#communication

All hands ? What is that deal with that

Writing was on the wall.
Was waiting for the failures to stack as I remember being on the VAR side and not even being able to communicate with anyone at Atlassian unless I provided them with what seemed like a Wikipedia full of details to just receive a call back (I'm not d-mb...they want all the info to take lead and minimize leverage for the VAR contact)
Well...in a fast moving environment like tech/software/security...there are alternatives/competitors who make it easier to partner and deal with.
I could only imagine what support is like for customers once they are trapped.
The 800 # and those 3 layers deep...horrendous (I got better outcomes calling fast food places with questions).

funny how hard they would push them and now they've been quiet about it for almost a full year

When, where, and number of affected workers would go a long way to allying fears and improving mental health as well.

It would also dispel rumors of large layoffs and improve optics with the media.

https://howtocenterdiv.com/beyond-the-div/nobody-pushed-back

Every major architectural disaster has the same structure underneath: there's a technical, visible problem, someone — usually more than one person — can see it, but pushing back costs something, so the decision passes under the name of "alignment" and eventually the system breaks.

TLDR: Most architectural disasters aren't a knowledge problem. The engineers knew. Speaking up just wasn't worth it.

Were all the teams notified of the 10% cuts?? Or are there still notifications to hit this week?

It's always amusing seeing Fran suddenly go quiet on LinkedIn when layoffs are announced, laying low, before she can return to posting about how people driven her company is

Were there calls held with various teams about the upcoming layoffs? Was it only a Directors call only, AD call, or were the calls held with the teams potentially affected. I am in an affected group per these post but was not invited to any call Friday.

It's been so helpful when managers explain processes in this debacle. It's a risk for them to do so, but it is much appreciated. The struggle here is real, your perspective is invaluable.

Somebody posted under the Gas Prices thread that a memo went out regarding a change in the WFH schedule for Burlington due to insufficient parking for CFS employees. I did not get this message. Can anybody confirm this? What is the change and when does it start?

Did everyone get the meeting to discuss the state of the business on June 4th

Manager here - I have not heard one bit about PEGA. Was this rolled out only to certain states/plans or roles? I'd assume if it was implemented in my area I would have heard at least rumblings from others in management or something formal but also who knows...

It makes HCSC look stupid. Just wow.
A healthcare company that doesn't sweat the details when communicating with 30 million people.
Stupid.

Economic opportunity is one of the societal issues of our time, and Linkedin has been and will continue to be the platform that professionals and companies turn to as they navigate the changing world of work. For us to meet this moment, we must ready ourselves to deliver a step change in impact across our products, businesses, and platforms, while continuing to operate more profitably. We need to reinvent how we work, with agile teams focused on our highest priorities, and by shifting investments toward areas such as infrastructure to fulfill our mission and vision over the long term. This requires hard prioritization and tradeoffs.

Today I'm sharing the difficult decision that I, along with our leadership team, have made to reduce roles across GBO, Marketing, Engineering and Product. If you are impacted, or proposed to be impacted in EMEA & APAC, by these changes, you will receive a calendar invite to a notification meeting within the next hour. For impacted teams, you'll learn more about your org-specific information from your leaders shortly, and updates will be added to go/CompanyExchange throughout today.

In addition to role reductions, we are scaling back investments in some areas including marketing campaigns, vendor spend, customer events, and underutilized office space, so we can focus teams on priorities that have the broadest impact with the highest ROl. You will receive details about these changes from respective functional leaders.

I want to acknowledge and thank those who will be leaving Linkedin. You have helped build LinkedIn's culture and platform into what it is today, and I hope you are proud of the lasting impact your work will continue to have on our members, customers, and colleagues.
For those staying, first and foremost, I would like to invite you to support our impacted colleagues. We will move forward together with focus and clear priorities to reach our potential as the platform that the world's professionals and companies increasingly turn to.

Thank you, again, to our teammates who are departing, and to everyone across LinkedIn who continues to show up and support each other.

Dan

BCC: All Global Employees

Cengage (and all textbook companies) have a major culture problem. These aren’t serious people. Everyone outside the companies talks about it.

What they deem as productivity measurements are distractions disguised as productivity. Constant Slack check ins by managers with emojis like a parent checking in on their children, the million Slack channels that are created, the utter useless salesforce boxes that have to be checked- and they wonder why they have stagnant growth. Teams Meetings that could be emails where everyone is in the chat sending gifs, getting asked immature d-mb questions and they want you to put your answer in the chat. Absolutely NONE of these items drive growth or productivity. It’s a culture of immaturity that are checking boxes that make them look like they are working and contributing. The hours wasted are immeasurable.

