#culture

1. Unethical Leadership
2. Brown nosers
3. Everything else

That's all. Thank you.

There is a lot of negative sentiment here, so I want to focus on the positive stuff and why I appreciate BNY:
1) 7% 401K match - more than most financial services firms (for example, Morgan Stanley gives 4%)

2) Pretty generous vacation entitlement

3) If you leave the company, they pay for the vacation days you haven't taken

4) laid back, friendly culture in most groups

Why is there no structure at Verizon? Someone in Leadership in retail, who hasn't spent 2 weeks in a direct business sales role can move into leadership in the b2b channel. When did they prove their marks, show their grit, make their strides?

Someone in a AE role can jump to a senior leadership or AD role? When did they work with the larger customers in between, learn to navigate large business, share ideas on winning the deal?

Someone from any other role overstepping into a leadership role, or senior role, that others are already working towards. Why? Why no structure? Why no set steps? Why not automatic advancement based on seniority and the ability to opt-in...

Wouldn't it make sense to say you can be anything you want at Verizon l, just follow the steps.. have some structure

I just got tasked with completion this survey. I did then basically take offshore over the coals.

It's a relationship that is not collaborative, and definitely not a partnership.

Offshore has no skin in the game, has no oncall duties. Why we have Offshore is stupid.

Offshore provides estimates, but they don't even present it to the customer, the onshore TFAL is expected to handle it.

I get that Gainwell does it to save money, but how is handled and executed is utter cr-p.

I'm currently still employed by Gainwell until I get a job elsewhere.

What an absolute lawyer type statement and I'll say it - it's a lie. We are on a hiring freeze and you know it. Be sure to add that little part about contractors too. Counting that one grain of salt on a beach and saying the beach is made of salt is what you and the rest of the clown show are doing. One req here and there for an EIC or sales person doesn't move the needle forward.

• Maurice Smith, at today's town hall.

Brain dead.

Also: he says culture is strategy.

He means culture eats strategy for breakfast.

It is a famous quote.

From a book.

You know, the things he says he does not read.

Welcome to Xerox, where we tout our Fortune 500 status (likely will fall pretty soon) while changing and adding new systems for our sales teams without sufficient training, no change in expectations, increasing the pressure, disincentivizing big sales, and not fixing the things that still don't work beforehand.

Should we fix the poor Hubspot integration before adding a totally new frontend? Nah! You'll be fine! Should we fix our client facing websites and services before changing demanding higher volume of sales? Nah! You just need to execute "faster". And the list goes ON and ON. Oh, and let's dissolve the sales training leaders while we're at it so new hires are at the mercy of the sales team they are joining, thus becoming a burden.

I now have 10X more responsibility I had before without 10X the pay. Once I get my next job, I am OUT of here. I wish everyone the best.

Jill listens to Nickelback.

This video describes perfectly the type of people who advance at 3M. Hint: not those who work the hardest neither the ones who deliver results.
Does the wolf remind you of any leaders?
https://www.youtube.com/watch?v=outRuy6jrKY

Which of these does AT&T actually care about?

Silly question, we already know. Sure, fuel is expensive but people are even more expensive. Think about this, one mediocre L2 PM can cost the company upwards of $200k. That's 40,000 gallons of fuel necessary to keep our fiber team doing the only thing we can do to make money.

If the federal government were to issue an emergency order requiring companies to reduce road and air travel by 1/3rd in exchange for other tax incentives, you can bet you're behind AT&T would jump on board. Remember, Stankey's AT&T is all about the dividends. 100% RTO and relo are severance-free layoffs. Fewer employees = more free cash = better dividends.

