#culture

“When People Show You Who They Are, Believe Them”. Same goes for companies. They’ve been showing you that they don’t value you or your contributions to the business and you should believe them! They’re not kidding.

You have skills, whether it’s in sales, engineering, analytics, or other. Use those skills to shift to an industry that is more stable and that acts like it values you.

I salute you. You are victims of an inept strategy and an inept and self-congratulatory leadership who clearly do not have a clue about how to turn around things. Anyone who is Band 4 or above should hang their head in shame, complete losers

There's a bit of some odd astroturfing or something going on right before/after the layoffs? Not going to call on anyone here. Mental heath issues? Trolls?

It's very clear by the town halls that he has been in the forefront of that labor force reduction is his goal. Someone needs to get this guy sensitivity training or put a mouthpiece in front of him. He's making it very clear that the people doing the work are of little long term value.

I'm going to hang up this phone, and then I'm going to show these people what you don't want them to see. I'm going to show them a world without you. A world without CEOs,, VPs, politicians, fake markets, fake wars and, A.I, without borders or boundaries. A world where anything is possible.

Why is the Women Lead session being lead by a Man? He rewords what she says and does most of the talking. Can someone tell him to he is not a woman? Another example of Optum not getting it right. I just want him to shut up.

The working environment within the MBP QA team was disappointing, with unprofessional behaviour and attitudes affecting team morale and collaboration.

During my time at FIS, I observed instances where individuals with limited technical knowledge were placed in leadership positions over highly skilled resources. It highlighted the importance of having the right expertise and leadership approach in place.

Makes me want to vomit. Better not be fully transparent when a good percentage of employees are listening on the call.

These questions are making him a little jittery. Bless it.

It’s disappointing to see some employees take weeks off or work from home without concern, while dedicated, high-performing employees face layoffs. Decisions should be based on merit, not relationships.

We know how you love the so called anonymous survey. I'm sure KT in HR would support a survey, but MH knows that it will make him look bad, so No surveys anytime soon. KT keep up the pressure maybe he will resign, so you don't have to continue babysitting him for Apollo.

Can’t believe the CEO just announced Schrute bucks.
I’m like 80% confident he just read the article below and thought it was a magical way to improve morale.
https://peopledevelopmentmagazine.com/2026/06/22/challenge-coins/

All these leaders are jumping ship with a nice financial cushion to fall back on, while the rest of us are left waiting anxiously, wondering what’s next.

If you are debating leaving Truist and are afraid to, don’t be. It’s so much better being away from that place. You will make more money elsewhere and you will be happier. Don’t trust your leadership and hope that they do better because they won’t. Just leave. It will be ok! Not a troll, just a ex employee who got out and sees that it’s all working out.

What’s going on PW UHG org? New CISO, CDO, ETIPs head …. mostly from financial institutions. Any insight?

Something is coming. Right before each transition or layoffs pass downs become a nightmare! Literally, they came in one day said don’t do x,y,z moves . After we did it the night before . So, next day we don’t and follow directions they come in and get upset we don’t do it after they asked us not to.
When this kind of bull starts happening and first shift and upper management starts losing their temper and minds something big is always on the way!

This is becoming quickly one of the worse places to work!

Morale is so bad
Coming in and making fuss after fuss over sometimes the directions they gave to do . Why would anyone want to do this to themselves?

This company especially this particular fab in Richardson is going to run everyone off!!!!!!

Ask questions before you start flying off the handle !

Especially if you are at the top be sure you’re setting the example!

I could not watch. Could someone make a favor and do tldr

McKinsey have been poking around on cost for years why has the T5 layer of managers not been removed. In my experience they largely work from home, demand lots of travel and are blockers to true change viewi g everything through their personal lens.

