#culture

Anyone else psyched to be at the front lines of angry students and parents when rush hits? It’s so unbelievably stupid to allow orders for items we do not have and not tell the students we have to source these items somehow and it will take weeks. Oh and we can’t cancel items. And can’t cancel orders. But customer service is so so important!!!

Hey MW and Executive Leadership,

Man up and address the turmoil and stress you all have caused the company since 2020. Employees are exhausted and morale has hit rock bottom and is still trying to dig lower. Bring some kind of positivity for employees and remember the country and people who have made Chevron successful in its long tenure. Offshoring is not patriotic or right. You have to have some bit of good voice left in your soul. Use SETH to right some wrongs and grow a spine.

Anyone else hearing rumblings of RTO five days a week?

If true, 3M is returning to the Stone Age and this is BB attempt at getting more people to quit. What a joke.

I've been at the bank long enough, and in enough different roles, to finally understand how the place actually rewards performance.

The reward for hard work isn't recognition. It isn't career growth. It isn't additional compensation. It's more work.

Not just any work, either. You get handed the complex, politically sensitive, high-risk initiatives that everyone else has quietly managed to avoid. The kind of work where failure has consequences, success is expected, and if you somehow pull it off, leadership thanks you by immediately assigning you the next impossible project.

Competence isn't rewarded here, it's exploited.

The irony is that the less capable you appear to be, the less you're expected to do. People who consistently fail to deliver, miss deadlines, or spend more time trying to hand off work than actually completing it somehow develop an impressive track record of failing upward. They become experts at managing perception instead of outcomes, while the people actually producing results are too busy carrying the organization to spend time marketing themselves.

Then there are the teams that seem to have won the organizational lottery. Small teams. Clearly defined responsibilities. Minimal scope creep. Leadership that actually protects their capacity instead of treating it like a public utility. Flexible delivery timelines. Dedicated administrative support. They get measured on exactly what they signed up to do.

The rest of us? Apparently our job description is simply "everything else." Need another critical program? Give it to the team that's already drowning. Another governance function? They'll figure it out. Production support? Add it. Executive requests? Sure. Regulatory deadlines? Why not? Twenty-four-hour operational oversight? Of course. After all, they've always found a way before.

Then leadership has the audacity to act surprised when capacity becomes an issue. The best part is pretending this is all accidental. It isn't.

Leadership has the reporting. They have the staffing numbers. They have the capacity plans. They sit through prioritization meetings. They review resource models. They approve organizational structures. They know exactly which teams have half the support and two or three times the responsibility. They know which groups are expected to supervise critical operations 24 hours a day, 365 days a year while simultaneously delivering strategic initiatives.

They're not uninformed. They're informed enough to know exactly what's happening and comfortable enough to let it continue. When you escalate the issue, you get the standard corporate script.

"Prioritize better."

"Focus on the highest-value work."

"Be more strategic."

"Challenge your assumptions."

As if no one has ever considered making a priority list.

You can spend weeks documenting workload, mapping every deliverable, demonstrating capacity with actual data, and proving mathematically that there aren't enough hours or people to accomplish everything being demanded. The response?

"We understand."

Translation: We have no intention of changing anything, but we'd appreciate it if you'd continue accomplishing the impossible so we don't have to explain the problem to someone above us.

The most frustrating part is that leadership often mistakes resilience for excess capacity. Every time a team sacrifices nights, weekends, vacations, morale, or retention to somehow meet another impossible deadline, leadership congratulates themselves on successful planning instead of recognizing they've just normalized another unsustainable expectation.

And so the cycle continues.

The competent become the organizational pack mules, carrying increasingly impossible loads because they've demonstrated they can survive them. The underperformers continue to enjoy manageable expectations because no one expects much from them anyway. Meanwhile, leadership points to another successful delivery as proof that the current operating model works, blissfully ignoring that it only works because a handful of people refuse to let the wheels come off.

At some point, you realize the system isn't broken.

It's functioning exactly as leadership designed it.
The people doing the work absorb the cost.
Leadership gets the credit.

And every year, everyone wonders why the people capable of carrying the organization eventually stop volunteering to do it.

The board extended the old man to December of 2028 Verizon is sc--wed

At&t loves a good slogan they can jam down everyone's throats as if that's going to change anything with how terrible the company actually is. Stinkeys "Marketbased Culture" is the latest. "Fast. Friendly. Fixed" is the other and both couldn't be further from reality. Anything to deviate from highlighting the fact that MOST anyone L3 and higher are overpaid, have nothing valuable to contribute and actively waste everyone else's time DAILY. THE ONLY REAL REASON anyone is still working here (and I will say for the majority of people) is the job market is also so trash right now, no one can risk being out of a job for an extended period of time especially if they have homes and families. That whole "just leave" argument is cute though.

What the He-l is going on at Arbroath? Management claim everything is dandy but machinist’s standing around with no work, zero material In the yard, it’s looking bleak. It certainly can’t continue or be covered over for much longer.

Verizon needs to skip Hans/DEI 2.0 and announce Verizon 3.0.

Verizon 3.0 is going back Verizon 1.0 and motivate/reward performance on results and execution. Call Denny Strygal/Ivan.

It's impossible to execute with current Board and C-Suite Team.

Go back to skip levels and ask high owrformers what needs to be done.

Start with VCG groups.. learn why desoite having superior fiber in SFU/MDUs over 25 years.. broadband still under 50%.

Then attack Small Businesx and remove sales friction.

