#culture

You can tell how disconnected management is from the company and how they never actually talk to people. They get on a meeting and just spew like everything is great. Soon as you address issues they turn a blind eye because it requires them to do something besides say its great. Like actual issues the company has with getting customers service or improving efficiency. Nope, they make it sound like you are the problem when all you are doing is asking how can we fix this.

Checking in to see where everyone is at on the mood elevator? Remember those days?

So, what do those Texans think of your OU and OSU degrees?

Keep spending money (It’s someone else’s laws).

The way they continue to spin our questions into something easily dismissed is astonishing. 'Concerns about layoffs programs.' 'We don't have a layoff program like other companies.' And a swift move to the next question. These clowns are the worst of the worst.

This feels like a textbook example of people believing their own narrative. Instead of meaningful transparency or honest discussion, it’s filled with self-congratulation and carefully crafted talking points.

There’s very little substantive information here. It’s just selective framing, unsupported claims, and messaging that doesn’t align with what many people are actually experiencing. Rather than acknowledging legitimate concerns or difficult realities, the focus seems to be on celebrating themselves and controlling the narrative.

Real leadership is measured by results and accountability, not by how enthusiastically you praise your own performance. At some point, the applause for yourselves has to give way to honest conversations backed by facts.

Me to Claude: should all these people lose their jobs?

Claude: “Thanks for the question. It would appear so.”

For the normal ppl on here if if you have ever wondered what it's like to feel like a retiree watching Fox news 24/7 here you go.

Why are these execs so delusional? The message could not be more clear: pump all your data into our systems so our AI and India teams can cut your jobs. Also, get your a-s in an office even if that means you're staring at a wall.

Cut the execs, watch us perform better without them.

Is three days in Singapore Office, being tracked

RTO?
Outsourcing to India??
OVERALL CULTURE?
LAY OFFS?
ANGRY STAKEHOLDERS??!?

Whats on everyones cards lol

BNY leadership loves talking about “virtue” the way marketing teams love talking about “transformation” — loudly, frequently, and with zero connection to reality.

Our CEO reminds LinkedIn followers that he’s a proud New Yorker of 25+ years, as if residency somehow translates into leadership credibility.

Our Global Head of Wealth and Investments performs the humble‑origins monologue while pocketing compensation that could fund a small college like his alma mater.

And the COO? He champions mentoring interns while spending most of his career perfecting the art of shuttering facilities and escorting experienced employees out the door.

It’s remarkable how consistently these executives wrap themselves in altruistic, philanthropic language while employees experience the exact opposite.

If this is “leadership by example,” then the example seems to be: say one thing publicly, do the opposite internally, and hope no one notices.

But employees do notice — hence the monthly mutinies on this forum.

The workforce isn’t rejecting their virtues; it’s rejecting the performance. Because nothing erodes culture faster than leaders who preach stewardship while actively dismantling and failing to communicate honestly and transparently with the very people they claim to serve.

Wonder if DO is bringing any more people that Frontier wanted to can. He brings over these people that sit there and say Hi to a team one time. Be like im going to be engaged once a month and then you never see them again. Oh look another meeting with leadership turnover. Guess someone exceeded their KPI on word salads. DO should focus more on the actual employees instead of not understanding sales and long winded speeches.

This is right out of Ginni's tired playbook " One quarter does not define a company. Progress is never perfect or linear. But the future is ours to win"

Arvind, read your own headline back. “Company culture was too slow to change.” Not “I set a strategy that leaned on debt-funded acquisitions for five years.” Not “I ki-led a working deployment focus six months ago and had to rebuild it under pressure.” Not “I chased a stock price number instead of asking whether the growth underneath it was real.” Culture. As if the culture is some ambient weather system that happens to a company, instead of the direct, measurable output of what leadership rewards, funds, and tolerates.
Here’s what “culture” actually means when a CEO says it out loud: it means employees. It means the people three, four, five levels below you, absorbing blame for decisions they didn’t make and couldn’t have stopped. You don’t get to spend years building a strategy on acquisitions and mainframe timing, watch the props come due at the same time, and then, when the market notices, hand the bill to “culture.” Culture doesn’t sign off on M&A. Culture doesn’t set the incentive plan. Culture doesn’t decide which function gets ki-led in January and rebuilt in July. You do.
And the board’s own language makes this worse, not better: confident in the strategy, but will “hold leadership accountable for execution.” Read that twice. The strategy stays untouchable. Execution is the only thing on the table, and execution is exactly the layer where the people with the least power to change the strategy live. That’s not accountability. That’s a firewall, built to make sure the decisions at the top never have to answer for the results at the top.
So here’s the honest question, asked directly, not through a euphemism about culture: why is it always easier to say “we faltered” as a company than to say “I got this wrong” as the person who ran it? Why is the sentence “culture was too slow” acceptable in a headline, while the sentence “I ki-led a function I should have left alone” never makes it into one? If you were confident enough to reshuffle the entire org on a six-month clock, be confident enough to put your own name on the outcome instead of a word that conveniently has no face and no bonus attached to it.
Own it, you said. So own it. Not the culture. You

We just got another fun email on oneway dell timesheets. seriously its like nothing works here in any place.

