#leadership

Are promotions based on performance, or is it just a leadership friendship club benefit?

Rahul should be fired, he lacks creativity . No success at all. He is pocketing all the money from vendor kickbacks for hiring H1Bs.

Kroger, the largest traditional supermarket chain in the United States, has appointed Greg Foran as its new Chief Executive Officer following a year-long search. Foran is best known for running Walmart’s U.S. operations from 2014 to 2019, where he oversaw a turnaround that delivered 20 consecutive quarters of comparable sales growth across more than 4,600 stores. His appointment signals that Kroger is looking to borrow from its biggest rival’s playbook as the grocery wars intensify.

https://www.whatjobs.com/news/kroger-names-former-walmart-executive-greg-foran-as-ceo-to-lead-the-grocery-giant-through-intensifying-competition/

Another bad 10 years are coming due to QPOET.

Don’t say that one obnoxious team will not have big impact. Please keep in mind that toxicity is contagious.

Time will give the opposition a lesson. It actually already had!

Sorry for all of those affected. I’m really surprised so many UX positions were eliminated. This feels like a failure on UX leadership to represent and advocate for the function of UX throughout the business.

Proposed reorg to save Meg some time: Step 1. Merge P&O, G&LC and Technology into one business (2 EVPs can walk with all the entourage), merge C&P and T&S, get rid of EVP level positions for the rest of the org. Saves min £20m pa on the headcount with improved efficiency and accountability. Get rid of strategy function completely - it has been a failure. Strategy should be driven by BUL leadership and segment EVPs not central function..same for RC&S teams - its a testament to the weakness of the EVP that they still exist. Same for Ventures - no new businesses came out of it in 20 years of its existence so its an ego satisfying project for the execs but no real value generated and a distraction for the businesses.
Step 2. Get rid of functional organisation and organise by Business Unit structure, with clear P&L accountability. No central functions that do not feed directly into a specific P&L. Desperate measures for desperate times but company needs to put profits into the cornerstone of performance and current structure is way too broad to enable such focus. BULs will start cutting costs when they have full control over it.. Step 3. Very light exploration and central subsurface team which will enable new growth (outside of existing basins, otherwise driven from BUs). Any other ideas?

https://www.euronews.com/next/2026/02/11/cisco-president-warns-ai-agents-need-background-checks-like-human-employees

Appears that their plan to move people to Edmonton is about to backfill on a listed company that makes billions of dollars every year which is about to fail. So many people have said no to the move that I’ve heard that we have about 200 job openings that they need to fill with key critical roles empty. Plus they don’t even have the licence to start the Edmonton office build yet so YE27 has not chance. So the lack of results , lack for strategic foresight and impact that the long term bottom line; does this make JW and the board NSI?

Dell just held its field readiness submit (FRS). In principle, it’s a great idea. It’s essentially a sales kick off, with one distinct difference… no individual contributors (account executives and presales) are in attendance at all - only managers. The last time we checked, managers don’t sell.. what an absolute joke! Instead, individual contributors watch online / virtual contact. Wake up dell leadership!!!!

From: Ford Employees
To: Ford Leadership
Dear Ford Leadership:
We write with respect to Ford Motor Company's quality standards and manufacturing processes. For months, Ford customers and employees have watched with concern as quality issues have eroded the trust and reputation our company spent over a century building. After years of escalating problems with certain product lines, customer satisfaction scores continue to decline while warranty costs spiral upward. Ford vehicles cannot continue to disappoint customers while using resources that should be invested in engineering excellence and manufacturing precision. Our customers rightfully expect their company to take action to restore Ford's reputation for quality and ensure no more loyalty is lost. It is critical that we come together to impose common sense reforms and accountability measures that our customers, dealers, and employees are demanding.
We believe Ford needs to enact the following guardrails:

