#reorganization

Leadership and team shake up

For those who chose to leave after a reorganization and successfully landed a new role—how did you approach it?

This reorganization has been incredibly draining. I’m grateful to still be employed, but I’ve taken on responsibilities that are scoped nearly three grade levels above my current role, and I’m realizing it’s time to move more strategically.

I’m open to contract work and seriously considering submitting my two weeks once I have a solid transition plan. I’m feeling depleted, but I know I need to start taking steps toward something better.

For those who have made this kind of move, what helped you navigate the transition?

Any details on move of fraud strategy over to ops? Layoffs? Consolidations? Climate in ops?

Upcoming consolidation of regions and districts by Q12027. More to come.

Corporate re org now LCM gone? Or redundancies more likely?

There are rumors of another round of layoffs in July. Is anyone else seeing a pattern where layoffs seem to happen every 3–6 months and reorganizations every 14–16 months, or is that just perception?

SAP SE is divvying up responsibilities for its product and engineering functions in its second top-level reorganization this year, people familiar with the matter said, as Europe’s largest software company grapples with staying ahead of rising artificial intelligence competition.

SAP has decided to split the responsibilities of Chief Product Officer Muhammad Alam among existing executives as Alam prepares to leave the company in March, rather than name a new CPO with those duties, the people said, asking to not be identified as the plan hasn’t yet been shared internally. Chief Executive Officer Christian Klein will take over most of Alam’s teams, while Chief Operating Officer Sebastian Steinhäuser will handle industrial AI, the people said.

A spokesman for SAP declined to comment.

Growing enterprise interest in AI tools from OpenAI and Anthropic PBC has put SAP and other traditional software firms under pressure to adapt. Klein is reorganizing the company to focus more resources on AI development, something he sees as key to the German enterprise software company’s survival.

It’s come alongside several executive board departures in the last few years, which have shifted reporting lines and responsibilities. In March, Klein gave another board member his sales responsibilities and took on greater oversight of AI strategy. He said in an email to employees at the time that “we once again need to transform SAP end to end, going all in on AI.”

SAP’s shares have declined about 35% this year.

Read more: SAP CEO Says AI Transition Will Require Short-Term Pain

The company is fending off criticism from some partners and customers that its early AI tools aren’t worth the expense, and others who say that they may look outside of SAP’s ecosystem for AI capabilities. In March, Klein pushed to expand access to AI tools to customers who hadn’t yet migrated their all of their legacy systems to the cloud, prioritizing the newer technology.

SAP will continue to search outside of the company for a new executive product lead, two of the people added. The company will target candidates in the US, its largest market, where Alam is the only executive board member, they said. Alam, who took the role leading SAP’s global product and engineering organization in 2024, also oversaw SAP’s software applications including product strategy and development. It’s unclear how the role will be structured under the new CPO.

I've heard that only sales will have layoffs, all the "new way of doing business" is all sales related.

Other orgs won't be getting cut

A reliable source mentioned that there will be a radical shift or shake up in healthcare and managed accounts. Getting rid of lots of dead weight employees and removal of on site techs and managers, as to reallocate them for other purposes. Information is coming in slow and in bits and pieces. Beware.

Bungie announced a company-wide reorganization on June 25, 2026. This reorganization includes 292 job cuts at its Bellevue headquarters. Separations for affected workers are expected to begin July 9, 2026. The studio stated that Destiny 2 fell short of expectations. Bungie is reducing its size while future projects are in early development.

Bellevue, WA

https://downtownbellevue.com/2026/06/25/bungie-layoffs-downtown-bellevue/

Bungie implemented new layoffs. The studio cited a broader reorganization. Sony's CEO confirmed cuts impact Destiny and Marathon teams. Bungie acknowledged Destiny 2 underperformed. This represents another staff reduction under Sony.

https://www.gameshub.com/news/news/bungie-announce-layoffs-after-destiny-2-enters-maintenance-mode/

Cybersecurity company Snyk announced its fourth round of layoffs. Approximately 90 employees worldwide and in Israel were affected. The company is reorganizing to accelerate its focus on AI security. This strategic shift aims to simplify its structure and leadership. Snyk faces industry-wide challenges and declining valuation.

https://cybernews.com/security/snyk-cuts-jobs-focus-on-ai-security/

Is anyone else hearing that July 7th is the "reorg" day?

Serious question: what are the repercussions of gutting UM staff if we are expected to meet TAT or face penalties??

Diageo conducted substantial layoffs across its North American organization. This marks the second round of cuts in as many months. The reduction in force also functions as a sweeping reorganization. Remaining employees are directed to adopt a 'Bigger, Better, Fewer' approach. The company aims to retool big-time brands for the United States market.

https://www.fingers.email/p/at-diageo-more-cuts-reveal-drastic-reorganization

This clown really writes this end of day, while they leave executives and senior management in place with absolutely no clue of what they're doing, canning some actually decent people today who were helping the organization which they canned on a whim. We hear nothing from this guy and this is the first thing that comes from this useless guy after the last useless CTO leaves.