At many large enterprises like SAP, having a highly concentrated, top-heavy layer of senior executives (like the T5 band) can become a major drag on agility. While senior leadership is necessary for governance, an over-reliance on a massive executive tier often does more harm than good.
Here are some other reasons why a heavy executive management layer can be a bad idea, a waste of resources, and a massive blocker to organizational change:

1. The "Telephone Game" of Communication
   When strategic goals have to travel down from the board through T5 executives, T4 directors, and T3 managers before reaching the people doing the actual work, the original message gets distorted. Key details are lost in translation, and the boots on the ground often end up executing something entirely different from what was intended.
2. Decision Paralysis and Over-Analysis
   With too many high-level leaders wanting to leave their mark, decisions require endless rounds of reviews, steering committees, and alignments. Simple choices that should take days get dragged out for months because too many executives need to "sign off" or feel included.
3. High Compensation, Low Direct Output
   Executive-level talent commands premium salaries, stock options, and bonuses. When a company carries a bloated executive tier, a massive portion of the budget is spent on individuals who manage and coordinate, rather than those who build, sell, or support the actual product. This is a highly inefficient allocation of capital.
4. Preservation of the Status Quo
   Executives at this level have often spent decades navigating the corporate political landscape to achieve their status. Because their success is tied to the existing system, they are naturally incentivized to protect it. Truly disruptive change threatens their established domains, making them quiet saboteurs of radical innovation.
5. Silo Creation and Empire Building
   To justify their premium titles and budgets, senior managers often focus on expanding their "empires"—hiring more people under them and fiercely guarding their departmental boundaries. This breeds internal competition and political infighting rather than cross-functional collaboration.
6. Detachment from the Customer and Technology
   The higher up a leader goes, the further they get from the actual product and the day-to-day frustrations of the customer. Decisions are often made based on polished PowerPoint decks and sanitized reports rather than the raw, messy reality of the market.
7. Death by PowerPoint (The "Tax" on Middle Management)
   To keep senior executives informed, middle managers and individual contributors must spend countless hours preparing status updates, dashboards, and presentations. This "reporting tax" drains valuable time and energy that should be spent on actual execution.
8. Dilution of Accountability
   When a project involves multiple senior stakeholders, responsibility becomes diffused. If a major initiative fails, the layered structure makes it incredibly easy to point fingers, meaning no single executive is held accountable, and the organization fails to learn from its mistakes.
9. Suffocation of Grassroots Innovation
   Great ideas in tech usually bubble up from the engineers, designers, and customer-facing staff. When there is a thick layer of top-down management, these ideas struggle to get noticed. If an idea doesn't align with an executive's personal roadmap, it is often ki-led before it can even be trialed.
10. Heavy Friction for Agile Pivots
    In a fast-moving market, companies need to pivot quickly. A massive executive layer acts like a heavy anchor. Reorganizing, shifting budgets, or changing product direction requires untangling a complex web of executive egos, personal OKRs, and political alliances, making rapid adaptation nearly impossible.

If you have left the company and you're in here moaning, then you haven't stepped away at all.

Xerox has to change. Decades of poor leadership, management and poor execution, coupled with quite incredible world events- remember COVID, have led it, and others in its sector to where it is today.

Many hark back to the days when Xerox dominated; sadly, Xerox didn't invest and didn't diversify then and, like others in the sector, is paying the price now as they attempt to do this against a ticking clock, which ultimately will and does impact employees.

You appear to have decided to move on; good for you. Others have made the choice to stay and support this change, and others will have found themselves stuck.

Many need Xerox to not only survive but beat the competition; they need the income.

Far too many posts on here don't contain facts. In fact, I would go so far as to say they deliberately carry disinformation intended to sow doubt, not healthy debate or even offer useful help, support and advice. That isn't healthy.

Far too many posts carry voices from the past, who are now on the sidelines shooting into the barrel. Let me point back to my earlier statement: it took decades for this to happen; if you were here in the past, you were a part of that decline; be accountable, stop saying 'I told you so' and su-k it up, you helped make this mess.

I don't drink the Kool-Aid, but I need to work; the best chance of me staying in work is to deliver, so that's what I'll do.

A couple of final words: If you're unsure, ask your manager, not some random on here. If they don't know, ask HR; you'll have to wait for a reply for sure, but it'll be correct(ish)(mostly). Don't get caught up in mindless survival assessments with folk on here. Let's be frank: if they knew what the markets did and how they worked, as they claim, they wouldn't be on here moaning and groaning; they would be spending the $ they were making. The last and most important thing. Focus on you, be healthy, don't come in here and worry about a financial assessment made by someone that literally doesn't know what they are talking about and who no longer works for Xerox. If you're struggling, reach out to someone who can help.

