Thread regarding Qualcomm Inc. layoffs

Watch out for people who hire their friends and relatives they f u ck ed qulacomm. This account 33 % of the company.

Now that "Why wait...." and the wire brain have become national jokes, it's time to retire that media campaign.

194320: I agree that QCOM needs more technically oriented managers and leads. Perhaps I should have taken that road when it was suggested years ago, instead of staying in engineering; after all, I had over 7 years of technical management in a major Silicon Valley corporation. But even then the writing was on the wall. Management at QCOM has, IMO, always been overly concerned with attending (--in many cases--) redundant, political, or useless meetings with upper management, while not enough emphasis on division of labor, coordination of tasks, scheduling, etc.; "paper-pushing" related to bi-annual reviews--which IMO--was one review too many per year; and CYA/counter-CYA via internal emails. I stayed in engineering. So did many others who would have most likely made excellent managers. The people who are managers now are the people who do the above tasks for more money than people who actually contribute to the bottom line. What does this tell you about the underlying problem at QCOM? As for the people who are responsible for the abysmal failure of the 810 project, look no further than MR--or should I say: "Dr. M.R." (What a pretentious little prig!) As I understand it, the 64-bit version was on track for release a year later than it ultimately was, when MR--and no doubt those above him, were caught off-guard because Apple announced THEIR 64-bit release a year earlier, and insisted that QCOM have one ready too. So plans for the QCOM 64-bit version were announced for the same time-frame the 32-bit version was supposed to be upgraded. Something like two or three months before TO date. There was virtually NO coordination or cooperation among different divisions for testing, upgrading various software to include QCOM proprietary versions, etc., because every little ethnic silo was more interested in protecting their own @$$es. That is why much of the build was "off-the-rack." Read the email correspondence between the engineers involved. They received virtually no assistance between divisions from Dirs., Sr. Dirs. or Mgrs. involved in the project. In the end, people wound up working double shifts and on weekends, hoping to get some semblance of a workable product together to please management. A lot of them were screwed for it, anyhow.

" would Q mgt even have the ability/motivation/knowhow to effect change? "... Ye have so little faith..... Agreed nothing may change immediately or maybe not even with this current screwed up management... But voicing your opinion as to what is wrong and what the consensus is wrt issue(s) is good anyday... Unfortunately, if one was to mention any of this directly to the leaders, the ployee would risk a lot... Let folks vent their experience and opinion here.... It's not like there is a suggestion box somewhere that employees can voice their concerns and bring it to anyone's attention......

"... but you can't, it's a fantasy. In whichever way you are ranting on this now, it's immaterial. Nothing will happen. Don't waste time on this. Forget Qualcomm and move on, why are you guys wasting time like that? Does that help? Really? Does this even change anything at all?"

Best comment of the bunch. So true. Even if some golden answer were provided here, would Q mgt even have the ability/motivation/knowhow to effect change? If you think so, you just haven't bashed your head against the wall in that company long enough to realize that the answer is no. Take OP's advice - "..move on".

I'd f*** Angela

The guy yelling "booyeah! Let's do this!" in lobby after today's inspirational all hands. That was me

change management, remove corpIt

Increase my rest length and decrease my vest length

Everything is awesome. Stay golden

Create a "REAL"QCT quality team with people with technical backgrounds not bunch of clowns, paper pushers with no idea of design, SW, etc normally Quality team in other companies are powerful in QCT is very weak starting with the VP.....

... but you can't, it's a fantasy. In whichever way you are ranting on this now, it's immaterial. Nothing will happen. Don't waste time on this. Forget Qualcomm and move on, why are you guys wasting time like that? Does that help? Really? Does this even change anything at all?

Expand bay area branches and move more projects to bay area or other major cities like Seattle where hiring good folks are easier. Good new college graduates are most likely not comfortable with a place where there is only one major employer. We are missing out on good candidates and resorting to either desperate ones or with folks that are out of touch with recent technology trends.

remove the indians

1. Operate in a fair manner when it comes to rewarding for "true" accomplishments. Improve review process to reward the folks who affect bottom line. Along the same line, penalize for major failures fairly. Promoting folks to VP level for 810 disaster while penalizing engrs who worked as per (mis)directions is unjust and borderline unethical. ...... (2). Demote folks that were unfairly promoted... Re-evaluate dir/sr dir/VP promotions. Especially promotions in the last few review periods. Slim down the top heavy management. .... (3) Improve morale of folks... Implementing/executing on 1 &2 will definitely send a message across the company that there are improvements and fixes in works. Things have deteriorated but clean up is in progress. And make people (good and efficient employees that count and company needs at this point) want to not leave yet. ..... I am sure there are a lot from business management perspective, but the 3 I mentioned are related to employees "feel good" to work at Qualcomm or at least not feel sick to work here.

I second the motion...Let go all directors and senior directors without severance. There are many more capable folks at lower levels

Track down the jerks posting racist rants, housing rants, starting stupid rumors, etc, and fire them all.

At this point, it is too late to change anything. Just spin off and avoid further disaster.

If you could change Qualcomm, what is the first thing you would do?

Sell it to Chinese.

Kill the automotive, IoT, and small cell efforts. There's not enough incremental volume or revenue in these areas to justify pursuing them. Decrease the frequency of chip product line updates; make the deltas between generations of chips more meaningfuL Once these two steps are taken, reduce costs further by laying off more people. Put the chip business in maintenance mode and ship it overseas to use those overseas cash reserves. Think beyond chips and software and diversify into completely new businesses - there are still complex, high-value problems in the world to solve. Expect more average/typical profit levels going forward. Don't let any of the existing executive team run any of the new businesses; they're dysfunctional. The ride was good while it lasted; time to pursue new rides with longer-term meaningful growth potential.

World's largest water slide!

1. reward the excellence and make it public with details. 2. remove manage title. it's useless and we should leave good hand-on/experienced engineers more time to resolve problems within their professional domain. 3. make demotion a common routine. it's demoralizing when senior/staff engineers need to define architecture, split job assignment, figure out details and debugging but sr. staff/principle/director engineers just define schedule and reap the progress in status meeting. I'm not saying it's always this way but it is commonly seen. 4. find the people who are responsible for the catastrophic 810 projects. engineers devote so much time and effort based on wrong directions. why did we miss the timing of custom 64-bit ISA architecture? who is nobody stepping down?

Let go some of the useless directors and VPs. There are too many of them.

1. Remove the useless line manager titles. If you aren't a lead you are NOT a manager.

2. Peer feedback should hold more weight in performance reviews, currently they are but ignored.

3. HR should take a more active role in preventing nepotism. It's rampant.