Thread regarding Open Text Corp. layoffs

There is one consistent thread running through open text decade of underperformance, a big fat self-absorbed phony imposter Chief technology officer and ego centric CEO. That company will never become better until an activist shareholder gets Mark out of his chair, which is quite a heavy lift indeed. And there is so little upside baked into the company that no activist shareholder is going to find it worth the effort. That spells a continued Doom spiral for this awful company

"DEI metrics" is just code for mandatory quotas.

For those questioning the widespread dissatisfaction with Savinay, it stems from a perception that he operates more as a showman than a strategic leader. He is often viewed as self-serving, with decisions that appear to prioritise personal advancement over the wellbeing of his team or the broader interests of the company.

During his previous tenure at OpenText, he was known to push through deals to meet executive targets, particularly those set by Mark, that were fundamentally flawed. These agreements frequently committed the company to deliver solutions that did not yet exist, using infrastructure that hadn't been built and at price points that were commercially unsustainable. Many of those deals ultimately cost OpenText two to three times their projected value, eroding any potential profit and, in several cases, resulting in significant financial losses.

Despite this, he achieved his targets and received his bonuses, largely because OpenText lacks a robust mechanism for calculating true delivery costs and holding sales leaders or executives accountable for long-term impacts.

IT teams were then left to absorb the operational fallout, forced to execute on commitments that had no foundation. After he departed for Vonage, the extent of the issues continued to surface. Numerous leaders across the business, managers, directors, even VPs, were left dismayed when he was re-hired.

This is an individual whose actions have been associated with margin erosion, customer dissatisfaction, and internal disruption. While he may meet short-term targets, the long-term cost has proven substantial. Comparisons to Muhi are misplaced—Savinay does not embody the same calibre of leadership. If I were an analyst, I would seriously question the strategic judgment of bringing him back—and might even consider OpenText a riskier proposition as a result.

There is growing concern that OpenText may be implementing diversity, equity, and inclusion (DEI) initiatives without fully considering the long-term business implications. Targets—such as increasing the percentage of women in leadership—appear to be prioritized irrespective of candidate qualifications. The principle should remain clear: if the most qualified candidate for a role is a woman, she should absolutely be hired. However, hiring should not be driven solely by the need to meet DEI metrics.

Many women who have advanced at OpenText based on merit are now questioning whether their achievements are attributed to their capabilities or to the organization's DEI goals. For context, I am a woman who has been with OpenText for over a decade and currently serve in a management position. I have personally witnessed instances where women were placed in roles they were not suited for, which risks undermining the credibility and progress of those who have earned their positions on merit.

It is essential that we maintain a merit-based approach to hiring and promotion—one that values qualifications, experience, and performance above all else.

"DEI is destroying this company"

What? That just sounds like republican talking point.

I have always wondered how Mark B still has his job. Stock metrics by any measure show he has failed at delivering value to shareholders. Part of the problem is him holding on the CTO title, while burning through Chief Architects every 18 months. DEI is detroying this company.

This post reeks of AI generation

What is the backstory of Savinay? That name has come up a few times in posts?

It depends on the organization. The field sales organizations have unlimited travel spend and internal meetings with team building at some posh places across the globe, all employees work remotely, they have access to the technology of their choice (laptops, mobile devices, etc.).