#changemanagement

Corporate environments today are not the stable, lifelong paths they once claimed to be. So often we see people changing assignments, leaving the company, being put on PIPs, or facing layoffs. Stop repeating corporate talking points “At ExxonMobil, we hire for careers. ”Instead let employees build adaptable skills and navigate change effectively. This brain washing needs to stop

Is this end game for career connect or are their other changes pending? Seems like there's less information and features available than before the transformation. What was the point?

Methuen police leadership seeks a civil service law exemption. This change would base demotions on time in rank. Current civil service rules consider total employment time. The City Council gave initial approval to this proposal. State legislature adoption is still required for the change.

Methuen, Massachusetts

https://www.eagletribune.com/news/merrimack_valley/city-seeks-modification-to-civil-service-rules-in-the-event-of-layoffs/article_d3b0ce4f-8d7e-4094-87bc-c6abaef5b5b0.html

Overnight decision to move then out of the sla-ghter house currently known as Tech moves under Nish. Do we really need a chief privacy officer in that model and do we need over twenty people in a second line role where all of their functions were first line centric ? If we think of efficiencies and what matters for members this is pretty easy. This groups previous leadership fought tooth and nail when anyone dared to mention they belong in second line. (Judy and her leadership team) time to clean house I guess this is a no brainer. Any bets on what happens to a 25 person first line team moving into second line ?

New just in
Ty announced a giant reorg/struct after the recent LR's via Vidcast
Of course, Cisco is going all in on AI

Significant changes to Collab
How many years do you think we have until everyone is replaced with AI ?

Honestly, I never thought the current Bank President would have such a devastating impact on USAA Bank’s culture, organization, and people leadership. I knew him when he was an ED, watched him move up through the ranks, and genuinely congratulated him when he was selected. At the time, I was happy for USAA because I believed he might help restore the culture many of us remember from before 2018, etc. I never imagined it would turn out like this.

Standard Chartered Bank plans to cut approximately 7,800 back-office jobs. These reductions will affect over 15% of its back-office roles by 2030. CEO Bill Winters described this as replacing human capital with financial investment. This is part of a new strategy focusing on affluent Chinese customers. The bank also targets higher non-interest income and an 18% return on equity.

https://www.moomoo.com/news/post/70217825/ai-impacts-banking-jobs-standard-chartered-announces-8000-layoffs

Many of the holes are being now plugged with today’s org announcements. AD to the Chief of staff office. That pretty much confirms CH can stop dual hat and will be head of downstream.

Yet to be seen if Meg has the fortitude to send GB and WL packing. Or at the very least move GB over to some Tech center role where he can’t continue destroying value.

And now after many failed attempts to do an upgrade that’s been in works for months and months, they are entering a hard freeze since it failed, yet again. SMH.

Every time leadership reshuffles the org chart, employees do not feel alignment. They feel a wave of anxiety that another round of layoffs is coming. That feeling does not disappear after the new chart is published. It settles into the background and quietly consumes attention, focus, and energy. People start working two jobs. Their actual job, and the job of managing their own fear. On top of that, we are paying a massive tax on context switching. Teams barely get comfortable with new priorities or new leaders or new workflows before leadership announces another reset. It is impossible to build real momentum when you are constantly starting over, constantly reintroducing yourself, constantly trying to remember what the mission was supposed to be this quarter versus last quarter. I would argue that stability is not just nice to have. It is a genuine competitive advantage. But you cannot demand world class creativity and execution from people who are always bracing for impact. What the company actually needs is not another reorg. What we need is a resilient long term plan, a consistent direction, and a culture where people feel safe enough to do their best work. That is how you win, whether you are playing for now or for later.

What is the factual info behind the rumor of an August round of layoffs? Is this as a folllow on from investor day / Elliot Management changes?

We were first introduced to these ‘traveling’ resources when the Spotify model rolled through. Are they the ones leading the “next re-org” too? If not, were any of them impacted in this? Or are they the ones pushing the enablement lead lingo…

Management announced the shift to the "New Technology and Product Model" yesterday, effective June 1. They are framing the 1,000 cuts as a "skills reshuffle" to make room for 2,000 early-career hires.

To those in Tech/Product: How is your leadership actually mapping this? Is your "squad" being dissolved into these larger teams, or is this just a way to cut senior headcount before the RTO mandate hits in September? Curious if anyone has seen the new org charts yet or if we’re all just flying blind until June.

