#accountability

Aerospace ISC senior leadership is operating in constant scramble mode, recycling old ideas instead of developing real solutions. They’re not even attempting to rebuild the slide decks or MOS frameworks — they’re simply pulling forward whatever was used years ago. HOS is the clearest example: if it had truly worked, sites would still be using it today.

Rather than listening to the people doing the work, they’re bypassing basic management‑of‑change discipline and issuing knee‑je-k directives with no data behind them. Every week brings a brand‑new ‘top priority’ metric — not because it drives improvement, but because it creates the illusion of action for the board. The pattern is unmistakable: constant metric churn, no sustained focus, and no measurable improvement. If the approach worked, we would see progress; the absence of improvement is the proof.

At some point, the new board of directors will have to acknowledge that the dysfunction originates in the first layers of executive leadership — and that nothing will improve until those tiers are addressed. The board must begin asking the hard questions and digging deeper to separate the leaders who can actually drive change from those clinging to outdated approaches and contributing nothing new.

Come on, it been years since FP put out a great toy! Not sure who’s running design, but they should be held responsible.

came into the office today to find my microsoft account has been disabled… said it should be back in 30 minutes…. 4 hours ago

HCA Healthcare’s offshoring of American IT jobs to India is a gut-wrenching betrayal that should outrage every American who values fairness, loyalty, and the integrity of our healthcare system. When CTO Sai Adivi announced the end of many American IT careers in an impromptu, secretive, BCC’d Webex call, citing a "successful pilot" and the move to "Phase 2" while referencing other Fortune 100 companies, the message was already cold. But the kn--e twists deeper with the detailed plans for affected employees to spend their final months in left-seat/right-seat training and job shadowing, meticulously documenting every skill and technology in SOPs so their Hyderabad replacements can take over. All of this while managers in large group chats including the affected employees post cheerful "happy work anniversary" congratulations.
This is not business as usual. This is a company founded by American physicians on American soil, built by generations of dedicated American workers, and kept afloat by nearly 47 million mostly American patient encounters every year, with tens of billions pouring in from American taxpayers through Medicare and Medicaid. HCA’s stock languished in the low-to-mid $20s until the 2012 Obamacare ruling dramatically boosted its insured-patient volume and share price. Yet today, at well over $400 per share, HCA looks its own people in the eye and offers veteran employees with 20+ years of service a severance package well below Fortune 100 averages, saying their knowledge, sacrifice, and loyalty are worth less than the savings from shipping jobs to Hyderabad.

The "train your replacement" mandate is cruel and humiliating. Forcing dedicated Americans to dismantle their own careers, hand over hard-earned institutional knowledge that keeps hospitals safe and patients protected, and then sit idle answering questions until the India team can stand alone, while the company pretends everything is normal and business as usual, is an insult that adds financial hardship, emotional devastation, and profound disrespect on top of job loss. It risks patient-care disruptions, erodes decades of U.S.-based expertise, and treats people who helped build HCA into a powerhouse as disposable.

HCA’s founders spoke of putting patients first. Today’s leadership, under the continuing influence of the Frist family, who still hold massive ownership and board power, has utterly abandoned that vision. Patients, American workers, and the taxpayers who subsidize this empire are no longer the priority. Cheap foreign labor and swollen profits are piloting the ship.

Politicians who accept campaign support, lobbying influence, or oversee the massive Medicare and Medicaid dollars flowing to HCA must be held accountable. Demand they investigate these practices, protect American jobs in critical healthcare infrastructure, and ensure taxpayer money doesn’t fund the offshoring of American livelihoods.
Shareholders and the board (including Frist family representatives) should also face pressure to replace leadership that has so clearly failed the original intent of the founders. The mission was patient care and human life, not maximizing margins by discarding the American workers who made it all possible.

American patients deserve a healthcare giant that actually protects their data and delivers reliable care with professionals who understand them. American workers deserve employers who honor their service instead of treating them as disposable after decades on the job, especially while forcing them to train their own replacements and pretending everything is normal in the company chat.

HCA should be beyond ashamed. It should immediately halt this offshoring, retain and invest in its American workforce, and rediscover the patient-first values its founders claimed to champion. Anything less confirms that for this company, loyalty, country, basic human decency, and the American dream mean absolutely nothing when profits are on the line.

