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"Join us for a live session to learn about professional production-grade software development via vibe coding."
Yes OTEX "leadership" really are that stupid.
They think Vibe coding with cheap replacements in India that do not understand the products will work.
What could possibly go wrong?
People that were laid off were lucky. They are no longer subjected to nonsense like this.
Just as we get going, we have to pivot to something else. There's no way to be successful in such an environment and I'm getting pretty tired of it.
March hurt. Two of our best and brightest left voluntarily despite having the coveted virtual designation and being only in their 50s. Each put on a good game face for why they were leaving but everyone knows they got tired of the lack of leadership and apathetic coworkers putting in the bare minimum. Morale is in the toilet and no one is trying to do anything beyond keeping their heads down and a clean presence report. T counting badge swipes, butts in seats, and key strokes as markers for success is cultivating apathy, resentment, quiet quitting, loss of morale, and disintegrating culture. No one else is paying employees this much for mediocracy which is why only those who saved and invested and have pensions can tap out. The rest of us suffer and grumble largely in silence. Most don’t even want to hear themselves complain anymore. I realize how sad and pathetic this post sounds but this is where we are and I am.
It’s a strange kind of “progress” when a company like VF, home to brands that market empowerment, exploration, and modern values quietly reshapes their leadership team into something that looks like a throwback out of a 1990 golf tournament brochure - a lineup of men with the same haircuts, same resumes, and same golf handicap index. Not a woman in sight unless she’s HR or planning the holiday party. TNF is a brand built on pushing boundaries, and yet we find ourselves cycling out female leaders only to rapidly replace them with the most like-minded male candidate within reach. It’s starting to feel less like strategic evolution and more like regression dressed up in corporate lingo. At a certain point, you have to ask.. is this about “best person for the job,” or is it about comfort, familiarity, and an old boys’ network reasserting itself under the radar? Because when diversity disappears at the top, it doesn’t just change optics, it’s a narrowing of perspective at the exact level where our strategy gets shaped. And most importantly, the same leaders making these decisions have daughters that will someday look for examples of women in leadership - and how disheartening it will be when they realize they can’t find any here.
At what point do they get rid of the Stephanie and her people? The stock is down 33% in the last year, 66% in 5 years. 2/3rds of the company disappeared. This company is going down the drain, are they not seeing it or what??
I’m stuck in a three-layer sandwich—Sr. Director, Director, and AD. Sr. Director seems calm and confident, but the Director and AD are all over the place. Priorities change almost every hour, so the team is constantly scrambling and redoing work.
We’re getting pulled in 10 different directions at once, including being pushed to work on things that don’t even seem relevant anymore. It’s honestly a pretty chaotic and frustrating environment.
And the worst part—there’s no escape. Hardly any internal roles are opening up within Verizon right now.
That's all. Thank you.
There’s NO Way the board will keep pushing gramps on stage for much longer. Analysts suggest Verizon is shopping execs in Europe. Does anyone keep up with Vodaphone Execs who might make the jump to save a sinking big red?
Why does the leadership keep doing this? What's being achieved? We lost two of our most valuable team members today. I've only been here for four years, they both had 15+ years with the company. I don't understand how you just decide to get rid of people who are so important for the future of the company.
Why is there no structure at Verizon? Someone in Leadership in retail, who hasn't spent 2 weeks in a direct business sales role can move into leadership in the b2b channel. When did they prove their marks, show their grit, make their strides?
Someone in a AE role can jump to a senior leadership or AD role? When did they work with the larger customers in between, learn to navigate large business, share ideas on winning the deal?
Someone from any other role overstepping into a leadership role, or senior role, that others are already working towards. Why? Why no structure? Why no set steps? Why not automatic advancement based on seniority and the ability to opt-in...
Wouldn't it make sense to say you can be anything you want at Verizon l, just follow the steps.. have some structure
Brain dead.
Also: he says culture is strategy.
He means culture eats strategy for breakfast.
