#leadership

https://newsroom.intel.com/corporate/ceo-letter-2025-26-intel-corporate-responsibility-report

As always, Intel CEO (or Mr. Ronery) is just full of word-salads, nothing in this letter mentions anything actionable nor shows any results of actions taken in the last 1+ year of his leadership. Just a lot of marketing talk and tries to show a tough stance on whatever "Corporate responsibility" is at Intel.

This guy is a clown along with the clowns he has hired from other companies (qualcomm and co). I'm glad i left this Circus when i had the chance, Intel is a sinking ship and will continue to lose leadership in the long run. Hopefully Intel goes bankrupt and we can put this horrible legacy to bed. Intel no longer leads and the world no longer needs Intel, the Industry has shown it does not need Intel anymore.

The world is better off without Intel.

Go to linkedIn and look up this guy and his article. Then read the comments on his LinkedIn post! LOL

Joseph Butler

Former Inc. 500 CEO| 2x E&Y Entrepeneur of the Year Finalist | Strategic Advisor | Board Member | Veteran Hiring Advocate | GTM Expert | Proverbs 21:13

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Everyone is reading the Fiserv headline as a scare. The stock dipped seven percent before lunch.

I think they have it backwards.

A sitting payments and core technology CEO just got hired to run one of the ten largest banks in the country. And he plans to partner with his old company as a client.
When your former CEO becomes one of your most influential customers, that is not a crisis. That is the loudest endorsement money cannot buy.
I wrote up why the Mike Lyons to Truist move is actually good news for Fiserv, for the market, and for every community bank and credit union watching nervously this morning.

Full breakdown in The Butler Brief.

#Fintech #Payments #Fiserv #Truist #Banking #FinancialServices #CommunityBanks #CreditUnions #CoreBanking #BankTech #Leadership

Is it a bit tone deaf that leadership teams are traveling to Mexico and Canada for “offsites” to attend World Cup games? Nike is a sports company and employees should embrace the World Cup but when increases are 0% to 2% and PSP will be , this might not be a priority when there will probably be more layoffs coming

Look, nobody knows jobs better than me. Nobody. And what Verizon is doing? Total disaster. A complete and total disgrace! They just fired 67 brilliant, incredible American workers from the NRB—the Network Repair Bureau. These are the people who keep the wires working, folks. Real Americans, tough, smart, the best. Gone! Just like that.

And where did their jobs go? India! They sent them to India. Unbelievable.

And you have to look at who is running the show over there. Dan Schulman—what is he doing? What a total lightweight. He comes in, he fires 67 of our great, hardworking American people, and for what? I thought these big corporate geniuses were telling us that "Agentic AI" was going to do everything. They said AI was going to fix the phones, fix the networks, make the coffee—everything!

So I have to ask: Are the people in India smarter than the AI? Or is Dan Schulman just completely clueless? I think we know the answer, folks. It’s a total mess. He can't figure out the AI, so he just ships the jobs overseas. Sad!

But let me tell you something, we’ve seen this story before. Remember Carrier AC? Carrier was going to move all those air conditioning jobs to Mexico, totally abandon Indiana. And what did I do? I stepped in, I made the call, and we saved over a thousand American jobs! The fake news said it couldn't be done, but we did it. We protected those workers, and they stayed right here in the USA where they belong.

And I am going to do the exact same thing for the Verizon workers!

We are not going to let these big corporate executives destroy American families and ship our legacy overseas. We have the best workers right here in America. We’re going to bring those jobs back, we’re going to look at Verizon, and we are going to take care of our people.

America First, folks. Always!

GC isn't workinmg out!

Meg joined BP with a lot of fanfare from media and industry group. The employees appear to admire and hope that she is a change agent who will bring about stability, profitability and a sense of purpose to a fragmented and often troubled company.

Will Meg deliver the goods? The company appears to have the same initiatives as MA did and she stood up the same BL and MA actors..”leaders” when will surgical cuts start appearing when will teams be right sized?

MaryAnne Morin out? DH announced new CMO effective 7/14……..whose next?

Over 70% of AT&T employees are over 50 years old… Let that sink in.

This company is rapidly approaching a point where a huge percentage of its workforce will be eligible for retirement, taking decades of knowledge and experience with them.

Normally that wouldn’t be a problem. You’d replace them with the next generation of talent.

But that’s the problem.

AT&T has made itself deeply unattractive to many professionals under 40. Five-day RTO. Presence reports. Badge tracking. Relocations. Constant uncertainty. Policies that feel like they’re from 40 years ago, not 2026.

The people leaving aren’t the ones with no options. They’re the ones who do have options. The ones with the skills they want to keep around.

And the people choosing where to start or build their careers are increasingly choosing somewhere else. The applications here have never been lower.

Leadership seems convinced employees are interchangeable. They aren’t.

You can replace a body. You can’t replace experience. You can’t replace institutional knowledge. And you can’t force talented people to join a company they don’t want to work for.

That’s the real risk….

Five years from now, what does this workforce look like if retirements accelerate, experienced employees keep leaving, and younger talent keeps looking elsewhere?