Out: Monica Hammond (“retiring”)
Out: Chris Paul. (“Pursuing other opportunities”)
Out: Richard dalton (“pursuing other opportunities”)

I was discussing with a few colleagues the potential impact of moving to 100% offshore HR support, similar to the model offered by a Capstone-type company.

This would mean completely eliminating the in-house HR department, with every employee instead getting a mobile app on their phone to connect directly with dedicated HR support agents

So we are about one month in and the new and definitely worst D&S model has not been successful. Just meeting after meeting where nobody understand what the he-l is happening. HR will never admit this su-ks but go on about how this is Industry Standard; no no it’s not. It’s absolutely su-ks

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.

What are the odds of a mega merger or a CEO change at Honeywell after the split?

Would Aero or Automation merge to form something big? Thinking about the accelerated timing of the split also aligning with Elliott's 1 year quiet term ending.

In such a scenario, history always had a new CEO. How likely will there be a new CEO?

Does this include functions like Change Management, Learning & Development, Portfolio, etc?

I want to move into the scrum master role but i heard they are changes coming to that chapter? What are the changes please?

Still no permanent CEO for Consumer. His title includes “interim”. Another sign that consumer is over and going 100% third party.

This week’s announcement has serious implications and indicates the company is moving towards elimination of the pension. You could have worked for decades and be days away from receiving your pension at 55 and lose it all under the new system. If you are staying for the pension and it is what is keeping you here I recommend you think hard and critically on what the chances are that you actually receive a pension. Clearly Darren wants it gone. Executives have their huge pile of RSUs and the pension means very little to them. They would like to eliminate the pension so the stock pops higher.

OLD SYSTEM
If are NRE and placed in NSI:

• you are put on a DPC. You cannot fail the DPC. Basically you couldn’t be fired for “low performance” if NRE

If you were not NRE and placed in NSI:

• if 3 times in last 5 years you have been NSI you were mandatory to be fired (PIL)
• else if you are NSI you could choose between PIP and PIL
• if you failed the PIP you were fired

NEW SYSTEM after 2026
NRE and DPC eliminated from policy. You can be fired for “low performance” even if you have worked successfully at the company for decades and are just a few months or days from reaching 55 when you would be eligible for retirement. You can lose it all.
If you are placed in NSI:

• if 2 times in last 5 years you have been NSI you are mandatory to be fired (PIL)
• else you can choose between PIP and PIL
• if you fail the PIP you are fired

NEW SYSTEM IN 2026 ONLY
NRE and DPC eliminated from policy but if you are NRE and NSI then PIP will be offered and if you don’t pass you will be fired. You can also just take the PIL.
If you are placed in NSI:

• if NOT NRE, NSI at any time in last 4 years, and NSI in 2026 you are mandatory to be fired (PIL)
• else if NSI you can choose between PIP and PIL
• if you fail the PIP you are fired

Is it legal to suddenly change this RTO performance policy metrics and make people noncompliant? Previously, under 11 day RTO attendance, I was at 100% compliance. However, now that they changed their metrics calculation method, I am noncompliant. By them retroactively changing my compliant reports to noncompliant reports from Nov 2025 to March 2026, wouldn’t that be considered data manipulation by the company, which is illegal? They also failed to disclose IP usage to monitor which is also illegal.

What is likely to happen in the first 90 days of when the perm CEO arrives, big or small splash with a big webcast call or just a e-mail to all staff, any changes expected at the top or the way we work, as now only a few days away

Lists released to managers today. Notifying impacted employees Mon/Tues. I cant speak for other groups within Oracle.

CSM roles will be responsible for renewals in FY27. Core will cease to exist as we know it.

This townhall stood out from the usual scripted updates—it felt more real, direct, and intentional. Instead of just showcasing achievements or high-level strategy, this one leaned into transparency, addressing ground realities. The tone was more candid and less corporate, which made the message land better. It didn’t feel like a one-way presentation; it felt like a reset—aligning everyone on priorities, expectations and the need to execute better. Overall, it felt like a signal that leadership is aware, engaged, and possibly gearing up for change.

CNN is preparing to lay off employees this week. The move is part of a digital overhaul led by Mark Thompson. This effort aims to modernize the workforce for a digital future. The organization aims for more product, streaming, and digital storytelling roles. Roles seen as relics of an earlier era will be reduced.

https://www.status.news/p/cnn-layoffs-digital-mark-thompson

What does the future look like for the thousands and thousands of agency staff who have made Allstate their career? With the numerous changes coming to the EA in 2027, is an agent expected to just lock the doors should a customer walk up or refuse mail that may look like a payment? Has anyone thought this through? How will this be communicated to customers?