Giving the post a negative? You're part of the problem, not the solution.

Within a year, Kroger has been in nothing but turmoil. Kroger has had an interim CEO for much longer than an interim CEO should be in said position due to still unclear circumstances of Rodney McMullen’s quick departure. They have also had incredible amounts of senior management turnover, pushed AI so far down associates throats they cannot even do their job description without someone on senior leadership telling them to have AI do it (effectively to build a repository of prompts so AI can replace jobs), and now this KCC in India that will outsource jobs from Americans all under the beginning state guise of “helping” associates.

Company wide layoffs affecting every facet of the business, RTO mandates for those who are not in power (VP’s and above are nowhere to be seen in the office), and now the fear that within a year your position will be replaced by someone overseas while the CEO gets to tout a $12 million compensation package. How are associates and shareholders supposed to be confident in the future of this business? Not to mention protestors in stores, outside offices, etc. so on top of all this you get to start and finish your day with being harassed because of Kroger senior management’s (common) approach of promising and then reversing decisions. Couldn’t imagine how associates feel.

If this company was not in such an essential industry, this management style built on lies, under delivering, and top down management sprinkled in with a psychologically unsafe work environment would almost certainly land it in financial turmoil. But I guess this all kicked off because of Publix stepping on Kroger’s heels… this response is going down the exact opposite direction.

And I bet Kroger will still market themselves as “your friendly neighborhood Kroger”, with all of the marking materials created by someone thousands of miles away. So disappointed in this company.

The most productive thing you can do today? Embrace JOMO. We’ve all been raised on FOMO (Fear Of Missing Out), but in the corporate world, FOMO is just a polite term for a bottleneck.

If you feel the need to be in every 30-person meeting to "stay aligned," you aren't leading; you’re hovering. If you need to be CC'd on every email thread to "feel informed," you aren't empowering; you’re slowing the engine.

At Verizon, we are architecting an AI-enabled ecosystem to eliminate "the mundane". But tech alone won't give us speed. We need a cultural pivot from "Agreeable to Accountable".

JOMO - The Joy of Missing Out —is the ultimate leadership flex. * It’s the joy of trusting your team to take "Total Ownership" of the talent lifecycle without you in the room.

When we stop trying to be everywhere, we finally give our leaders the space to be innovative and quick. Speed doesn't come from more eyes on a project; it comes from fewer, more decisive ones.

Let’s stop rewarding "presence" and start rewarding "impact."
Who’s brave enough to decline that 4:00 PM "update" meeting and trust the team to handle it? That’s the BOLD standard.

#Leadership #JOMO

I put so much effort into my work and I know it's good. Other people notice and comment on it, but I never seem to get anywhere because I'm not part of the favored group. I don't know why I keep trying so hard.

I used to be proud to tell people where I worked. It felt like a company that actually cared about its people. Now it's unrecognizable.

We have managers who have no idea what they're doing yet they insist on micromanaging every step of our work. You can just imagine how well that works out. To say it's counterproductive would be an understatement. Lay off all the useless managers and see productivity skyrocket.

I have had many great years working for Target but I think that Target is well past being able to return to what it was during its "glory" years. The culture has shifted in a negative way, well-respected leaders have moved on and there is more work than people. Target culture was always a bit of a double-edged sword. It could be difficult to infiltrate, especially if you weren't from the midwest, or weren't a Type A extrovert. That being said, the pride and positivity that people felt in working for Target consistently drove the team to go above and beyond to exceed requirements.

Yes, workload continues to be a problem but it is a symptom of a bigger problem. The biggest issue continues to be Target leadership. You have leaders within Target that (A) Don't understand the work that is associated with the roles on their team or (B) Do not know how to inspire/support their team to address workload or (C) Give the appearance of not caring.