The Vz Culture and lack of empowerment and leadership talent will ensure competition continues to as$ kick Verizon in marketplace.

What was your assessment feedback? Share the most useless and inactionable feedback you received this year.

The only reason for promotion these days, outside of sponsored HiPos, is to replenish the PIP fodder at the bottom of the next CL rank group.

They need new non sponsored persons to focus downward pressure onto.

The unrest is Real.

If they cut heads and get another $5B in free cash flow? Personally, doesn’t mean you’re smart to just cut heads, anyone could do it. Where are the new products, the innovation, the “I wanna work there” moments? I still fail to understand how Board supports a one-trick pony.

AI is not a strategy

Work habits of employees at Oracle has worsened drastically in recent days. Every one going behind AI and trying to assume responsibilities of others.
More like I can also do your work (so we don't need you).

Reduced dependencies inside Team. There used to be a lot of discussions on code base, No one is talking to each other often now.

People using more AI to board more enhancements. But they dont understand how much cr-p they bring.

In my department of 25, at least 10 are actively interviewing. The rest are too tired or too scared to start.

Younger hires are coming in, older ones are going out. And the exits don't look like performance issues. It's a shame how little this place cares about institutional knowledge.

There's no such thing as job security here anymore. Just the illusion of it until the next email.

Three people left last month, two to competitors, one to retirement. Zero backfills. We've just accepted that this is our new normal.

I try to teach the newbies the ropes, but they're on their phones or walking off mid-explanation. Maybe I'm just old-school, but I thought you were supposed to actually learn the job once you join a company. Isn't that the minimum requirement? What's their game plan here?

It's waste of time. I applied for over 80+ positions in the past 4 years, for promotion roles. I got few responses and like may be 5 or 6 initial interviews. Except one position, I am pretty sure that all other interviews are fake and they just interviewed me for documentation purposes.
Everything else is an automatic rejection email. Internal mobility for higher roles is a SCAM!

Bumped from @bk+1kxk1gpmb.

https://sports.yahoo.com/articles/clearly-got-woke-building-ex-185218193.html

I asked my director about project priorities and he said he'd check with his boss. Three days later, still no answer. It's managers all the way down, and nobody at the top knows anything either.

In the last 15+ years, we've had two incompetent CEOs, countless reorgs, several acquisitions where we bought for premium prices and sold for cheap, and a complete erosion of culture. I think the rot is so deep at this point that any new leadership would need a miracle, not a strategy to fix this mess.

We keep getting vague emails about stuff like strategic alignment and zero details about layoffs, budgets, or direction. Basically, anything that truly matters. We're at the point where the grapevine is more reliable than any official channel. That's not a management style, that's damage control.

I asked our newest hire why she joined despite so much bad press surrounding Verizon and cuts. She said the recruiter was really persuasive and she needed a job fast. Not even a month in, she's already updating her LinkedIn. I'd like to laugh, but than again, I'm also stuck here so it's not that funny.

So many rounds of layoffs in just the last 12 months and zero strategic vision, nothing but cost-cutting bandaids. I've watched talented people walk and mediocre ones get promoted, absolutely no logic behind it. My job search started last week, and I'm not looking back.

Strong earnings streak, stock up, that probably means we should consider ourselves safe for now because Dell would never lay off employees amid great results, right? Right? (Yes, I'm being sarcastic, in case it's not painfully obvious.)

When do we really need to fix the leadershit at this shitTel place to save employee layoffs ?

I am really tired and sick of this

AK is all over the media doing damage control.

https://www.foxbusiness.com/media/ibm-ceo-addresses-wall-street-tech-panic-after-delayed-enterprise-software-deals-surge-back

IBM CEO: Prices for a lot of infrastructure components have gone way up --
https://www.youtube.com/watch?v=F2dFAk5fpq0

IBM’s Krishna tries to reassure investors that AI won’t disrupt company’s software unit --
https://www.cnbc.com/2026/07/23/ibms-krishna-argues-that-ai-wont-disrupt-software-unit.html

IBM's Krishna argues that AI won't disrupt software unit --
https://www.cnbc.com/amp/2026/07/23/ibms-krishna-argues-that-ai-wont-disrupt-software-unit.html

I think we’ve seen enough.

I cannot believe how absolutely ridiculously this organization operates.

A meeting ends and these id--t managers think another meeting is needed to follow up the just finished meeting.

How about hiring some competent people then you won't need to have irrelevant meetings wasting everybody's time?

Should I take it as a sign? Lol.

Every day it's the same slop. "We have to use AI in everything we do". Write code? Get AI to do it! Review the code? AI! Write an email or post a message in Teams? Better use AI for it (the ems and the emoji use always give it away; "it's not just x - it's y")! Every post, every message, AI slop images, AI slop text, literally inescapable. I feel like the cult mentality around it is just eating away at people's brains, it's a twilight zone episode. I get we have to copy what every software company does, but isn't there someone near the top seeing the massive bubble about to burst, the cost of token consumption, and the general brain drain that comes from offloading every single task to an agent or a chat bot?

If that is even true. I know you people don't want a two class society at USBank but leadership caused this mess. If remote employees can be grandfathered then past employees should have been given a route to become remote too.

GK said it was brave to have their name attached and fake laughed it off

I’d say 50/50 chance!

Gunjan just said that remote employees are being grandfathered in. Can we please stop the fear mongering now?

Is this the most tone deaf, worthless, let them eat cake townhall this company has ever had to date? I think so...