#leadership

AI a solution in desperate search of a problem.
Our customers have treated it as a toy, but won't pay additionally for it.
SAP's AI-focused plan is ignoring the demands of core SAP customers and they will move to start-ups or better solutions offered by competitors.
SAP's executive board and HR only want AI because it helps lay off SAP employees and reduce wages where possible.
We need a two-pronged approach, aimed at growing AI relevancy but also growing the core business and delivering the product features our customers are asking for.
This means we need all hands on deck and more employees not layoffs.

Can anyone here help me understand why this isn't SAP's current plan?

https://news.ycombinator.com/item?id=46680974

More and more evidence that the a-holes with spreadsheets are taking over at Apple and they’re completely devoid of any ideas on the software side. I heard someone randomly say that they should replace Tim Cook with Scott Forstall. I chuckled at the idea but this might be a great idea. Apple is having its Ballmer moment. Google did too before AI lit the fire under their feet. Who is going to be Apple’s next Nadella? Steve Jobs was the original.

Please, Apple. Won’t anyone think of the customer?

6 months into this new org and people still don’t know who is doing what. Continue pushing jobs to engine and watching it fall apart. Leadership silent on the disfunction of it all. I sure hope the current administration f*cake chevron hard on tax and penalties for all the outsourcing. Seeing employees leave for Exxon is wild. Use to be the other way around.

Any calendar invites or meetings we know of for retail leadership?

Is there other team who did not have annual reviews for 2025

How many have spent the weekend checking email for a meeting maker. Side tracking life while foreign interests and foreign nationals pervert data to show a better story then may be the truth. Leaders get to take the money and run. You should too. The rainbow washing, green washing, virtue signaling it was never about culture or employees it was about revenue generation.

2.5 years/10 Qtrs into Rahuls reign and the company is struggling to grow, thats what they say in meetings and Turnover keeps on shrinking even though the company is highly profitable by squeezing employees pay contracts will eventually run off.

What can be done? Rahul and the team need to take big cuts until they grow, or a new leader needs to be brought in, this can't continue.

What's even the strategy anymore? We keep losing customers and value, but all we hear are excuses. The big transformational plan they promised has been a total failure. Instead of fixing the core issues, they just cut more people and shuffle org charts. It makes you wonder if anyone at the top has a clue how to stop the slide or if they even care.

What is happening to the UK business. Has everyone given up. Sales targets missed month after month and no one cares. Can't get a project done for love nor money. The strangest place. Even the leadership and upper management don't care.... is there any hope????

Is Blake at DAVOS again? Fly the corp jet over. Blow a lot of shareholder money to make him feel smart and important. He is neither but they will layoff more by year end because the anemic growth his sales team has delivered.

I read an article about a company that recently replaced its CEO. The new CEO was asked how he planned to gain the trust of employees. I laughed, thinking about how Scharf had the same opportunity to improve the lives of 260,000 people and chose betrayal instead.

Out of 14 VPs left, we have 2 maybe 3 decent leaders left at the VP level in GT.

Others are highly toxic, backstabbing, have no vision, will sacrifice their team to make themselves look good, lack technical, product, or design competency.

Make no mistake that sooner or later all of the above will impact all of us even if you are in the space that is isolated from it right now or are able to talk you way out of it (at least for now).

It boggles the mind how bad the optics are of a company posting a “great” results year for 2025, then immediately laying off hundreds of people, to then spending at least $1M on glad-handing at Davos this week with their team of sycophants.

It’s such poor taste to do this, but it’s absolutely the goal. Let’s go and try to be relevant with those who are. Be seen with leaders and doers we want to be peers with. Meanwhile, we limp along not investing in new products until we can sell someone on the idea to pay for it.

When senior management talk, it often feels like they’re describing a completely different company.

I’m trying to work out whether I’m just in one of the worst-run accounts, and many of the frustrations raised here are actually coming from the same few places. Or whether this is a more general, across-the-board issue.

Sometimes the advice is simply “leave”, so I wonder if that comes from people in well-run accounts who genuinely can’t see or relate to the problems others are dealing with.

Out of interest:
• Which account do you predominantly work on?
• On a scale of 1–10 (where 1 is the worst place you’ve ever worked and 10 is the best), how would you rate it?

Intel of old is gone, that much is clear
Culture - buried
Employee morale - decimated
GPTW - nothing but a fond memory

What comes next will be very telling. Yes, we are hitting product releases on time with good reviews - most of which were well in process before LBT took over. But what comes next?