It is a famous quote.
From a book.
You know, the things he says he does not read.
Ever sat in a meeting where someone declares that your company is “growth-hacking” and “working at the intersection of cross-collateralization and blue-sky thinking” and called bullsh-t? Turns out you were right.
A new study out of Cornell University published in the journal Personality and Individual Differences found workers most excited and impressed by corporate speak may be the least equipped to make effective, practical business decisions, and it can leave companies with dysfunctional leaders.
New study finds that employees impressed by corporate speak may be least equipped to make effective decisions
This video describes perfectly the type of people who advance at 3M. Hint: not those who work the hardest neither the ones who deliver results.
Does the wolf remind you of any leaders?
https://www.youtube.com/watch?v=outRuy6jrKY
Whoever come up with this migration plan should be fired on the spot. What a complete sh-t show. No support. These leaders have no clue.
Is the now tech strategy different from MD’s? and if not, aside from new LT appointments, why the layoffs considering a justification was given for the last reorg was mere months ago.
Is the comp bleeding that bad?
The management in multi-contact is a Joke, and yes I mean at the L2 level. what kind of cr-p show are they running? Constant THREAT of metrics is overwhelming the reasoning all efforts are failing is because the people taking care of their customers are overwhelmed, exhausted, led by these leaders who use fear tactics and great agents being pushed out the door! I don’t believe every manager is bad but my new manager will be the reason I’m leaving! I hope you all know your a number and not only will multi contact fail, Wayfair will fail, fix your resumes and start applying now
Leadership doesn't care about the software/database customer. As a result, anyone and everyone is just a number.
Leadership is also aware that it is not as easy as a flick of a switch from Oracle DB/software to something else, particularly the enterprise ones. As a result, they will keep rising the prices or use the vendor lock-in tactics until it gets to a point where it doesn't make sense for the customer. By then, they would be AI ready, and whoever is left is just another number, all over again.
The way forward is AI and maybe some stuff on OCI, meaning a Data Center company. Software is on its way out, no new features.
Why does leadership behave like this? Because they can! You are all adults. Get a grip!
High performers find problems. They identify gaps. They raise their hand. Challenge the status quo. Challenge leaders. Support their fellow employees.
Wonder why you’re surrounded by a ton of slackers? They don’t identify problems. They say yes at a sloths pace to their bosses bad direction. You see it as we-ponized incompetence.
Take a hint from their playbook. We-ponize some incompetence. Say yes at a sloths pace.
My personal PC and work comp are next to each other so while reading a post on here, I chose to look up the RTO policy as it stands right now.
"As we transition to the enterprise platform on May 1, 2026, individual and leader dashboards on Workday will be retired. However, the expectation remains the same: if you are designated as on onsite team member, you are expected to work a regular day from your Dell office five days a week. While attendance will not be actively shared at the individual or leader level, this expectation is non-negotiable."
This is CLEARLY part of MAVERIC considering it's "supposed" to roll out in May and it sounds like Workday is going away? If so, will we have visibility on whatever the new tool is?
Or does this mean that they are no longer going to track us... Which sadly I don't think is the case.
I feel like one of these things...
A: They (EXEC leadership) doesn't want us - or managers - to know how many days we have in office - so we can't "plan" any days off or get warnings from our managers to go in more often..
B: They make it seem as if they aren't tracking us - but they actually are
C: They decided that of those required to be onsite, the majority are obeying and now they no longer care to track, as they "whipped us into obedience."
Contractor Barton Malow, keeping its eye on the future and preparing for innovation in its organization, has given four executives — two of whom were members of the company’s C-suite — additional responsibilities.
https://www.constructiondive.com/news/barton-malow-c-suite-executive-changes-innovation/815289/
This last round of layoffs were brutal across the company and the area I work in got hit hard. I have mixed feelings as I still have my job (mostly care about health insurance) but the workload has doubled. I am close to retirement so I don't care too much if I get laid off. If this gets any worse, I will leave in a year to 18 months.