Team:

This isn't an easy note to write, but I want to be transparent and open a dialogue with this team. Earlier today, a small but targeted number of colleagues learned that their roles in our technology organization were eliminated. These were not performance-based decisions. These are people who have given real effort to this organization and I want to acknowledge that as well as share with you the context behind my decisions.

If you are reading this and your role was not impacted, I want you to know: I do not take you for granted. And if someone you respect and have worked alongside every day is leaving FIS today, I want you to know: I did not take that lightly.

The structural changes we're making - moving work closer to engineering teams, embedding agile practices and technical product ownership where delivery actually happens, and integrating documentation and performance work into our normal delivery model - are the right moves for where we need to go. But right moves can still be hard moves. When we reduce coordination layers and consolidate how work gets done, I know there are real people behind those roles who have contributed meaningfully to this organization.

I want to be specific about what changed and why, because you deserve that clarity:

Agile coaching is moving from a standalone function into the product and engineering teams where those practices now live day-to-day. The discipline isn't going away - it's becoming part of how we work, not a separate layer.
Technical product management is being realigned to engineering teams so ownership sits closer to the teams building the product, with leadership layers removed to reduce handoffs and improve speed.
Documentation and performance work is moving into engineering as a core part of delivery.
These are targeted changes. The vast majority of our technology colleagues are not impacted and their day-to-day work continues. But I know that when people that you have worked alongside are suddenly gone, it affects you - regardless of whether your own role has changed. If someone in your team or in your network was impacted today, take a moment to reach out. Their work mattered.

I know this can be difficult. But the platform we are building - an AI-first, resilient, scalable technology organization - is not a future-state aspiration. It is the work in front of us right now. And the talent in this organization is more than capable of building it.

I will be holding a town hall to answer your questions directly. Your leaders have resources to help you navigate this transition and I've asked them to create space for open conversations as well.

Thank you for your commitment to this work.
Don Duet

iHeartMedia is preparing for a new round of layoffs. The company plans to implement a "faster is better" strategy. This strategy involves structural changes within its Programming organization. Existing positions will be impacted by these changes. The exact size and scope of the layoffs remain undisclosed.

https://barrettmedia.com/2026/06/23/iheartmedia-enacting-round-of-layoffs/

TrueCar cut 30% of its workforce today. This action followed the company going private last month. Founder Scott Painter led the $227 million acquisition. He also rejoined TrueCar as chief executive. New leadership reevaluated operations before these layoffs.

https://www.autofinancenews.net/allposts/risk-management/truecar-lays-off-30-of-staff-amid-reorganization/

Executives in my space keep taking about July 1 as if it’s a giant reorg day. It is definitely implying layoffs in RMO. Anyone else hearing it? I thought it might be a new CEO but they did that last week. Probably too late to do anything other than step up the job search.

we had a huge onsite then my vp lost his job. reorg already done under Brenda and MED. VPs gone, sr dir gone, MED gone. how many leaders are being cut next under Barsam's new vp from ny?

Xbox executives depart while Compulsion Games shuts down

Corporate leadership changes rarely come without internal shakeups, reorganizations, and layoffs, and Xbox appears to be going through that right now.

https://mashable.com/tech/microsoft-xbox-game-studios-layoffs-compulsion-shut-down

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.

Artlist, an Israeli creative technology company, plans to lay off approximately 200 employees. This reduction represents 40% of its 500-person workforce. The company attributes the layoffs to a strategic reorganization towards an AI-native operating model. Artlist aims to become a flatter, faster, and more autonomous organization. These changes occur despite the company surpassing $300 million in annual recurring revenue and achieving 50% year-over-year growth.

https://www.calcalistech.com/ctechnews/article/xrqudqiq6

If Kodak was able to go through bankruptcy and reinvent itself so can Xerox. Just remember, Kodak in its hayday had 145,000 employees, today it has 3,500.

I’ve been in enough high-level meetings lately that I can’t shake an uncomfortable feeling. I’m not saying the company is doomed. I’m not saying tomorrow is the end. But I am surprised more people aren’t talking about some of the warning signs. When every conversation becomes about cost cutting, reorganizations, efficiencies, and “doing more with less” while long-term investment, innovation, and employee confidence take a back seat… it’s hard not to wonder where this is headed. Maybe leadership has a bigger plan that isn’t obvious yet. I hope that’s the case. But sometimes companies don’t collapse all at once. They slowly drift there while everyone convinces themselves the next quarter will fix everything. I could be wrong, and I genuinely hope I am. But if people in the room are uneasy, perhaps it’s time to start having honest conversations instead of pretending everything is business as usual.