1. Targeted Quality Control – No vehicle leaves the assembly line without comprehensive inspection. End "ship and fix later" practices and improve validation procedures and standards. Require verification that every vehicle meets quality specifications before delivery to dealers.
2. Transparent Problem Identification – Prohibit concealment of known quality issues from engineers, technicians, and customers. Require immediate escalation of recurring defects.
3. Employee Accountability and Authority – enable employees to display ownership of their systems and be accessible for quality concerns. Empower them to stop production when critical defects are identified, without fear of retaliation.
4. Protect Critical Development Time – Prohibit funds from being diverted away from proper engineering development cycles. Ensure adequate testing time for new platforms, powertrains, and major components before launch.
5. Stop Cost-Cutting That Compromises Quality – Prohibit purchasing decisions based solely on lowest cost when quality, durability, or safety could be compromised. Require engineering sign-off on all supplier changes.
6. Uphold Manufacturing Standards – Place into policy a reasonable and consistent manufacturing standard across all plants. Expand quality training and require certification of assembly workers. In the case of a quality escape, production must pause until root cause is identified and corrected.
7. Ensure Cross-Functional Coordination and Oversight – Preserve the ability of engineering, manufacturing, and quality teams to investigate and address potential defects. Require that quality data is preserved and shared across departments. Require consent of engineering leadership before accelerating production timelines.
8. Build Safeguards Into the System – Make clear that all vehicles sold must meet the same basic quality standards regardless of plant, supplier, or production pressure. Allow dealerships and customers clear channels to report quality concerns directly to engineering. Reverse limitations on employee access to warranty data and customer complaints.
9. Data Collection for Improvement, Not Blame – Require comprehensive collection of quality metrics, warranty data, and customer feedback. Mandate transparent sharing of this information with employee teams. Prohibit retaliation against employees who identify quality problems.
10. No Shortcuts in Development – Regulate and standardize the development and validation processes to ensure adequate testing time, appropriate safety margins, and thorough documentation across all product lines.
    These reforms should apply to all Ford products, whether passenger vehicles, trucks, commercial vehicles, or any future platforms.
    Furthermore, there are steps that Ford leadership has the power to take right now to show good faith, including:

Fully addressing known quality issues in current production vehicles before launching new models
Reinstating adequate engineering development timelines that were shortened for cost or speed
Empowering employees to halt production when critical defects are discovered
Investing warranty savings back into prevention rather than treating quality failures as acceptable cost of business.

These are common sense solutions that protect Ford's reputation, ensure customer satisfaction, and honor the legacy of quality that generations of Ford employees built. Our customers deserve vehicles they can trust. Our dealers deserve products they can confidently sell. Our employees deserve to take pride in the vehicles we design and build.

We built the Model T, the Mustang, and the Ford Tempo. We survived a century of challenges through innovation and quality. We can restore that standard, but only if leadership commits to these fundamental reforms.
The employees who produce Ford vehicles are ready to deliver world-class quality. We need leadership's commitment to give us the resources to do so. If they lack the will, we may need to commandeer this vessel so that "we are the captain now".

Respectfully submitted,
Ford Employees

I’m just going to say it.

There’s talk about job changes and possible layoffs on the 19th, and the sudden shift in communication lately doesn’t feel normal. When leadership starts moving differently, there’s always a reason.

So I’ll ask what others may be thinking but aren’t saying — what do you know?

Have you seen the signs before? The random one-on-ones, increased leadership visibility, vague messaging, restructuring language, or sudden urgency?

For those who have been laid off before, what were the red flags you ignored — or only understood after the fact?

Let’s be honest. Companies rarely warn you. They reposition, they stay quiet, and then they act.

This isn’t about spreading rumors. It’s about recognizing patterns and being prepared instead of blindsided.

If you know something, saw something, or experienced this before, say it. Silence only protects the company, not the people.

As a shareholder, I was incensed that we are paying this je-k to waste our time.
As an employee, I am just embarrassed to see yet another incompetent buddy of the CEO ramble on with no clue and no actionable plan.
He had 45 minutes to inspire. Instead, he went long and ran out of time while he scrawled 10 unbelievably simple and dated management claptrap slogans on a whiteboard as if they were the 10 commandments.
Please wrestle the red marker from his hands and have Dan give him a big hug as he sends him off with a $4M check, just like the last guy.

Dear Dan Schulman,
I am writing to respectfully urge decisive leadership in reaching a timely and forward-looking agreement with the union representing Verizon’s workforce. A prolonged contract dispute is more than a labor issue — it is a strategic business risk that affects competitiveness, brand trust, operational stability, and long-term shareholder value.
In today’s telecommunications environment, reliability and service quality are inseparable from workforce stability. Highly skilled technicians, customer service professionals, and infrastructure specialists form the backbone of network performance and customer satisfaction. When negotiations extend unnecessarily, uncertainty erodes morale, productivity declines, and institutional knowledge becomes vulnerable to attrition. The financial impact of workforce disruption — even without a strike — often exceeds the cost of reaching a fair agreement earlier.
More importantly, resolving an extended contract now positions Verizon Communications for strategic advantage in several measurable ways:

1. Operational Continuity and Service Excellence
   A secure and engaged workforce delivers more consistent network performance, faster deployment of infrastructure upgrades, and stronger customer experience metrics — all critical differentiators in a highly competitive market.
2. Cost Predictability and Risk Reduction
   Prolonged labor uncertainty introduces hidden costs: contingency planning, delayed projects, reputational exposure, and potential customer churn. A stable contract converts uncertainty into predictable budgeting and planning horizons.
3. Competitive Positioning in 5G and Next-Generation Infrastructure
   Network expansion and technological innovation require cooperation and trust between leadership and labor. Alignment accelerates deployment timelines, improves implementation quality, and strengthens execution discipline — all essential in maintaining industry leadership.
4. Talent Retention and Recruitment
   The telecommunications sector competes aggressively for technical expertise. A demonstrated commitment to fair, timely agreements signals stability and respect, strengthening recruitment and reducing costly turnover.
5. Brand Reputation and Investor Confidence
   Markets reward stability. Customers and investors view constructive labor relations as a sign of strong governance and long-term strategic clarity. Early resolution communicates disciplined leadership and operational foresight.
6. Long-Term Financial Performance
   Sustained productivity, reduced disruption risk, and improved execution capability directly support revenue growth, margin stability, and capital efficiency. In practical terms, a timely agreement is not simply a labor expense — it is an investment in operational resilience.
   History across multiple industries shows that companies that treat labor negotiations as strategic partnerships — rather than prolonged contests — consistently outperform peers in reliability, innovation adoption, and customer loyalty. The telecommunications sector, where infrastructure and human expertise are deeply intertwined, magnifies this effect.
   Resolving the contract sooner rather than later is not a concession. It is a leadership decision that aligns economic prudence with strategic vision. Stability now enables focus on growth, innovation, and market leadership rather than internal uncertainty.
   Strong companies build durable advantages not only through technology and capital, but through trust, alignment, and shared purpose. A timely agreement reinforces all three.
   Thank you for your leadership and consideration of the long-term interests of the company, its workforce, and the customers who depend on both.
   Respectfully,

Share holders should vote no for this poorly negotiated deal and clays lack of leadership getting exposed before, during, and after this was announced.

Best exec team to turn us into next Sun Microsystems

So Fink turns Fortune Brands upside down, stock tanks, and he is rewarded by going to a company with a higher valuation and higher CEO wages. He was transplanted like a Catholic Priest, lol. In the words of George Carlin, it truly is a big club and we ain't in it....be on the lookout for more rifs....

I know my success at Verizon or any job was attitude and adaptation. It was also how quickly I could get good at the next challenge and make the changes I needed that would help me win. Sounds easy, but it requires a full buy-in and positive mindset. So far, what has changed? Are we sold on the direction and does leadership value our buy-in? I think transparency is a key to moving forward and calming fears. I don't think this leadership team has shown anything of the sort. It's easy to tell a future failed leader by both actions and inaction. If the entire team isn't on board then "you ain't winning". We are lost and a plan hasn't even been clearly laid out for our success. Again, the company is trying to do this without us. Only when we are a team and valued will we succeed. Hate to break the news... we are still not valued. They count on us to do the lifting but don't give us reason, respect or credit. When the employees are here for more than a paycheck you win. When we are here for the team and to help Verizon win then we will become a different company. When leadership fights FOR us and makes US first then and only then will Verizon change and become a leader. This leader failed in his first message and it's been downhill from there.

IYKYK

When you see the amazing disconnect between executive leadership’s expectations for AI and the reality of what can be done, how do you feel about the mid-term reality for our company? Near term is a mess. Long term is luck based on what we land. Mid-term is focused on AI and ENGINE.

I think we'll see leadership changes soon.

WOW. Where are all the Ellison cheerleaders who were claiming that he was a super woke lib who was going to keep a huge distance from his Uncle Donald?

Seems pretty obvious that Davey made some promises (and surely some bribes) when he was at the White House, in exchange for government interference on his behalf.

https://variety.com/2026/film/news/paramount-skydance-hires-trump-lawyer-rene-augustine-svp-global-public-policy-1236662748/

So… saw the big LinkedIn splash about the CXO Leadership Summit.

Thought we were tightening spend on these things? Especially while we’re laying people off and talking about cost discipline.

Genuine question —
• What was the actual outcome of this summit?
• How much did we spend hosting hundreds of “leaders”?
• What measurable business value came out of it?