This cannot stand. Not for HCA Healthcare. Not for any other American company that relies on the American taxpayer for its survival.

This post truly deserved a thread of its own so it could be seen by more people. OP is @qm+1kqg2w845.

JOMO - The Joy of Missing Out —is the ultimate leadership flex. * It’s the joy of trusting your team to take "Total Ownership" of the talent lifecycle without you in the room.

Let’s stop rewarding "presence" and start rewarding "impact."
Who’s brave enough to decline that 4:00 PM "update" meeting and trust the team to handle it? That’s the BOLD standard.

#Leadership #JOMO

Wise words from our world class chro!!!

https://time.com/article/2026/04/30/oracle-layoffs-ai-tech-jobs/

They su---r employees with RSUs and then just get them back in a layoff….to be given to the next group of su-kers

The Los Angeles Homeless Services Authority released delayed audit findings. These findings identified significant weaknesses in its financial internal controls. LAHSA subsequently issued layoff notices to certain employees. Los Angeles County is redirecting funding for greater accountability. Supervisor Horvath stated structural change was necessary due to a lack of transparency.

Los Angeles, California

https://www.smdp.com/supervisor-horvath-seiu-local-721-respond-to-lahsa-layoff-notices/

Do people at the management‑ladder level and principals, senior principals, chiefs—ever get put on a PIP? I’m asking because we have a principal on the team who struggles with fundamentals, guided the group in the wrong direction, and then claimed we needed “modifications” once things started going south... he is PIP material

Former Consultants who strictly consulted and advised on digital transformation are hired into SVP, VP, and SR DR roles (as well as our favorite EVP AK). They know how to suggest but not lead and execute.

No accountability exists from these people, they don’t know how to lead, because they’ve never had to. Repeat this hiring cycle 100x bc consultants love hiring other consultants, and we are now in this state of being industry laggards!!!!!!

The last four years were tiring. I am tired boss. I feel the supervisory board made a lot of decisions to favor the CEO and executive board instead of customers and shareholders. And they joined forces with HR and the executive board to royally scr ew employees. Here are some of the questionable changes they made. All of this is public knowledge but I don't think there will be any consequences.

On November 7, 2024, the Supervisory Board resolved to replace the KPI operating margin increase with the KPI free cash flow for the Executive Board STI as of 2025.

On December 8, 2024, the Supervisory Board resolved to replace the KPIs cloud revenue and software licenses & support and services revenue with the KPI total revenue for the Executive Board LTI as of 2025.

On April 30, 2025, the Supervisory Board resolved to extend the term of Christian Klein’s appointment to the Executive Board from May 1, 2025, to April 30, 2030.

On May 5, 2024, the Supervisory Board resolved, by way of circular resolution, to extend the term of Christian Klein’s appointment for three years from May 1, 2025, to April 30, 2028, and to appoint him as chairperson of the Executive Board with immediate effect.

On May 6, 2025, the Supervisory Board decided to exchange the Women in Executive Roles KPI with the Business Health Culture Index in the LTI as of 2025, resulting in a temporary deviation from the compensation system and the German Corporate Governance Code to ensure compliance with executive orders in the United States.

At the beginning of 2026, the Supervisory Board decided to exclude the effect of the expenses related to the Teradata litigation from the Company’s non‑IFRS definition, as "these one‑off effects are not indicative of our operating performance". The Supervisory Board also decided on February 18, 2026 to exclude these effects from the target achievement for the KPI operating profit... The exclusion of current expenses of €387 million has a positive effect on the performance factor for the financial PSUs of 0.011 for the 2023 tranche under the LTI 2020. As the ongoing performance period is measured using cumulative results, the impact will be shown when the LTI tranches 2024 and 2025 are due for payout.

On July 27, 2023, the Supervisory Board decided to exclude the impact of the Qualtrics divestiture and resolved updated targets for the STI 2023 and the LTI tranches 2021, 2022, and 2023.

Furthermore, in September 2023, the Supervisory Board decided to exclude the expenses related to compliance matters from the variable Executive Board compensation for 2023 and 2024. The exclusion of expenses related to compliance matters from the variable Executive Board compensation led to a higher performance factor of 0.005 for the financial PSUs of the LTI tranche 2021 and 2022, a performance factor of 0.049 for the STI 2023, and had no effect on the performance factor of the STI 2024.