Can't even take holidays like normal person in NORMAL company.

He promised strategic work, when reality is 80% data entry and 20% meeting notes. Should've asked better questions. I thought joining Synopsys would be a good move for my career. I sc--wed up so badly.

When your manager's manager bails without warning, the gossip mill goes into overdrive. We've already got a betting pool going on whether it's a coming layoff or just bad culture. Either way, I've updated my resume and started casually browsing. Call it survival instinct.

I know five people who quit in the past two years, two already reapplied. The startup culture was too chaotic and the consulting firm was 80-hour weeks. I'm not saying this place is great, I'm not delusional, but at least I've learned to appreciate the devil I know.

Didn't speak to me for the entire 10 business days. I already knew I made the right decision to leave, but that just cemented it. Been away for two months and never been happier. Folks, there are places with normal managers and better culture if you're willing to leave your comfort zone.

What will be left of this place once they're done with us? ESPN will not be the same with so many of the broadcasters that made this place what it is gone.

We have so many rumors and so few details. It'd be great if we started getting proper information instead of just little scraps.

The mess we're in is because of incompetent leaders. They got their positions through connections, not skill. And it shows.

Whenever they talk about reducing costs, we're the cost they want to cut. Do they seriously think the company can survive without the people who actually do the work? Not the ones who attend meetings about meetings, but the people who keep things running. We're supposed to be their best asset, but we're treated like we're completely disposable. Job security feels like a distant memory at this point.

Does anybody else have the popcorn ready for the moment Dell realizes they've laid off way too much of institutional knowledge and things are not working as they're supposed to anymore and there's nothing they can do about it? I'm personally fully seated for that moment.

Looking at how things have been run, it's no shock we're in this position. The whole operation is stuck in the past.

Pixar Animation Studios, despite riding high on the success of summer blockbuster “Toy Story 5,” was hit particularly hard in a wave of companywide layoffs Tuesday at Disney.

https://variety.com/2026/film/news/pixar-layoffs-disney-studios-several-hundred-employees-1236817241/

A Very Simple Plan to Reset AT&T

1. Cancel the new HQ project and redirect that capital toward the things that actually matter. Use a portion of those savings to fund a responsible workforce transition and right-size the company for the future.

2. Give employees a choice. Offer virtual status to roles that can be done remotely, and provide location incentives for those who choose to work in-office or whose roles require it. Stop treating every employee the same and start managing based on outcomes.

3. Get aggressive on debt reduction while prioritizing fiber expansion, network investment, and the technology needed to compete.

4. Restore trust with employees, rebuild the culture, and focus everyone on winning instead of compliance.

AT&T doesn’t need more buildings, more bureaucracy, or more policies measuring where people sit. It needs a clear strategy, disciplined capital allocation, and a workforce focused on innovation.

The market rewards companies that make hard decisions and invest in the future. Get the strategy right, and the stock will take care of itself.

internal sentiment at this company is too negative. hard to work with some people/teams with sh-t attitude and outlook as a motivated new hire and outsider, trying to make it work. cant even explain how much worse my last gig was and it was rated one of the best global employers, for years, as fortune 100. opentext is no different than other companies: team, manager, business group dictates all. if you’re developing a 30+ year old product to match what industry solution peers already have……please. like get real about who you are, what you do, the market, the future, and show up with some humility and accountability. /rant

Not sure I understand how this happened. I’ve only been here 5 years, but the Sport Research Lab seems to have crazy low morale. A lot of people are abusing the workplace complaints system to attack bosses and colleagues. It didn’t always seem like this. Now leadership is doing these silly culture exercises to try and solve this huge problem because everyone is afraid of being targeted by their own co-workers.

Is it like this in other departments? Because it’s really bad over here in NSRL.

How is that even possible with all the ** happening here?

In John’s Q2 results email he said, “We’ll need to embrace a market-based culture and continue executing against our 2026 priorities.”

