combining industry knowledge, technical expertise, data, AI, and functional capabilities as a single offering.
“In order to capture the opportunity with AI, you really have to be willing to rewire your company,” Sweet said, reflecting broader advice she gives to Fortune 500 CEOs. “Many times, when clients are saying, we’re not getting a lot out of AI, it’s because they’re trying to apply it to how they operate today.”
Sweet’s approach to managing the change went beyond just the medium of communication. She solicited feedback and critiques from her leadership team, refining her message through multiple iterations to ensure it resonated at every level. “I try to have no ego on communication, because it’s so important that we’re really clear,” she said, noting all her direct reports work with speech coaches to hone their communication skills.
The transformation also demanded what Sweet calls a balance of “art and science”—using metrics and benchmarks from Accenture’s transformation GPS database to provide the analytical foundation, while applying empathy and cultural understanding to ensure the human element wasn’t lost. Ultimately, Sweet’s leadership through this restructuring has become a case study in navigating sweeping organizational change in an era when traditional corporate communication methods may no longer suffice.
Chevron’s CEO is “not happy” with exploration performance. That’s corporate-speak for “we spent a fortune and found disappointment.” But fear not, salvation may be inbound: Hess’s exploration geoscientists are now on deck. Will they bring seismic miracles or just another round of PowerPoint optimism? Stay tuned for the next episode of “Hope in the Basin.”
I’m tired of seeing MW, LC, EB and whoever the name of the week is.
They are just receiving orders from the real decision makers:
https://www.chevron.com/who-we-are/leadership
MW, LC, and EB at least have the ba--s to show their face when doing it.
At GSX, Cisco showcased their recent Partnership with the Luna Rossa team, completely skipping over everything to do with Luna Rossa and it's involvement in sailing, and focusing on Prada. Not a good look. Hilarious, value and priorities of Marketing shown on the big stage.
CMO posted she was accepting a new job somewhere else. she was so nice and genuine, seemed very talented. Wonder what is really going on in corporate.
Recent Corporate Officers and Board Members did not define AEP. Our attractiveness as a take over target is that we lend credibility to these charlatans. We are the value and they are the flimflam confidence men looking for a beard to attract investors. They are not the men, who create a successful business. They are the parasites that siphon off the value they never served or sacrificed to create. Do not empower freeloaders to profit from your exertions.
“Benioff called the first eight months of 2025, during which an estimated 10,000 jobs have been lost to AI, “eight of the most exciting months of my career.”
https://www.kron4.com/news/technology-ai/sf-tech-ceo-says-ai-enabled-him-to-cut-4000-jobs/
When it comes to layoffs there is no finish line. Just Do It? Apparently that only applies to cutting headcount. Always chasing the shiny objects while the basics get benched. Somehow MD still has a job, and HR is running around like it’s a team-building offsite. Help us.
If you take out the emotion of what the Global Brand leadership is doing, you are left with incompetent people that know nothing about financial services, managing teams in a large corporation and treating their people fairly. These are the facts. It’s quite obvious all of them are in it for themselves. All have worked 3 or less years at a job and continue to fake it to make it. They let amazing talent walk out the door to only bring in their circle of friends and family, no knowledge of our business and continue to have the actual doers train them and then treat us like pions. It’s time for positive change!! How is this allowed??
Today is Stank's least favorite day of the year. He hates all workers and especially hates that he has to pay them for a day off. No wonder he loves foreign country workers.
We should be proud of CA making it to the Time100 Acute Incompetency list, yaay.
# Questions About Executive Accountability: The F5/HackerOne Case Study
## The Timeline
2019-2023: BIG-IP Next Development
2022: Leadership Change
2023-2024: Company Struggles
2024: Product Strategy Reversal
September 2024: Executive Departure
October 2024: The Promotion
## Questions This Raises
For HackerOne shareholders:
For the industry:
For F5 stakeholders:
Sources available upon request - all information gathered from:
Another MW Fluff piece. The guy says we do culture better than Exxon. The guy is wrecking our culture and made it a dreadful place to work!
https://www.nytimes.com/2025/08/31/business/chevron-oil-mike-wirth.html
As Phil scuffles into the sunset, leaving the company as weak as it's ever been, welcome Sanoke.
Welcome to a company struggling with bad leadership, no strategy, and unfocused product decisions. Organizationally a mess and one reorg away from a buy-one, get-one reward at BCG. More turf wars than West Side Story with enough passive-aggressive energy to power any high school drama.
FactSet needs a reset; you can be that change agent. The rot reaches at least L3 as the blind lead the blind(er).
Please give us an idea of why you're here and what you're hoping to achieve. Give people some hope that something new will happen.
Is TSS IBM GLOBAL SERVICE or whatever they are called these days. What is the plan for that?