As I read this, it feels that the supervisory board goes above and beyond to help CK and the board to get as much money as possible from SAP bank accounts to their personal bank accounts. I wonder how René would be any different.

This is a textbook execution of work turnover. You eliminate all of the talent. You leave a handful of your most vulnerable sheeple to say yes without friction. You proceed to turn over the work to the incoming team. Just another American company sending work overseas. But you may be surprised to know that you still hold all of the power. If you and the thousands of employees reading these posts simply stop buying their products and in turn ask the same of your other family members, extended families, friends, people at church, neighbors, etc., you might find yourself feeling less like a victim and more like an agent of change holding these companies accountable.

When will the people here be held responsible for all of the bad decisions they make. How can a company of this size act this tjis

Accountabilty goals for HR Leadership this year
~Spot bonus program for employees
~~<Employee Recognition Programs
~Gift Cards
~Birthday/Wedding/Birth/Death-Flowers and Cards.
~~Eliminate bias in the incentive comp plans. ~~Capital Management and group sales reps should not get quarterly bonuses. Unfair. Offensive
~~More employee committee participation at Board of Director level
~More benefit enhancements
~More employee recognition in Annual Report
~More employee input in decision making
<Eliminate excessive performance evaluations waste
~At least $5K raise for every employee making under $150K per year.
~release employee survey within 1 month after employees complete it.
~mandatory WARN notices in advance of layoffs
~early retirement buyouts for all eployees over age 55.
~Eliminate monthly webinars. Replace with reruns of "The Office."

Seeing admins and Senior Directors getting their accounts deactivated in real time who are based at PHK... so conversations are definitely happening. Exit convos should go through next Tuesday then org shifts after. Super sad!

Good managers will do their best to learn the job so they can be an asset to the team. Good managers will not push their direct reports off on someone else because they do not have the answer and do not care to learn along with the team.

Wow!!! Blamed to managers .

Just like the other poster who reported a coffee badging colleague, I think it’s all our duty to do this. Coffee badging is a business code of conduct violation, as evidenced by the recent Code of Conduct training and the article about being deceptive about working time and location using a mouse jiggler. You can anonymously report the coffee badging activity using the Speak Up or ethics hotline I believe. I haven’t done this since I haven’t seen anyone do it myself in person, but I think that guy who reported his colleague, didn’t do anything wrong. In fact, it is in line with the TIAA code of conduct to report an ethics violation. If HR does anything about it, that’s up to them. But technically it is our duty as employees to report this type of behavior.

Watching L3Harris Technologies lay off its strongest performers over the past few years—the very people who held the mission together—was a turning point for me.
Leadership continues to celebrate costly tools and strategies that never deliver, while overlooking the voices of their workforce and customers. Millions spent on buzzwords and consultants, yet the foundation—people, trust, products execution—was neglected.
Across the prime contractor landscape, instability like this doesn’t go unnoticed. Contracts may be won in the short term, but they erode quickly when customer confidence declines.
Why would employees stay fully invested when they’re operating in constant fear of losing their jobs? Performance isn’t consistently rewarded—and too often, those who stand out become targets instead of leaders.
This industry is demanding, but this outcome wasn’t inevitable—it was self-inflicted. The only thing disrupted was itself.
I miss the work and the people. I don’t miss a culture where talent is disposable and accountability is absent.
Morale isn’t optional—it’s mission critical. For the outstanding workforce there is better out there, it takes time but you will find a place where your voice matters.

Someone explain to me why we seem to have the money to travel the IT leaders in every region around so they can glad-hand and throw parties for their leadership cronies, when they don’t make us revenue. If anything they cost us more and more every day.

Have you actually worked with our contractors lately? They have massively lost capability due to offshoring. They basically just have a bunch of people doing copy and paste from old deliverables without any understanding of what the deliverable is. Very low quality coming out of these HVECs today.

Former owner, Richard Baker has been served. He is defying the inquiry

The first Neiman Marcus bankruptcy they stiffed creditors 2.667 billion.
Now it seems the property art. Worth millions was not reported . Baker claims he has no access to his email .so don't ask him. The goal is to cheat creditors for minimal. Repayment. Then blame the court when creditors aren't payed. Or for the low level returned to them , as compensation. While bonusing a select few who don't even need the money. Zero accountability. More dis honesty.