Everyone knew Slack was a massive distraction and doesn’t drive growth or sales 10 years ago. It should be used for acute things, not on the daily. Always behind the curve.

Every week: new awareness mail, new policy, new mandatory training, new dashboard screenshot. Engineers asked for AI acceleration - instead they got Outlook copilots managing Copilot.

Has anyone got any clarity on this?
Like from FTS HR?

My contract states hybrid, but there's legal ease in there... I really can't go in full-time and would not have taken or applied for a full-time in-office role since it is not feasible for me. Worst case, I could ask my FTS and let folks on here know what I hear...

But FTS is most of the time beyond useless and just gives you a vagus runaround on things.

Any word on this being reverted? Do they actually care about our attendance? What the heck is going on and why wont they talk to us.

So what are the core hours you are supposed to be in the office? Execs have a tantrum if it just so happens people are in a meeting in another room or they are walking in at 8:30 and no one is in yet. What is the expectation?

Is it a bad sign when the Man you work for does not want you to communicate with your teammates on M.S. teams?

Is it really tracked by badge swipes?????

Looks like nothing is happening. We live to stress another day.

Watched the SAP Sapphire keynote. Embarrassing.

Speaker after speaker, palpable stage fright. Forced enthusiasm, unnatural pauses, reading slides like middle school presentations. You'd think a $30B+ company would invest in actual public speaking coaches, not just PowerPoint designers.

How you say it matters more than what you say. Every awkward "game-changing!" inflection ki-ls credibility faster than a missed quarterly target. Audiences aren't stupid. We see the anxiety. We feel the disconnect.
This wasn't visionary leadership. It was a $500k production budget wasted on executives who can't connect human-to-human.

Fire the presentation trainers. Hire actual speech coaches.
SAP sells trust at enterprise scale. Start with your keynotes.

Pretty much sums up corporate planning and ideas. Maybe people would forgive our mistakes, if we offer 40 channels on the CB ?

Yeah ….Right good Buddy …

At Western Union, the vibe has changed completely over the past few months. Teams are thinner, expectations are higher, and there’s a lot of silence from management after recent internal emails.

...or any information on how the requirements even work with VDIs. Does connecting to the VDI on a personal machine from USB wifi so we can use conference rooms count? Or only the thin-client through the Ethernet from the desk? Are we supposed to claim a desk when we're at the office even if we don't use it for tracking purposes? Who knows.

How is the world can we be held to these numbers when they won't even communicate to us how it works. This is basic leadership 101 stuff. Unprofessional and unethical.

Why is it so difficult engage with the executive during the town hall? So much skirting around. Just get straight to the point.

I've been here long enough that I've lost count of how many times I've raised the same concerns. Bad communication, broken processes, terrible leadership decisions. Every time, I think maybe this time they'll listen. Every time, nothing changes. And somehow, the act of complaining never gets old. Maybe it's because the problems are still there, or maybe it's because complaining is the only thing that reminds me I'm not crazy for being frustrated.

I've learned to expect the opposite of whatever leadership says in town halls. That's usually closer to the truth.

Do they really thing they are reassuring anyone when they say: "Over for now" & "Nothing planned"... Anyone who has an option should consider this as a clear sign about what to do. This fuzziness, double speak and silence from executives creates nothing but rumor loops and anxiety. What a way to lead...

In Aug 2025 it was told by leadership that due to performance we did layoffs.

Is this true? Nobody I know has gotten one. They are usually sent out the day before or the day of.

I am so fed up with it, multiple rounds, assurance, ghosting - repeat. Multiple follow up, no ans. I can see the number in the signature, can I just jump on a call? How bad it could be? I really want to understand what changed after that point which was not noticed earlier?

What the heck was this boring useless and common sense drivel?????

Hot mess….

Nobody knows whats going on with it…

Doesnt usaa know that a good portion of employees do not deal or interact with members?????

It makes everything so much more stressful. Not that I expected them to care, but still.

1) Do you feel you understand how we will move forward? 2) Do you think we are just getting started with layoffs? In my view 1=no and 2=yes, also, execs 100% botched communication on this one.

Why do they have to stay so vague? Why not give us the exact number?

This feels lame. It was clearly prepared and just a long running poor AI voice reading. How can the CEO do that? The head of our company cannot speak at the earnings call?