I suspect in 3-5 years, you will see Intel will not be a destination job - it will be a 3rd option job. A place you go until you find something better. Intel on you resume will be worthless - just another gig.

On the engineering side, the environment will erode to where 60-80 hr workweeks are expected with no benefit - no bonuses, no parties, no break to enjoy the accomplishments. This will be come the new norm. On the MFG side, it will become a sweat shop. Lowest bidder doing the work - gotta keep those costs in line.

It will turn into a place where folks gain experience then vacate as soon as possible. Turnover will be horrendous and within a generation, the company will only exist to build things for others. No innovation / development.

It is a sad thing to watch.
/Rant

I’m on board with that, bring in the new blood with innovation and forward thinking. Bring in the visionaries. This includes Jane. She’s old guard, right? The Citi vision needs to be more than ‘wait and see what the other banks are doing, then play catch up’.

Let’s bring in some new blood. How is this a bad thing?

All of these changes have made working at CVX a complete nightmare.
I'll be taking my CIP and looking elsewhere.

The worst thing is the gas lighting that HMP and Leadership throw at us: "Better together", "We benchmarked against Exxon - they are doing it!", "If it works for Google, it must be good"

of course, my heart goes out to those who lost their jobs and will lose their jobs, and heck I may also lose my job next week, but i have feeling based on what I do and our tiny team, I’ll probably stick around and get more responsibility or rather, more sh-t thrown on my plate and i’m sure many others will be in the same boat. So surely, we don’t have to worry as much about how we’ll put food on the table or pay the rent but our lives will be he-l and we’ll be gaslit by leadership when we complain about the increased workload and lack of resources to be “thankful” that we didn’t lose our jobs and to kiss the ring

TMO does not give a sh-t about anyone. The we are a people first company mantra they constantly push is complete BS. TMO is a profit and growth first company, we the people are nothing more than a means to that end.

If you have not been impacted by any of the layoffs, don’t get comfortable and think that you’re safe. It’s only a matter of time before we are all walking out the door.

Update your résumé, and start applying for jobs now. The average job search is 6 to 9 months in this economy. Starting your job search now gets you ahead of that curve and if you get an interview, it helps you shake off the cobwebs and fine tune in your interview skills if it’s been a while. If by chance you get a job offer, you can always say no thanks.

Stop drinking The magenta Kool-Aid, you’re only going to get run over by the magenta bus in the end.
Stop believing all of the BS that Srini, Katz, Frier, King, etc spew they’re telling you what they want to hear to increase their bank accounts.

how come they get one?

I work here and I have been watching the same issues cycle over and over again.
morale keeps dropping people keep leaving and leadership keeps acting suprised!!!
so here is some advice from the floor take it or ignore it...

Nothing else matters if frontline managers are bad, you can roll out new programs every quarter and none of it sticks.\

Train managers how to lead people not just how to chase numbers.
Standardize expectations what does good leadership actually look like here how do you evalute people how do promotions work!?

If a manager has constant complaints about favoritism or micromanaging stop protecting them..

Retrain them or move them out!!!

Judge managers on retention engagement and team health not just output...

a lot of frustration comes from not knowing what job we are actually doing day to day.
Define roles clearly what is in scope what is not especially for territory and service roles.
Pay and bonuses need to match the real workload including on call time...

Stop combining two or three jobs into one role without premium pay, that is not efficiency that is explotation!?

Sales and service being mashed together is burning people out fast!!!

career growth right now feels like something people whisper about in meetings.
Publish clear promotion criteria by role and time in seat.
Ki-l relationship based advancement everyone sees it even if leadership pretends they dont...

Address age bias instead of pretending it does not exist.
If you push development programs tie them to actual promotions training that goes nowhere is just busywork..

Corporate training does not match field reality fix that.
Policies should apply the same everywhere unless there is a legal reason they cant.
Working hour rules should be simple clear and enforced not flexible only when it helps the company...

HR should be accesible to frontline employees not just managers!!!

If someone is on call pay them fairly or reduce expectations.
Remote work should be allowed where the job allows it if the work gets done stop micromanaging.
Targets need to reflect actual staffing levels not imaginary ones...

Not everything is an emergency the constant fire drill culture is exhausting!!!

Is LP out ? LBT hired Qualcomm SVP Eric Demers GPU leader

Lots of talk on here how LCM is to blame for messing up Corporates, but anyone take a look at the Head of Customer Success, GW?