We're the ones who keep overextending ourselves to cover for those who are cut. We do it over and over again. If we all just stopped, they wouldn't be able to do this anymore. Work wouldn't get done. There would be consequences for their actions. As it is right now, we just keep rewarding them.

If RTO policies are enforced with strict measurement, tracking, and compliance expectations across employees, why doesn’t the same rigor apply to Cloud leadership (Head of Cloud and his directs)?

GL17/GL18 leaders—many already significantly compensated from prior Amazon equity and long industry tenure—operate with materially less visible accountability, while execution is heavily dependent on engineering teams under them or contracting firms.

The pattern is consistent: delivery is externalized or engineering team , credit is cloud leadership , and accountability becomes diffused.

If operational discipline is the standard, it cannot be selective. It must apply uniformly across all levels—including senior leadership—based on measurable impact, not hierarchy.

Otherwise, it stops being governance and becomes structural protection of the top layer.

I wanted to share a concern that was recently brought to my attention. I spoke with someone who said they had conversations with people at Light & Wonder, and they described a perception that certain upper management employees are highly compensated while contributing very little on a day-to-day basis. Specifically, it was mentioned that some individuals in senior leadership roles allegedly come in only when they choose, spend a short amount of time socializing, then leave while earning substantial six-figure salaries.

As an employee working on the production line, I can say that many of us work extremely hard every day to support the company’s success. It is frustrating to hear these kinds of comments and perceptions, especially when frontline employees are putting in consistent effort.

I hope leadership takes a close look at management structure, accountability, and whether certain high-level positions are truly adding value. In particular, it may be worth reviewing legacy Bally Gaming leadership roles to ensure fairness, efficiency, and alignment with the work being done across the company.

TLDR: It’s not one problem. It’s a broken culture, recycled leadership, slow everything, and no real accountability. Nothing changes until the people at the top do.

It’s the culture. It’s the nepotism. It’s the same insular leadership group playing musical chairs and calling it progress. Your reward for poor performance is getting moved to run another department.

It’s the fact that half the people on campus on any given day are contractors. It’s hard to build anything real when so much of the workforce is temporary and disconnected.

It’s us still working like it’s 2006 while most of corporate America is in 2026. Outdated systems, outdated processes, and no urgency to fix them. Ten year “transformations” that take one year at any competent company.

It’s the consultants who latch on and never leave. Endless decks, endless frameworks, no real accountability. Just more layers between the problem and anyone willing to actually solve it.

It’s a tech org that still acts surprised that global talent exists. It’s marketing that talks about the consumer like it only fits into narrow boxes instead of understanding how broad the audience actually is.

Too many people with “creative” in their title, not enough actual creative thinking. Safe ideas, recycled ideas, nothing that really pushes.

And all these posts about going back to some golden age miss the point. Those same problems existed back then. People just didn’t care as much because the company was winning and everyone had a job. The s-xism, the favoritism, all of it was there. It just got ignored. Then the company tried to correct course with DEI but a lot of that turned into people taking care of their own under a different label. Still no one said anything. Not really. Not until layoffs started hitting.

There is no course correcting this with the same people making the same decisions. It needs new leadership and a genuinely fresh perspective. That’s not impossible. Look at Abercrombie, Gap, Levi’s. Even Adidas managed to steady itself after the Kanye mess in a couple of years.

Culture starts at the top. Always has.

It’s convenient to blame engineers at every level, but management seems to operate in a different accountability universe—one where failure has no real consequences.
At the LL6, LL5 level and above, you see the same pattern of weak, indecisive leadership repeating the same mistakes quarter after quarter. There’s little ownership, no urgency to correct course, and no visible standard for performance. Yet the paychecks keep coming, funding comfortable lifestyles that appear completely detached from the results they deliver.
What’s worse is the revolving door. Ineffective managers get swapped out, only to be replaced by equally ineffective ones. Nothing improves because the system itself tolerates—and even rewards—mediocrity. It’s not just an individual failure; it’s structural.
At that point, calling it a product-driven organization feels dishonest. It looks far more like a closed circle protecting itself—an insular social club that talks strategy but consistently fails to execute anything of real substance.