Sadly, I have lost trust in our Senior Leadership
It looks like it will be in April. We'll also see what the announced third-quarter results look like, which will say a lot about the scale. I think the Senior LT already knows exactly when and how much layoffs will occur. I hope they reform the FTS properly, because the current structure and management are a disaster and a flight without a pilot.
Has our CHRO actually ever worked anywhere, ever?
The completely empty vacuous statement…ignores the utter despair of operational teams right now
Such a poor ELT! no vision, no direction, no leadership but just a group of fools that don’t understand market trends but only know how to through fancy slogans to the air.
The reason we’re in this mess is that tech teams lack guidance. I hope they bring back Enterprise Architecture with a vengeance. I see it everyday, rank and file engineers either don’t have time or the vision to design the next generation of applications at Nike. One good architect is worth 10 SW3s if you give them the authority to see their vision through.
There were layoffs right after Jon left Sharp for Inova. At Inova he has been leading a lot of digital and AI transformations rapidly which makes some of us think we may see layoffs soon. Wanted to get a sense of how his stint at Sharp was and if he is a high velocity transformation chief who might leave behind a trail of bodies and layoffs or if he is someone who is great for the long haul?
Will Dan finally deliver on his promise to share his grand plan for the future or will this be another wasted 30 min. listening to him ramble on about nothing?
One week it’s “focus on growth,” the next it’s cost cutting, then it’s something else entirely. No one knows what the priorities are anymore, and it shows in how teams operate. At this point, the layoffs don’t even feel shocking, they feel like the obvious outcome of nonstop chaos.
A strong organizational culture is critical—once it erodes, the organization risks becoming rigid and ineffective. I’ve observed a growing pattern where hiring and leadership decisions appear influenced more by familiarity or networks than by merit and capability. When talent is no longer the primary driver, and internal politics begin to outweigh performance, it can weaken long-term innovation and competitiveness.
If this trajectory continues, there is a real risk of repeating the challenges we’ve seen elsewhere in the industry. Sustaining success requires protecting a culture that prioritizes merit, diversity of thought, and strong technical leadership.
Share stories of your experience with the FSC rollout disaster. After being told by the Wells Fargo lady and her phone call pep rallies being called Eeyores and Ford Pinto’s in how great this FSC rollout will be, it has been a complete disaster it has been. She should be fired along with the team in charge of the rollout.
Sorry the next news to drop is freezing the pension for those active employees that are pension eligible. That will be announced right after the April round of severance packages. The next round of severance packages/pressure tactics ramps up again in October and will wipe out most of the remaining underwriting folks. You will get the return to work mandate, for 50% of the time, for most employees effective September 01, 2026. Leadership 75% of the time. Executive will announce they are converting a large portion of your remaining PTO to sabbatical time and pay you out for a portion of it as well. They are trying to weed out any old remnants of the old SF or pressure test those people they consider weak. They are still delusional thinking the continued failure of their business model is not the incompetent DEI/2040 workforce they have hired, hubs and horrible business models they keep doubling down on. One more "magic" motivational quote, 1x1, Huddle, TPD or SXS is all that is standing behind their names in glory in the business world and return to #1. It is kind of funny to actually watch this level of stupidity and incompetence! Hilarious!
With all the changes we are experiencing in CW that don't make logical sense, the wrong people being let go while others get placed in vague non value roles, I wonder if our leader Sanjay has settled his lawsuit with his last company so he can focus and earn all that salary he is getting here. The lawsuit makes claims that are concerning and I really hope we don't have a similar experience here. I'm sure he is an honest and upstanding guy and it was all a misunderstanding. I mean, the way he just smiles and has talked about a brighter future for the last couple of years I am sure they are wrong. Sure we have been hearing it for a couple years and just need a couple more years to see it. It's a 4 year plan. Similar to a vesting schedule.