Feels a bit tone-deaf when teams are being asked to do more with less.

Would be good to see some transparency and accountability here.

The tech middle to upper management were they have an understanding from a technology perceptive of things but no concept on client delivery/product functionality/product use case is so useless. Please hire additional leadership and get leaders that are from the banking space and understand the market we are in.

They don't code so they don't make money, they have no domain knowledge except vaguely what every product does, and their ideas for improving products are not aligned with that clients are asking for.

This company should be focused on client delivery from top to bottom. We will never be one of the worlds greatest software companies, but we can be the worlds best banking company.

fiserv had been losing top talent for years. the people who built the products and who teams actually respected and followed. some climbers thought this was an opportunity for advancement but they have proven to be pretenders.

in the AHM he talked about the stock price and talked about how QC won't ever get you instant gratification. What the f is he talking about? It's been 5 years and the stock hasn't moved. Sure, it's oscillated up and down, but if we don't have ESPP or RSUs to sell it's useless.

I am going to start emailing the board to point them to all the anonymous threads showing the employees hate this leadership.

“We base pay on labor market trends—not cost of living—so your compensation reflects your role’s true market value.”

Ok fine, but does anyone else see the idiocy of paying Stankey 26 million then? Based on what he’s done to once-proud AT&T he wouldn't get half that money at any other company in the world! Zero chance.

#LeadingWithCompassion

Our tone deaf Chro feels enough time has passed to post with a lame post it again. Dan - please fire her!!! The one before during Covid was a million times better.

@SB
“What you've just said is one of the most insanely id--tic things I have ever heard. At no point in your rambling, incoherent response were you even close to anything that could be considered a rational thought. Everyone in this room is now d-mber for having listened to it. I award you no points, and may God have mercy on your soul.”

― Billy Madison (movie)

Okay I was never a fan of hans... But

What's up with all these tough guy avp and directors now just out and open sh-----g on hans ..

Big tough guys now, where were you a year ago tough guy...

I understand in the vz world bootlicking is part of the game. But JFC these jokers are so gd obvious.

Where the credo about owning problems and not passing the buck...

A email was sent regarding a meeting that is supposedly coming up with the new Operations Senior Director. Per the email, the new Operations Senior Director wants to get “acquainted with our business”. Any ideas of on what this could mean? No date has been set for the meeting yet, just an email saying it will be soon.

Anyone else get this mandate this week from their manager as a SWE? I dont understand how this is even possible or how it can sustain itself. I asked my manager if we have any ideas or plans for what any customer or user would want in an AI feature, he said no, but leadership wants to see AI, so we as engineers need to come up with something. ??? Isnt that products job?

The only "AI feature" we have made as a team in 3 years is an internal RAG chatbot that reads our docs. Some guy also added AI code review because management made him. Thats it. And no one uses any of it, ever.

So how are we gonna make a feature every quarter until the end of time? Eventually we will run out of places to cram it, even if these features go in smoothly (they wont). This place has gotten absolutely insane.

We are seeing the demise of Xerox ethics. Not internal ethics. Executive and Board leadership ethics. The Executive leadership remains accountable to the stockholders even if that means they receive false internal information reporting. They have yet to hold accountable the executive or next level leadership when they don’t deliver.
BS and CB you should be held accountable for your poor leadership and organization decisions; this means if you don’t deliver next quarter

As the overlords graciously granted us peasants a “very good” 134% payout for our hard work and “solid financial results”, the board just granted ole GoGo 29,000 more RSUs for his terrific performance in 2025! Let that sink in.

https://d18rn0p25nwr6d.cloudfront.net/CIK-0001534701/a7bfac30-da8c-47b9-8e35-f281dee459b1.pdf

Should laid off employees expect a 100% bonus payout on 2/27 if they were terminated due job elimination with no mention of performance? I assume most who were laid off in January never had a performance review with their leader…. Severance docs only mention pro rated bonus for 2026 and is unclear about how bonus for 2025 will be paid out

…….and for that reason Steve, 👉🏻 YOU’RE FIRED

The only way to cut down on bureaucracy and be cost responsible at the same time is to actually thin the leadership layers.

Stop approving vp-reports-to-vp nonsense, systematically thin the senior director level and give their authority back to people actually close to IC's.

Anything beyond this is lip service to excuse layoffs of people who actually do the work.

Is Rick going to put on his big boy pants and go on CNBC to talk about the AI mess causing the stock slide? Or is he going to run and bring in the mercenaries