If you sent a job to the Total Remuneration department to be graded and the job description included "data entry" the job would most certainly come back with a low non exempt pay grade. But that is what the refineries have engineers doing, data entry. When drawings and equipment databases need to be updated, the process if for the highest paid and highest skilled people to sit at a computer and do tedious data entry instead of handing this off to staff. This is just stupid. And to add insult to injury, there is no org wide initiative to entertain work process improvement opportunities. If we raise this as an opportunity, there is no mechanism to hear it or act upon it. This breeds mediocrity. Let the engineers do engineering work and project management, and hand off the lower level work to cheaper employees. What are we doing here? How about you go back in the wayback machine and read Tom Peters instead of worrying about the cost of coffee and copy paper.

Conway management threatening employees with handling if the don't get ridiculous yard repair number. Being told to replace parts unnecessarily just to hit the numbers. Any other locations pushing this? AAR/FRA?

In my time with the firm, there’s been a real shift in leadership in my organization.

The current group of MDs doesn’t have the same tenure or approach, and the environment shows it. The previous group wasn’t perfect, but there was a baseline level of professionalism and respect.

With this leadership team, a lot is visible about how they operate, and it’s not what you’d expect from people in those roles. It’s hard to take them seriously or have much respect for them, whether they realize it or care.

The current team of MDs has no accountability for unacceptable behavior, yet they decide everyone else’s future while not being held to the same standard.

Everyone sees it, but posts like this may be the only form of accountability for those at the top

TGS leaders sing songs about the need to to drive technology in support of the business but in reality all that they do is working in their individual interest and making sure they milk the company as much as they can. All of this is just empty words because the moment you try to push things forward it'll get squashed because change disrupts the status quo which was carefully built to work for the folks who built it. What a horrendous way to lead.

Taking Million$ while delivering nothing. Best seller coming to a E- bookstore near you.

Except a few gems (20%), ISS is a majority DEI Swamp (80%) - that gets nothing done, as they have no clue except to CHECK Boxes. They just focus on superficial compliance rather than meaningful action, as part of process checks (same questions asked by many different ISS Stakeholders). A total waster of $ spend on ISS.

I really like the man but I do not think having our executives swearing in employee forums is classy. I actually find it offensive. On a construction site fine but I expect more from our executives.

Why don't we include another brutal truth here?

Our costs are out of control and we are failing vs competition and our benchmark is BS.

Are we hearing the feedback from the broader organization?

Why does this company continue to treat cyber security like an afterthought? Incident after incident, no lessons learned. Hire actual professionals rather than these afterthought staff!

Hard to take any of this seriously when the system tracking “presence” can’t even get it right. We’re making decisions and enforcing policy based on data that clearly isn’t reliable, then calling it accountability. If that’s the goal, maybe start with accuracy first.

Not sure who needs to hear this, but acting like you run the place when you don’t is getting old. Constantly trying to manage everyone, inserting yourself into things that aren’t your responsibility, and acting like you own the company isn’t helping anyone—it’s just annoying.

Also, you’re not the locksmith. Stop changing things, controlling access, or acting like everything has to go through you. It creates confusion and makes it harder for people to actually do their jobs.

Focus on your role, do it well, and let everyone else do theirs.

Long story short: Our location out performs Portland and especially remote Tempe employees by miles. Everyone knows this including leads and managers. They just don’t do anything about it because the environment simply put is “someone else will do it.” - very bad perspective, but it’s true. They don’t address the lazy people because at the end of the day the job will get done.

During our team meeting today the last remark was “accountability.” Which I thought GREAT! I have literally been bringing this up to management for MONTHS. However it took a turn when it was directed towards us…. The at/above performing location. Followed by the typical avoidant manager phrase of “you each need to hold yourself to high standards.”

Basically what I got out of it is “We know people aren’t carrying their weight. So that is why we are expecting all of you to carry it for them.” What in the clownery is this work environment?

How does HR continue to let AVPs report to AVPS and Directors with less than 6 people. There used to be span of control and that seems to be a lie.

JVB the corporate queen of organizational destruction is at it again. Glaring ageism on display and everyone sees it and knows it. Forcing generals out and bringing inexperienced and unqualified barely out of boot camp privates in. She’s earned her reputation and will leave this organization in the same shambles as she left MM sales. Arnoldi forced to take this demoted sales failure should really inspect this spin up junkie before ops becomes another failed more, better, faster experiment.