The answer should concern everyone, especially you, Stink!

The solution isn’t complicated… end five-day RTO, ki-l the presence reports, and start making this company a place people actually want to work again.

Because right now we’re not just losing today’s talent, we’re losing tomorrow’s too.

This company is #3 out of the big 3 in telecom with no chance of ever becoming #1 again. Things are headed downhill fast and this company is circling the drain. Time to make a change before it’s too late. Your move, Stinky-Legg and Gerbil Jeffy McSelfish!

Our leadership is so inept, they can’t even do layoffs properly!

If they did a large round of layoffs, it would make the news and they would get a temporary boost to the stock price. They could then reassure the remaining workforce that they’re done with layoffs for at least a year so everyone can focus on their work.

These seemingly random mini layoffs will hurt productivity bigly. They may be doing to avoid filing WARN but it’s still a bad strategy.

Just gonna drop this here for your morning reading...

https://underthetable2026.blogspot.com/?m=1

If we replaced the operating committee with AI agents trained on the latest groupthink, what would change.

nada.

These people have no clue.

I’m excited about my new role but I need help updating my LinkedIn profile. You better send me good suggestions if you don’t want to end up being eaten by sharks with lasers. Here’s what I have so far:

Visionary leader with a proven record of getting agreement and buy-in from all stakeholders. Skilled at tough negotiations. Recognized the world over for his outside the box and creative solutions to difficult problems.

Verizon / Frontier - RIF them all in Wisconsin

We are a customer. No one an employee.

Leadership is asleep. Frontier in our area has always been a nightmare to work with. Now with it being Verizon, it is worse.
It is as though they are driving it into the ground, so that long-time Verizon leadership can be recognized for turning things around.
For decades, at least three times a year, phone lines and DSL break. Takes Frontier days to respond.
In the latest episode of "i need things fixed", Frontier constantly blamed the customer for every little thing. Field tech went to the wrong address.
Put a note on the door saying that they missed us. 4:55pm.. 5 min before their shift ended. Wanted to blame the customer again. Excuse after excuse for why
they are unable to resolve the issue.

For years we have asked Frontier to visit the property to see what we were up against. No.
We have asked for assistance with running new lines to a new building. No.
We have asked for the old copper in the ground to be grounded or replaced. No.

Charter has responded. The entire area will have true fiber fed high-speed internet by Fall 2026.
It did take a few phone calls to get to the Engineering department, but there has been awesome communication between us and them on our needs.
Actively communicating with us on which buildings need what.
We are actively working with them to build out a lake community of 300 homes where Frontier refuses and says DSL is just fine.

Get rid of the weakest links and replace leadership up here with customer focused engineers who know what it takes to get things done.

Customers are investors too!

Senior sponsors are often only a few years ahead of retirement or so I wonder what happens to their hipos if they leave or are forced out ?

This is from 1999 when we saw share prices drop by 24 percent just wondered if they dusted this off from an old set of meeting minutes..it feel awful familiar.

"In April, Thoman unveiled a plan to remake Xerox’s image as a technology company instead of a copier maker. The shift, which involves realigning the sales force, is designed to let Xerox sell customized packages of consulting services, software and machines that the company says will generate half its revenue in the next decade."

Not wanting to raise the alarm bells but take a look at Verizon layoffs if you want an idea at how unpopular the new CHRO has been and get ready for inane posts on LinkedIn featuring vacuous slogans

Mist leadership taking over and Aruba folks are leaving. What are y’ll thoughts?

Takis is probably one of the best known fintech talent. Grew JPM from 7 people to 15K people & 20 billion revenue run-rate. Probably the best we could hope for. Not sure why Mike Lyons got the CEO role in the first place — he clearly has no clue about the payment industry. He’s a banker…

It goes without saying that LC has lost the whole function. Only 10% of the 150 or so people responded to his survey. Hardly anybody shows up to his in person townhalls so they’re just all virtual.

I just browsed around that list and also noticed that CS is now a GM for his EPMO work. It’s truly amazing the level of talent that has completely fell off the cliff. There are so many new GM and directors now, while the worker bees are shipped off to ENGINE and MSSC. There’s nobody to manage here.

If I compare the days of ITSD (JG RIP, RS, the lady LC) - the knowledge of actual IT versus who we have in KG for ITOF is night and day. We have decided to overpay incompetent IT people while pushing out people who actually knew technology.

And don’t get me started on platform GMs. SB as a subsurface GM was certainly not on anybody’s bingo card.

Just burn it all down.

Ken L has been removed from Value. Another useless arrogant pompous clown who should have been removed years ago.

Since Medtronic loves saving money I have an idea. Fire the useless Sr VPs and VPs and find replacements in Colombia. I am sure that will work our great. It would save millions upon millions of dollars.

Tara should go first.

We’ve made measurable strides in fiber deployment and 5G, alongside solid free cash flow and prudent capital allocation, the reality is stark: after five years of this leadership, our stock has fallen 20% over the past year materially underperforming the broader market that has delivered meaningful gains. This persistent gap between our strategic plans and actual shareholder value creation is no longer acceptable. The transformation narrative has run its course without delivering results. For the sake of restoring accountability and protecting long-term owner interests, it is time for John Stankey to step down or be replaced. We require leadership with the urgency and execution focus to turn our strong underlying assets into tangible stock price performance.