If your only job is to think of new deprtment names and reorganization strategies or to put out cartoon newsletters with the 🐭’s face, you need to go. You serve no purpose. This is a healthcare company. That time and money should be reinvested into the members, not overpaid executives who do nothing but look for ways to make themselves appear important. You know how many reprgs have improved the customer experience??? ZERO. Humana Executives have meetings about meetings and they still never gat anything accomplished.
Both sites are filled with complaints about denied claims, inabilty to understand customer service agents, and poor service from Centerwell pharmacy and inability to get resolutions of complaints. Not that C-suite cares but they should care about retention of members. Or has Rechtin forgot that without members Humana doesn’t exist? I would like to see our retention rates before he came on board compared to now. Rechtin needs to go. The rodent needs to go.
SB (Stevo) dips a Dunkin’ donut into that lukewarm excuse for coffee… pauses… little gleam in his eye… bodyguard standing there like he’s protecting nuclear codes instead of a guy marinating pastries.
I mean, I find the whole thing hilarious. Is SB still out there galavanting across the country giving his nonsensical TED Talk cosplay about “reinvention,” while reminding everyone no one messes with him because he’s the big bad CEO of… Xerox? Xerox. Let that sink in.
Meanwhile, I check the stock every now and then and it looks like it’s being actively vacuumed into a black hole. Honest question—how long before it’s under a buck? 30 days?
And every time I check the stock, I swing by the old layoff site like it’s a weather report. “Ah yes, 100% chance of people getting axed with a light breeze of corporate optimism.” What amazes me is there are still folks in there thinking, “If we just get rid of SB… or Bruno when he was there… THEN things will turn around.”
Bruno was at least entertaining. Gold chains, hair plugs, that overcooked New York accent—like a discount My Cousin Vinny extra who wandered onto a corporate earnings call. You just know he was peeling out of parking lots in an ‘80s Camaro blasting Springsteen, headed to “reinvent” something that absolutely did not get reinvented.
Watching those two was like a low-budget reality show:
“Tonight on As the Copier Turns—we reinvent the company!”
Cut to next scene: “Sell more copiers or we’re shutting the lights off.”
The whiplash was impressive.
Here’s the part no one wants to say out loud: it’s a dead industry. It’s not “struggling,” it’s not “transitioning,” it’s not “pivoting.” It’s dead. Gone. Buried. We’re arguing over how to rearrange deck chairs on a fax machine or typewriter.
And no—no amount of white-trash Ken Dolls in slim-fit suits are bringing it back to life. Especially not wrapped in that special blend of Xerox arrogance where everything is somehow the customer’s fault while the company lights itself on fire.
Xerox isn’t “on the ropes.” It’s irrelevant. Completely.
LinkedIn tried to suggest Xerox jobs to me the other day. I actually laughed out loud. Who is signing up to board the Titanic after it’s already snapped in half? “Yeah, I’d love a role in mid-ocean operations, preferably underwater.”
I genuinely don’t understand why people are still there. Why? I’ve been gone over a year—make 3x the money, zero stress, and I no longer wake up wondering which coworkers vanished overnight or which customer is furious because we’re somehow violating a contract we wrote.
Even if… the industry magically came back, Xerox still wouldn’t make it. You can only disappoint customers, ignore problems, and double down on nonsense for so long before the bill comes due.
And it’s due…
Nike Leadership (2020 → 2024) from Publicly Available Reporting
• Women (Leadership): +7.6%
• Men (Leadership): −5.5%
• U.S. Racial/Ethnic Minority (Leadership): +17.2%
• White (Leadership): −7.0%
Share price nosediving.
CK and iceman DA staying.
MA probably being replaced by JG, the person responsible for messing up HPOM by making DMs people leads (rumor has it that Marty Cagan has disavouwed SAPs HPOM implementation also due to this).
Chuck gone, RIP.
Are we doomed?
Too many old timers in powerful positions just playing game of chess with their resources, shameful. Destroying lives.