BlackRock Inc. reduced its workforce by nearly 200 people. This reduction impacts less than one percent of its global staff. CEO Larry Fink prefers ongoing, smaller workforce adjustments. This represents the fourth reduction in staff over 18 months. The company is reorganizing after years of growth and acquisitions.

https://finance.yahoo.com/markets/stocks/articles/blk-stock-blackrock-reportedly-cuts-002716602.html

Belleville Public Schools approved a district reorganization plan. This plan includes 28 layoffs and over 30 staff transfers. The district faces a $4.6 million budget deficit and reduced state aid. Critics argue the changes will harm support for multilingual learners and mental health services. Superintendent Erick Alfonso defends the plan as necessary to meet financial targets.

Belleville, New Jersey

https://www.nj.com/education/2026/06/nj-school-district-just-cut-28-jobs-and-slashed-help-for-immigrant-kids.html

With the recent reorganisations, layoffs, and an increasingly demanding workload, my motivation to attend this year’s SKO event is quite low. Also the late evening sessions and a gala dinner that runs late, makes it a long and exhausting day.

Given the effort involved in attending and also need to be present in office next day is not worth the effort and time wasted. I would rather use that time wisely, especially since it feels like a better balance for me right now.

Confirmed! New reorganization is coming in July with more layoffs. Sales is impacted now. Good luck.

One of the BU had a huge reorg, do we know what the reason is, lots of engineers got shuffled around

reorganization fired the first day !

I’m just reflecting on UKG post July 2024 RIF and the downward spiral that I’ve watched this once unicorn company go through.

• March 2020, Ultimate Software and Kronos merger.
• June 2022, CEO Aron Ain steps down. Enter Chris Todd.
• Fall 2022, Global Delivery introduced.
• July 2024 RIF, over 2,000 employees. Chris Todd removed as CEO. Enter Jennifer Morgan.
• Following July 2024 RIF, major company re-org.
• Global Delivery grows, while positions in the US are quietly being eliminated. Also, when US employees leave, their roles are not backfilled (I had several teammates leave, but not a single role was filled).
• February 2026, RIF.
• April 2026, RIF.
• Current: Bulk hiring for Solutions Consultants in NOIDA / India as “transitioners” (delayed lay off employees) help to train them on their jobs, so they can take over come August 2026.

What did I miss?

What is happening to this once unicorn company?

UKG is in shambles.

What a waste. Millions and millions of dollars. Same issues, thousands of incidents. Thanks tech leaders. Your message of automation for the issues vs root cause is ridiculous.
Also - what again is sre embedded doing vs asking for status of incidents?
From what I hear their leaders have told them to wait as they have no idea what to do either.
This reorganization is yet to make sense. Fast but no clear direction for teams.
Also, AB seems like a real di-k.

How do I convince leadership to let me go back to my old role/team instead of laying me off? I have been moved around to so many times in the last few years, I’d really like to go back to what I was doing prior to all the re-org’s. Also, does anyone know if HR will offer a lower position in another are vs. laying someone off? I really don’t want to get laid off (despite all the trolls on this site) and willing to take a lower job.

Everyone talks about Dell’s stock run and AI growth, but almost nobody talks about the long-term cost of the nonstop restructuring.

The recent numbers are pretty staggering:
• $227M spent on severance in just 13 weeks
• Another $242M already reserved for future severance payouts

And that’s only a small snapshot in time.

When you zoom out and consider the estimated 70,000+ employees impacted over the last 5–6 years, the total severance costs across all these layoff cycles could realistically be in the $2–3 billion range.

That’s an incredible amount of organizational churn that rarely gets discussed publicly.

Wall Street may reward efficiency, but these repeated cuts also come with major hidden costs:
• loss of experience and institutional knowledge
• employee morale damage
• constant reorg fatigue
• disruption to customers and internal teams

There’s a very different story underneath the headlines and stock price.

Layoffs are expected to accelerate this near into next as the company shifts to AI. Several "reorgs" in waves to be expected according to insiders close to SF. Interest rates are not coming down as quickly as expected and this is putting pressure on not being able to refinance the debt load at lower rates as wages pressures and benefit costs accelerate.

A new RIF appears to be in the works. VPs and above are holding all-hands meetings with Samantha at The Ridge in mid-July. With the ongoing Frontier integration, major reorganizations are expected, along with anticipated RIF activity beginning in Q4. This is expected to be a significant shake-up affecting employees across all bands.

I'm seeing some linked in posts where people are 'so excited to announce I'm taking a new position as a director in Fidelity blah blah ' where they were formerly VPs. Of course one in particular I saw scrubbed that gleeful vp announcement from 3 years ago from his linked in page. Are there people who took demotions to stay in lieu of getting $hit canned or is this some sort of universe correcting reorg?