As the rumors have spread, the numbers have varied from percentage (20%) to headcount ranging from 10k, 16k, and as much as 18k. If the size of the rif is at that level then this had to have a lot of prior planning to coordinate with global HR to review and prepare each severance package. It goes without saying that HR didn't have much of an end of year shutdown as they prepared thousands of "it's not you, it's me" letters.
Makes you wonder, who from HR writes the severance letters for the people in HR that finished doing their job only to be let go for a job well done. Recursive HR, slap AI on it and sell it.
I've never seen a company try to buy their way out of a lack of focused effort in innovation given their engineering pedigree. If you acquire a company for strategic positioning, have an integration plan in place before you go on a marketing blitz of a false promises that only hinders your employees who have to tap dance around the bullsh-t they're told to sell. You lose the most valuable asset, trust.
Cisco acquired X company, ugh.. what now? Meet you're new account team of 15 people who are all on calls for basic sh-t with the one engineer trying to help the customer as they're being sold a renewal for shelfware.
It goes without saying, never listen to the rah rah we're in this together bullsh-t, were not. They leveraged outside consulting firm(s) that they paid a lot of money to make short sighted decisions to use as an excuse to obscond from their obligations.
Seems like Cisco is becoming more of a PE company run by paper suits who look at what gartner says is a new segment, then buys the 4th best solution. Slaps Cisco on it, renames it to a 3 letter acronym, and it becomes a market leader in vaporware and charges 10x for it.
Pro tip: if you acquire a company, use your resources to enable their growth and don't fu-k up something that was working when you bought it only to break it.