That got me thinking… what exactly does “market-based” mean?

A market-based system generally means rewards and consequences are tied to performance. High performers create more value and are rewarded accordingly. Poor decisions and poor performance have consequences. Resources flow to what works, and what doesn’t work gets changed or terminated… That’s not how this place feels.

For employees, compensation isn’t meaningfully tied to individual performance. Top performers and average performers often receive very similar outcomes, while broad policies apply to everyone regardless of results.

And if we’re truly going to talk about a market-based culture, shouldn’t that standard apply at every level of the organization, including leadership?

A market-based culture shouldn’t just measure employees. It should measure strategies, capital allocation, recruiting, retention, culture, innovation, and long-term shareholder value.

The phrase “market-based” only has meaning if accountability flows both ways. Otherwise, it’s just another slogan.

All of you gloating over the 2% increase in stock price today, just keep in mind that the stock is still 33% lower than it was 15 years ago and pays out only 70% of the dividend. The stock has grown $1.50 since Stank became CEO and dividend has gone down. Certainly nothing to crow about. RTO destroyed a once great American company.

Manika says we have to be on camera when we wfh.

Robin Vince announcing his appointment to the OpenAI board reads like peak corporate satire: the CEO of a bank whose employees publicly describe leadership as opaque, dismissive, and allergic to accountability is now helping steer the future of “responsible AI.”

Sadly, it’s almost poetic. At BNY, Vince champions AI as a “capacity creator,” which is a polite way of saying it helps leadership know more, move faster, and replace people more efficiently — a theme not lost on the thousands of workers and former workers posting their experiences on this forum.

His statement about deploying AI “responsibly, securely, and with strong governance” lands awkwardly when employees can’t even get responsible communication about layoffs, offshoring, or the never‑ending transformation cycle. And the part about AI benefiting “all of humanity”? BNY staff might settle for it benefiting even just a fraction of its workforce.

The real comedy is the humility act — Vince describing himself as “humbled and grateful” while employees describe him as absent, evasive, and increasingly disconnected from the reality inside his own institution.

If OpenAI truly wants to understand how AI impacts people, they’ve now got a board member whose own employees already feel like failed test cases.

How can someone who is so out of touch possibly guide humanity’s future while BNY employees can’t get straight answers during his entire tenure with the firm?

Eliza? . . . Eliza? . . . Can we get a little help here?!?!

Are we submitting questions or assuming that even with the format pivot we aren’t going to get real, honest answers to questions.

Personally, I hope people submit their toughest questions and demand accountability from MKW. It’s been a sh*t couple of years and that’s largely on him and the rest of leadership.

So who's ready for the sh-t show TOWN HALL tomorrow. Anyone have any TEA to discuss? good luck everyone we usually see the storm the following week.

Sit up straight and take note: The key highlight from the Raytheon Global Town Hall is Raytheon is hiring and hiring bodies -including your kids, grand kids, neighborhood friends and family members, the local bartender, the bagger at the grocery store, kids at the carwash, telemarketers... there is no need to have any experience as one can make a career at Raytheon attending meetings or training without the expectation of performing any work. Even those with a tepid pulse whose only skill is to occupy a chair need apply as Raytheon is anxiously awaiting your arrival with open arms.

Just my opinion, but after the last organizational shake-up, I wouldn’t be surprised if history repeats itself.

One question I keep coming back to: A.C. championed the “ways of working” in the previous CXO organization. Has anyone objectively looked at whether those same approaches may have contributed to some of the challenges the organization faced?

Hopefully the new organization has a different outcome—but time will tell. 🍿

Whats new or different on your review and goals being stressed? Im assuming when mine comes it will be more hyperventilating about using AI and being pushed in thinking of new ways to use AI or commit to taking some type of AI training or certiications. Seems like this will all be used to eliminate anyone not 100% in on the AI cult mentality.

Matt Carr had an all hands yesterday. He said we need to move on from the laid off employees, was laughing the entire time and came off as an arrogant fat man. Not to mention, was complimenting women for looking good, super weird. There was a tornado warning alarm that went off and he dismissed it and kept the call going. He’s not fit for that job. What makes him a psychopath more than anything is that he promised no more lay offs but we all know that lay offs will continue. These “leaders” are clueless.

the work you do is meaningless. This job is meaningless. They don’t care about you. Go find a better job. This company will never recover from this. They are programming you to endure this type of dystopian workplace nightmare don’t accept it. Run. Layoffs will continue. Org charts are still bloated.