#changemanagement

Mirlanda Out as Xerox Appoints New CFO from Lexmark.
https://tonernews.com/forums/topic/mirlanda-out-as-xerox-appoints-new-cfo-from-lexmark/

Mid-Markets to be cut in half. Calls have already been sent out of EST. This will be a total shake up, if you survive you will not have the same title or job scope Jan 1. Get prepared for them to make more money on your backs.

So the big "integration" of the Network orgs is going just super. The two SVPs who now run the combined mess apparently can't figure out what to do with us. Heard through the grapevine they just hired a big-name consulting firm to "evaluate the organizational design and operating models."

The kickoff meeting was yesterday. Feels familiar, right.

This seems to be the classic move when leadership doesn't actually have a plan. They pay a few million to a bunch of people who don't understand our business to come in and tell them what to do. The word is they're going on a "listening tour." They'll probably make a bunch of pretty charts and graphs that basically say we have too many people doing overlapping work.

It looks like a way to get cover for the cuts they already wanted to make. Now they can say "the data suggested" we need to streamline. The whole thing has that distinct passive-aggressive vibe. Instead of just making a tough call, they're bringing in a third party to do it for them. It's like they ordered a pour-over at a coffee cart and then asked the barista to taste it first to make sure it's good.

Maybe I'm just being cynical. An outside perspective could actually spot some real inefficiencies, I guess. But let's be real. This is likely just the first step. If you're on a team that's been a pain to get resources for, or your projects have been in "wait and see" mode since the SVP shake up, I'd be updating the resume.

This is usually how it starts. Heads up.

Anyone else on a team that has a leadership change every few months and given very little direction? Seems like people are constantly disappearing and we’re all expected to work in a “matrix” environment which basically means the manager has no clue what you work on and is not expected to provide you direction on projects so there’s no one to provide support…and these are all being framed as efficiency changes which I have seen no efficiency at all

I don't understand the long emails. What is going on with the org?

When did Ford move to the People Leader / Individual contributor model? And how did they categorize existing employees at the time? Did anyone get a say in their label?

Watch closely and observe the clinical precision of LBT in cleaning up the deadwood, scammers and imposters in leadership. Absolutely brilliant!

1. MJ gone
2. Christoph gone
3. Saf gone
4. Ann gone
5. Pambianchi gone
6. Lavender gone
7. Sandra gone
8. Sachin gone
9. Bruckner gone
10. Adding Craig to board must mean he’s getting ready to push someone out

Haven't heard from Sampath since announce of nee CEO. Is Sampath on his way out? If so, would guess to think big changes for VCG and possibly even Sampaths baby Case Management??

When new leaders join a company, the first question they should ask is simple:

“What was already known, and what was already attempted?”

Without that context, accountability turns into retroactive blame, punishing people for outcomes they never had the authority to change.

Too often, long-standing structural issues are well known internally. They’ve been raised repeatedly by those closest to the work, but when prior leadership failed to act, the problems compounded. Calling that “lack of ownership” misses the reality, it’s an organizational stall point, not individual failure.

Strong leaders know the difference. They can tell who’s been quietly pushing to fix systemic issues versus who’s been coasting. They take the time to distinguish contribution from compliance, ensuring that institutional knowledge isn’t discarded in the name of “fresh perspective.”

I’ve spent years trying to drive meaningful change, often against inertia. But it’s difficult to stay motivated when leadership seems more focused on appeasing the next layer up than on fixing the foundation. If decisions continue to be made in haste, without understanding how we got here, the risk is simple: we’ll lose the ability to sell the products that actually work while chasing “new initiatives” that generate noise but not revenue.

Sometimes the problem isn’t that people don’t care, it’s that those who do care stop believing anyone above them is truly listening. Learn to identify them. Empower them. Protect them. Do that, and you might just build a team capable of winning again.
If not: good luck, and adios.

Team of the usual suspects working on a plan to fully outsource Permian operations. Similar to Guyana SBM Model. Being close to the wellhead to be safe was never true. Timeline for change is unclear. Those in operations will be offered to switch over to third party service provider as was done previously with groups like IT and GREF with the associated cut in pay and benefits.

I heard a rumor from a reliable source that we are ending 5-Day RTO by the end of 2025. We will have 2 office days and 3 virtual/remote days. It will not publicly announced thru some announcements but it will slowly shared among the organizations from VP/AVP levels. Expect some changes near the end of 2025.

I still remember when Hans was first announced as CEO. I did some research and saw that his tenure at Ericsson ended in turmoil, which immediately raised red flags for me. My instincts told me he might bring similar issues to Verizon—and after eight years, it’s clear that concern wasn’t unfounded. His leadership left the company in disarray, and it’s no surprise he was ultimately let go. It always seemed like his appointment had more to do with his connection to Lowell McAdam than with merit.

Now that he’s gone, I’m genuinely hopeful that Dan will take this opportunity to clean house—especially at the top. There are far too many EVPs, SVPs, VPs, and AVPs who’ve climbed the ladder without delivering real value. It’s time to move on from the talkers and empire-builders—those who lack the domain expertise and technical insight needed to truly drive the business forward.