As many reiterate Dan was on the board for a number of years before being put in control. The question is why now? Who was responsible for holding him back or was it several on the board? Who has recently departed the board? Maybe those or that individual? Overall it is a shame it took so long as can be seen by his quick actions once CEO. Will Dan take out whoever else kept him back?

Canon USA’s transition to Google will end up being one of the most regrettable decisions of Sammy’s tenor.

If you are like me, you did your best to prepare but nothing could prepare you for the drastic change that was put upon us on Monday. I bet most of you sat at your computer and threw your hands up once or twice this week. The new tagline for Canon will be “ Blame on Google”.

As I start to learn the product more each day, I am finding out that Google simply isn’t Microsoft when it comes to corporate USA needs and wants.

If Microsoft was concerned that more companies would move to Google, odds are they wouldn’t have raised their per license structure. The reality is Microsoft knows they are better and could charge this fee.

Communication has been at an all time low this week because people simply don’t know how to use the product.

The money we save will be offset by the lack of production this product brings upon us.

The person who made this decision should resign immediately.

Good luck, y'all.

https://www.thehill.com/opinion/technology/5775420-remote-first-productivity-growth/

Last year, there was a big push in EVDD to get our Voice+ surveys done early. They were aiming for 100% participation, almost making it feel like a fun competition between orgs. We all want our team to shine with the highest participation so many submitted early as requested

But looking back, it’s interesting to note that layoffs happened right before the survey deadline. It was obvious they wanted to gather all the positive feedback before they cut headcount. May 13 was the layoff date last year. I heard the Voice+ survey will open on April 14 this year. Not sure on the deadline though.

We have a new executive…he’s not just going to keep things as they are. He will want change. Are they tracking to do the same this year. Interested to hear if anyone heard anything.

APLA is nothing without CS.
This is why I'm writing the appeal the decision made up above that CS moves to Greater China which is not a good idea.
CS needs to stay in APLA at least until it's broken up.
GC needs a local to the Chinese market.

One thing that Optum lacks is Change Management processes. They will reorganize teams and expect people to get on board or even understand the new function. And then wonder why morale and performance is low. And with the RIFS happening good people are not performing at the capacity because NO ONE knows what they are supposed to be doing. Because leaders do not either. I missed when leaders actually led. Now everyone just wants to peacock and look the part. What a sad time in our company.

Whelp, there it is. Cordani just announced his retirement. Will Evanko turn things around? Please, no more rebranding.

From his linkedin post

"AI has sparked a new round of conversation about COBOL, with tools emerging that claim to translate legacy code and, with it, solve the modernization challenge. It is worth being precise about what that means and what it does not."

This framing understates the reality. The modernization challenge was never about translating COBOL syntax—it’s about risk, economics, institutional knowledge, and business logic embedded over decades. AI didn’t suddenly “spark” this conversation; enterprises have been trying automated translation, wrappers, and re-platforming since the 1990s, with mixed results at best.

Has anyone heard whether risk programs are being paused right now? With so many changes lately, it’s been tough to keep up, and I’m just trying to get a clearer picture. The goal is to make sure teams are set up for success, so any insight would be appreciated. Managers are eerily silent.

Does anyone know what we can expect from Agentic AI in PayPal in the next 12 to 24 months in terms of it's capabilities? I understand Lores is fully focused on Agentic AI and will likely use it to reduce the workforce like he has done at HP.

I'm not interested in what you've read from AI regarding Agentic AI as I've done that myself. If possible, I would like to hear from someone within the company who has been working with Agentic AI at PayPal or who knows what the general plans are? For example, will it handle 40% of disputes/limitations/fraud claims in 12 months.

Really curious as Lloyds bank announced this month they will be using Agentic AI for complex fraud and complaints reviews. With the advancement of Agentic AI, PayPal's desire for lightning fast changes and Lores's enthusiasm for Agentic AI and cuts, big changes could be on the way very soon. gulp

Just got notified that I have to take some kind of change management training along with other managers ( aero ).
Sounds like the same playbook they put us through in 2017 and 2021.
I still have the notes .. and the survivor guilt.
1) Leader Training ( Pre Announcement)
Why & How, empathetic communication, Legal /HR compliance
2) Managerial Training ( Post Announce/Transition)
Survivor guilt & fear, workflow redesign, resistance mgt
3) Employee Support & communication.