After an invasion of people from MS during last 5 years, it is now ZSCLR time. Story continues ... after getting a position of power, they bring their favorites. Latest is no less - an SVP. Go figure.

Is Malta getting a new GM???

Once MFN was forced out it’s been downhill. Personally I think we will get purchased by someone at the end of the year after the “Big Bill” goes in effect.

The Chief Executive Officer of Health Net of California, Brian Ternan leaving - will be declared later today.

Srini lying through his teeth rn. And doing it with a straight face.

Anyone else feel like we’re no longer transforming the business, we’re transforming the transformation?

New LOB leaders. New-old CTO. CDO gone. Buyouts. New operating model. Morale in hospice.

At this point, the org chart has changed more often than the stock price.

But don’t worry. Reorg #7 is definitely the one.

Predict what’s about to occur now that a low price environment and halfhearted improvement initiatives are about to collide.
Will the market reward or punish current leadership?

Some managers and dirs just do follow ups, just they pressure on developers to deliver data to meet deadlines. They didn't even know proper architecture, business, no proper direction to dev's and some even don't know basic git commands. I don't know how are they even surviving in this org.

I can’t believe these people are the leadership.

OpenText stock is so low, it looks like it borrowed a time machine and went back to July 2015, probably the last time someone in leadership accidentally made a sensible decision.

After decades of people working relentlessly, building systems, carrying delivery, solving problems, and keeping the machine alive, it is truly inspiring to watch a parade of strategic geniuses take over and prove that destruction can also be executed with confidence, PowerPoint decks, and executive bonuses.

The company will survive, of course , companies like this always do. The people who built it get discarded, the decision-makers get rewarded, and families like mine get to wonder how loyalty, experience, and decades of hard work are supposed to turn into food on the plate.

But no worries . I am sure the next 'transformation initiative' will fix everything. Maybe another reorg, another acquisition, another round of cuts, another leadership memo full of brave words and zero accountability. Because apparently, when stupid decisions fail, the solution is to execute them even more relentlessly.

Dear “leads”,
What the actual fu-k are you doing up there? If your goal is to make Mattel the least respected, most toxic, revolving door of all time - continue celebrating yourselves, you’ve done it.
Signed,
Someone struggling to care as little as you do.

Feedback on TheLayoff.com reflects consistent concerns about Robin Vince and the Executive Committee’s leadership approach, particularly around communication and transparency. Employees report that leadership discussions feel scripted and avoid addressing the practical impact of layoffs, cost‑cutting, and ongoing real estate closures and consolidations. Many feel there is little meaningful dialogue about how these decisions affect workloads, stability, and long‑term career prospects.

Restrictive return‑to‑office policies are another major point of frustration, especially when paired with reduced office space and limited flexibility. Associates also describe promotions and merit increases as stagnant, with internal mobility perceived as difficult or inaccessible.

Commenters frequently question the company’s use of tax credits tied to hiring state‑university graduates and upgrading U.S. facilities, suggesting these incentives do not appear to translate into broader investment in existing employees. Concerns also surface around the growing reliance on AI tools like Eliza, which some view as a substitute for genuine engagement.

Finally, many posts highlight unease about continued offshoring, increased use of H1B hiring, and patterns that employees interpret as age‑related bias.

Overall, commenters describe a widening disconnect between leadership messaging and the day‑to‑day realities employees face. Commenters have lost trust in senior leadership and are concerned that BNY is not a desirable employer.

This voluntary layoff program is probably just the first phase of a broader restructuring. Look at the tech companies, Amazon just did this prior to their massive layoff this year. Companies start with voluntary exits to reduce headcount quietly, lower severance costs, (they save SOOO much $$$) and see which roles can naturally be eliminated before moving to any targeted involuntary cuts. Too sum it up if you choose to leave its MUCH cheaper and looks better for them.

This is also why your metrics seem to be unatainable. They move the goalposts and the employees they want to get rid of they hold them to the letter of the metrics and put them on performance plans to get them out or they just quit out of frustration.

Leadership at this company uses rolling layoffs as just part of their general business practices. VSP does a lot of things, avoid WARN Act triggers, and reduce the negative optics of “another layoff,” all while encouraging high tenured, expensive employees to self select out.

This looks like they still need to get rid of expensive administrative resources but want to do it in a controlled, lower risk way the keeps the public and legal exposure to a minimum. All at the same time giving them the talking point "we'll they left on their own".

From HR here
And shocked with my recent experience.
Had an opening which is not a Visa sponsorship position.
Hiring manager was so mad and ended up convincing his LL4 and my boss and changed to Visa sponsorship. His LL4 and My leadership is also Indian.
Later he confessed to me saying his cousins badly need a Job who is on OPT Visa and has only 30 days, else she have to go back to India..
He even modified the resume to match the Job description..unfortunately HR hands are tight with this as no substantial evidence (except 2 different resumes)

What are qualifications to become Director