Team,

Today is a difficult day for all of us at Target. Earlier this morning, I shared with team members whose roles are being eliminated that today is their last day of work.

For the group receiving this email, you and your role remain at the company.

These are incredibly hard decisions and today carries enormous weight for everyone – especially our colleagues who are leaving. We’re committed to supporting all departing team members as they make this transition, including severance packages, benefits, career services and well-being resources.

These changes aren’t easy. And we know they’re necessary to reduce complexity, remove barriers and create the clarity and speed we need to grow and better serve our guests. To get there, we’ll need to continue the change – working in different ways, with renewed focus and effectiveness to deliver for our guests as we move into Q4.

In the next day, you’ll hear from your leader to learn what these changes mean for your team specifically and how to move through the next few weeks. We’ll all need to balance adjusting to what’s new, while keeping absolute focus on the business-critical work.

We will continue to stay anchored in our culture and move forward with purpose – keeping the guest at the center of what we do. I’m confident that, together, we will build a Target that’s positioned to win and grow well into the future.

With gratitude,
Melissa

What did you all think of Dave’s town hall yesterday? It was good overall, but still left some areas unclear. It’s interesting that some of the old DPA team members seem to have transitioned into stronger leadership roles instead of being impacted. I’m also not sure what the Tech Venturing and Innovation team actually delivers — based on my experience, they’ve created more disruption than value, yet manage to position their work as impactful. Their approach feels more suited for marketing than for a technology function. I’m surprised Dave is allowing this structure — his org already feels too top-heavy with overlapping roles. Hopefully, they’ll revisit the organization design soon.

The only thing more consistent than their quarterly all hands metings is their biannual migration between Teams and Zoom.

Every six months, executives, fresh off a “strategy retreat” involving buzzwords, golf carts, and a suspicious amount of Sodabi, decide that this time, the other platform is the holy grail of productivity. Cue the chaos: a month of re-training, a month of muttering, and four months of pretending it was genius. Historical recordings? Gone. Lost to the void, sacrificed at the altar of “thriving family”.

But don't worry, leadership assures everyone: next time, they'll get it right.

Received a townhall invitation from our division that there will be changes to API structure. Did anyone hear anything?

There will definitely be changes. Given his track record, he might actually introduce some positive ones, but he could just as easily roll out sweeping changes that hurt all of us. Never forget who CEOs really answer to. We’re always at the bottom of the list when it comes to anything but cuts.

With Rick leaving, any insight into how his replacement might make changes? The Financial Crimes group is such a disaster. I bet some of the execs will be out the door shortly.

So we jump on a call being handled by someone who clearly had no idea what she was talking about, only to find out she has a PHD in Psychology. Following along..PHD in psychology, leading a Google Enterprise discussion and labeling with her team of so-called change management experts.. Okay, I digress. The call was poorly conducted and alomost the 100 people on the call all had outstanding valid points why they could not convert and everytime a comment was made the so called experts leading the call would say well you may fall in the group that can't be transitioned lol - At this point, who's running this integration and second has anyone even provided Sammy the truth about the negative impact on this transition? For the next call, please do not add people who can't speak on Google; instead, bring people on the call who can! We don't need our behaviors on the call to be analyzed; we're not a school project!

Were the previous executives cooking the books or is Sammy just looking for a scapegoat?

Did they get rid of transformation office and the change function? Do we just send out amplify articles and call it change management?

What used to feel like a really collaborative, upbeat place is completely gone. Now it’s all awkward silences, people looking out for themselves, and meetings where nothing gets done. I can’t believe how fast the culture just…evaporated. I hate working here now, and I used to like my job.

Today, I’m feeling profoundly grateful.

Grateful for our firm’s relentless momentum. Grateful for the opportunity we all have to be part of something bigger than ourselves. And grateful—truly—that so many of you still have the privilege of calling Edward Jones your professional home.

As we continue to optimize our operating model and accelerate strategic priorities, we are making some difficult but necessary adjustments to our home-office footprint. Change is hard. But let’s remember: not everyone gets a seat on a rocket ship. If you’re still strapped in, that’s because your work, your attitude, and your resilience have earned it.

To those impacted by this redesign: thank you for your service mindset and the seasons you’ve invested in our purpose. You should leave with your heads high, knowing your contributions enabled this next chapter. I’m confident you’ll land on your feet quickly; after all, talent rises.

To those who remain: this is your moment. Lean in. Do more with less. Embrace the ambiguity that comes with growth. Our clients, communities, and colleagues are counting on your extreme ownership. Let’s turn this into a masterclass in execution—fewer silos, faster decisions, bigger outcomes.

We talk a lot about gratitude here. Let’s practice it. Be grateful for the work on your plate. Be grateful for the challenge in front of you. Be grateful for the chance to build what comes next. Opportunities like this don’t come often.

Onward—driven by purpose, powered by performance.

So from Cameron Bready's exhausting epilogue, the word counter on "change" was absurd. "Change" aka in HR word speak is re-orgs and layoffs.