Not only is this guy one of the most selfish, self involved leaders I have ever seen, he is responsible for offshoring renewals to Mexico City and wasting thousands in failed software initiatives. Thomson Reuters still hasn't billed thousands in renewals, thanks to this guys decision to reorg.

The running joke around the CSM org is he just have dirt on the high ups....

For a guy that singhandledly tanked Gainsight and has never met with a customer, in any other org a "leader" like this would be fired. Thanks for wasting an entire year of work with no backup plan.

If the stockholders only knew how bad recurring revenue is in corporate due to bad decisons they would be horrified.

Watching the recent T-Mobile layoffs has been brutal. So many genuinely talented, hardworking people let go—people who did everything right and still got swept up in a decision that feels cold and mechanical.

What makes it harder is that many of us saw this coming. Large-scale layoffs have a long history in corporate playbooks, and when the signals start flashing, the outcome is rarely a surprise—just deeply disappointing.

The most difficult part to reconcile is who stays. It’s hard to watch strong contributors lose their roles while certain directors with long-standing HR complaints remain untouched. Complaints that have been raised, documented, and somehow consistently minimized or buried. Leadership that relies on yelling, belittling, and intimidation shouldn’t be protected—yet here we are.

It says a lot about an organization when toxic behavior survives restructuring while good people don’t.

My heart goes out to those impacted, and to the teams left behind under leadership that hasn’t earned their trust. You deserved better.

Eric, one of the few people in leadership who actually understands technology left for Intel.

Massive loss for the GPU org.

They form a new skunkworks that’s secret and isolated from Ford.
They hire alumni from Apple and Tesla.
This is going to be the bright future of Ford.

I mean what does this say about Ford employees? Keep up the good work, and meanwhile we are hiring some smart people to build the next generation tech.

Anybody else find it ironic that there are no Indians on the Board of Directors of a company that has over half of the Engineering workforce being Indian?

https://www.cummins.com/company/leadership

UPS VP of Global Strategic Sales Cassie Dyer wrote on LinkedIn the company “sharpened our edge for what’s ahead”.

https://www.supplychaindive.com/news/ups-sales-team-layoffs-changes-impact/809845/

2025 net income $7 billion
$16.59 diluted EPS
2024 Q4 net income $2 billion and $4.88 diluted EPS

By virtually all measures 2025 was a successful year. Strong execution across all business lines resulted in record revenue.

Don't be fooled by Bill's remarks that we are lacking in performance. His RTO announcement is nothing more than a fear mongering power trip. We have proven quarter after quarter, year after year, that remote work - WORKS! Its 2026 for f**ks sake. Maybe if we follow Bill's logic we should eliminate PNC Online Banking (something we delivered during the pandemic) because "we work best together in person" (Bill's words). So eliminate Online Banking and have everyone use a physical branch. Oh you live an hour away from a branch? Sorry you must use your nearest branch.

Poor Warner Media. I was just reading about how messed up WBD is following the AT&T debacle and I was wondering to myself, 'what went so wrong'. So, like a true att employee, I asked Google. Funny thing is that the problems that ki-led what should have been the deal of a lifetime are still here!

Financial mismanagement, soaring debt, cultural and social conflicts, strategic failures, poor leaders and inconsistent leadership, execution & delivery problems, and, att's goto optimization strategy, layoffs!

It is shameful to think that the same leaders who destroyed a film industry pioneer are doing the same thing to a telecom pioneer and we are watching it happen in real time. I hope i'm wrong but I believe this Plano relo will be the final nail in the coffin for AT&T. Our leadership knows what they are doing. Think about this, we are sitting on $140 BILLION in debt.

Put in in perspective. When you are in debt, what do you do? You tighten the belt. Cut some cost, cancel some streaming services. Do you sell your house? Maybe, but that's like the last ditch effort. Let me remind you of an old company called Sears Roebuck. Remember them? They were on top of the world and had this iconic skyscraper. Then, things started unraveling. Sears tried to acquire businesses but was never able to capitalize. They tried pushing their brand on everything and everywhere. Soaring debt sent them to a large corporate park on the outskirts of Chicago. Sears was a blue-chip, dividend market leader. They were literally the amazon of the 20th century. They even had a sports stadium. Where are they now? 5 stores, a website, distribution agreements, and a brand that they pray someone, someday, will want to reboot.

There's your future, people. We are Sears.

Sorry Warner. Best of luck.