Leaders have been hired from outside Target who did not have either the business skills or people skills to manage and inspire a team. For example, the VP of my area was an outside hire who previously managed a $25M business with 1-2 direct reports for a small, but aspirational retailer. Target put her in charge of a $6B+ business and she is ill-suited to lead people or strategy. She has been a failure and until recently, there was no accountability for bad team surveys or poor sales. The team was blamed and the ex-SVP allowed this to happen. There was finally HR intervention this year but guess what? She the VP is still here and sales are still declining!

My whole point in relating this story is that why should anyone work extra hard, beyond required hours and responsibilities, for a company where you aren't respected? I would have worked around the clock for a few of my past leaders who are no longer with Target because I respected them and they respected me. Hiring a "leader" who belittles her team in meetings, doesn't appreciate all the work being done and has driven team members to seek mental health treatment does not drive productivity or sales.

Bumped from @zy+1kx1vvht4.

It's pretty obvious that Ramon and his team have no clue what they are doing. It's only a matter of time before the company is broken up. Frito can probably be sold off to either Dow Chemical or DuPont since they are all Chemical companies.

3M leadership, listen up. You’ve let go most of the experienced, knowledgeable employees who built this company, stripping away decades of institutional know-how. You’re bringing in outsiders for top leadership roles while longtime insiders get pushed aside. And “Everyday Excellence” looks a lot like a system designed to weed out the overworked people still carrying the load after all the layoffs. On top of that, the new CEO is sitting with weak employee approval ratings around 47%.
If you don’t change course quickly, the risks are real and severe. Innovation will dry up without the people who actually know how to create and solve tough problems. Top talent will keep walking out the door, leaving a hollow operation behind. Quality will slip, mistakes will multiply, and liabilities will grow even worse. Culture and morale are already tanking, which ki-ls execution. Competitors who keep their edge will start eating your lunch in key markets. Short-term margins might look fine for now, but the long-term damage to performance, reputation, and shareholder value will be brutal.
Time to stop the bleeding. Respect the experience that built 3M, fix the disconnect with your people, and make real changes before it’s too late.​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​

Seems like yes layoffs are coming at some point based on what Lanell is saying. A lot of language around "roles shifting" and that "decisions will be made as we learn more"

Between that and AI this company is really trying it's absolute hardest to run itself into the ground.

Is anyone else struggling every day not to just walk away?

I've seen so many formerly dedicated people just doing the bare minimum now. What was the breaking point?

I've been struggling with motivation lately and I think I know why. I've been seeing the people who work the hardest get laid off while the ones who barely contribute get to keep their jobs. It doesn't matter how well you perform, you're just as likely to be cut. Why should anyone care about doing a good job when effort isn't rewarded?

From Bloomberg (paywalled)

“You really don’t need the latest cutting-edge, incredibly expensive model to summarize an analyst report,” Chief Financial Officer Jeremy Barnum said on an analyst call Tuesday after the firm reported its second-quarter results. “So the idea is use the right model for the right purpose.”

bwahahahahahaha.

Charlie Scharf: oh yeah? Hold my beer while I tokenmaxx.

I'm tired of leadership acting like Verizon is a great place to work when we all know the reality is completely different. The facade is going to crumble sooner or later.

I remember when Dell actually pushed us to learn and grow. That seems like ancient history now.

For those who previously worked at CDW, I’d appreciate hearing which VAR you’ve joined and how your experience compares to your time at CDW. Many of us are exploring opportunities within VAR organizations that place a stronger emphasis on coworker value and overall culture, and your insight would be extremely helpful.

Did anyone else notice this when filling out the culture survey they sent out - clicking on any answers on any questions acted normally UNTIL you got to the question of "do you plan to quit in the next six months" - every time you picked an answer or changed your answer a buffer icon would load something and then disappear. The whole team was doing the survey and reproduced it, including our manager (so four of us) Also obviously the survey link is personalised. I think theyre essentially looking at who's sure to leave anyway to make sure they don't lay them off as it'd be a waste of money if theyre quitting themselves anyway and instead layoff people who are still willing to stay and there isnt another easier way to get rid of them.

One of the last rats off the ship or is he sick of leading the rudderless ship? Almost nothing from the c suite and every major position has left the last six months.

No wonder it feels like no one’s driving this ship, except the CIO lighting money on fire with all these new applications and projects that have gone nowhere