How does one go from being a VP to manager in their next assignment? Does that show that the MC made a mistake in promoting the person and that they have topped out? Have they reached the level of their incompetence?
I’ve seen this happen in a couple of businesses recently and curious if this is a metric that HR should track better? What’s everyone’s vote?

I know there’s a lot of noise with the outage but anybody catch that last call where Liane Lanier was selling us on indirect locations?

Did anyone else leave yesterday’s East call feeling patronized and frustrated? It felt less like a strategic update and more like an attempt to gaslight the entire organization into believing agent locations are outperforming corporate stores.
We are being fed "metrics" that supposedly show agent stores winning in customer experience, yet those of us on the ground know the reality doesn't match the slides. If this move is strictly a cost-cutting measure, then have the professional courage to say that. Instead, we got "glamorous" hosting, skits, and tired slogans while our actual reality is being ignored.
The most insulting part? While leadership plays around with "hustle" acronyms, those same "devoted" agents are already telling our teams which corporate stores they’ll be taking over in the coming months.
We are out here working our hardest for this company, but it’s impossible to have "heart" for a leadership team that chooses performances and made-up metrics over transparency and respect. The act is getting old. It’s time to stop the show and start paying attention to what your teams are actually going through.

Dan, you have taken the pledge, have an obligation, thus to be resilient and NOT RUTHLESS.

Outage, valuable 2026 lesson(s) learnt, difficult as-is, thus formulate a to-be "savvy and realistic" turnaround strategy.

Mission (make it better): Customers first and then employees second!!!

Goal (image is everything): Do not allow the competition to eat and take Verizon's lunch.

Irony (sorrow): Wednesday's Outage, formerly Hans the network SME and also formerly Shank (Shankar) the IT SME, causes and effect??

I am curious. How many of you who survived the layoffs and still come to this page are witnessing catastrophic consequences to leadership decisions to eliminate departments, capabilities or expertise? How many of these have serious regulatory components or are millimeters away from causing harm to our branch teams?

For example, a department was eliminated in Enterprise Learning that updates all the online learning modules. We can’t seem to get courses fixed in the learning management system that branch teams need to gain access to their branch desktop or other important applications. I know several associates who have tried to raise this issue but their leaders don’t care because they have “more important fish to fry.”

In another important area, data governance was eliminated so that our AI is now fishing in a corrupt pond of data. But the push to use AI in the home office is intense.

Records and Information management has completely disappeared. There are no guard rails, well, anywhere. And the firm just hit an iceberg. At least, that’s what it feels like.

What are you seeing?

Senior leaders have a certain mindset:

• do not consider employees as anything but expendable underlings
• do not consider employees wellbeing or fair pay
• company culture must be extremely toxic
• do not care about the quality of products or services or innovation
• do not care about the overall company reputation or viability
• only thing that matters is increasing compensation of senior leadership -no matter the cost or consequence
• although overwhelming majority of revenue comes from US customers, the US employees do not matter whatsoever
• if you are based in Mexico or another developing country, you get career advancement in the short term
• almost a billion dollars must be spent on acquiring AI tools that will replace humans. Better if such procurement also grants kickbacks to senior leadership
• any remaining humans must be worked to death (ideally) or they must be fired for any reason of your choosing. No empathy allowed.

Anything else to add? Who are the worst leaders?

Lions, led by donkeys… “classic”
https://www.printweek.com/content/news/xerox-s-darren-cassidy-steps-fully-into-new-role

In the absence of leadership or clarity, human beings will fill the vacuum with the first explanation that comes to hand …… Why don’t the EC and the SLT realise this (apart from the obvious fact they are d-mb and don’t care)

It is long past time for accountability in this sinking ship. Whatever loser or losers and their incompetent management team and/or cross functional teams internal and external should be made known. This place reorganizes so much that nobody knows who is in charge of what. It’s a complete disgrace, glossed over with constant empty buzzwords and kickoffs by talking heads. Everyone just blames someone else - the project team, the outsourced team, whatever and then reorganizes again. Somebody is responsible including their leadership and yes they are responsible for governance of outsourced work too. Just disgusting this clown show has lasted for so long. It’s one thing for a string of failures like blue jeans and finance transformation to continuously take place, but now gross incompetence and neglect has severely tarnished our basic service. Just pathetic. If they need savings then fire the people that can’t manage or do their basic jobs for once!!!! Fools. Happy new year Verizon. What a way to start it off.

He didn't say anything of substance in the AMA. If they were to occur would they be in IT or other places?