States have spent billions on trying to keep drivers off the roads. Companies like AT&T could not care less. The environment is only an issue when it is trending. Just think, in the DFW metroplex, we have millions of cars on our roads every day. A 30 mile trip in your car produces upwards of 25 pounds of CO2 gas. So, 1,000,000 cars produce 25 Million lbs of CO2 gas, every 30 miles! Think AT&T gives a shot? Nope. There's no money in it. They are like little parrots saying "return to work, return to work, return to work"

So, we can complain or we can find other jobs. And, despite the loser narrative, there are jobs. Its just that working at AT&T is bad for business. We aren't exactly in the 'highly sought after' category. Fact is, AT&T loses a lot of smart people every day. Smart people find jobs. Most of us, however, stay because this is an easy ride for ridiculous $$$. We all know it, so let's be honest. Who here actually works a solid 20 hours a week? Do you really think AT&T doesn't know that they have created a company of slackers?

Fuel Cost, Pollution, or Lazy Employees working from home; which one do you think AT&T cares most about?

So exciting!!! Will we learn Maurice’s favorite Cookie flavor? Action hero? Thoughts on the upcoming World Cup?

What will he read to us today?

Ynon goes hard on Mondays. Good luck to all

He’s so obsessed, and wasting millions

So they're trying to push out the "older" sales reps. How is this allowed?

Whoever come up with this migration plan should be fired on the spot. What a complete sh-t show. No support. These leaders have no clue.

Not that we weren't one before, in a way. Now it seems to be the actual vision.

….well here is my new AI skills showcasing a tale around the Humana experience in the last 8 months.

Once upon a time, in a kingdom not marked on any map, there stood a towering castle called Evergain. From the outside, its golden spires gleamed with promise, and travelers spoke in hushed admiration of the opportunities said to lie within its walls. But those who worked inside knew a different story.

The ruler of Evergain was a calculating figure known only as the Steward. Cloaked in polished words and grand proclamations, the Steward often spoke of loyalty, fairness, and shared success. Each year, the Steward would gather the castle’s workers—scribes, builders, planners, and keepers—and speak of how deeply their contributions were valued.

One winter, as frost clung to the castle windows, the Steward announced a grand offering: an Early Departure Pact. Those who accepted it would be rewarded with generous coin and the chance to leave their duties behind with dignity. The hall buzzed with cautious excitement. Many who had long served the castle saw this as a rare and welcome gift.

But there was a catch.

The Steward declared that certain roles—those deemed “critical to the kingdom’s future”—were forbidden from accepting the pact. These workers, who often carried the heaviest burdens, were told they were too important to leave. While others were given a choice, they were bound more tightly than ever.

Still, many accepted the offer and departed with relief. Yet not long after the farewell feasts had ended, something strange began to happen. New faces appeared in the castle—fresh recruits filling the very roles that had just been vacated. Whispers spread through the corridors: If the roles could be filled so quickly, were they ever truly meant to disappear?

Meanwhile, those labeled “critical” found their situation growing heavier. Despite their increased workload and unwavering service, no additional coin was granted to them when the time for raises came. The Steward praised their importance in speeches, yet their purses remained unchanged.

Then came the Festival of Rewards, when bonuses were distributed based on the kingdom’s success. In years past, this had been a time of celebration. But now, the coins handed out were fewer than expected. The Steward explained that the kingdom’s fortunes were tied together—that the performance of all determined the reward of each. And so, even those who had labored tirelessly received less than they had earned.

The workers began to see the pattern clearly.

Those who could leave were encouraged to go—but then replaced.
Those who could not leave were praised—but not rewarded.
And all were told the system was fair—while feeling, deep down, that it was not.

Among them was a quiet group who began to speak—not loudly, but persistently. They did not shout or rebel. Instead, they shared truths, compared stories, and held onto a simple idea: that words alone were not enough, and that fairness must be shown through action.

Over time, their voices grew stronger—not through force, but through clarity.

And though the Steward still ruled from the high tower, something had shifted in Evergain. The illusion had cracked. The workers no longer mistook polished promises for justice, nor praise for fairness.

And as in all good fairy tales, that was the beginning of change.

Such a poor ELT! no vision, no direction, no leadership but just a group of fools that don’t understand market trends but only know how to through fancy slogans to the air.

Those who are too lazy to be in the office for 3-4 days a week don't care about their job and their career

I brought up a concern about pay differences and suddenly everything changed. Conversations got colder, expectations shifted, and the tone turned noticeably different. It didn't take me long to realize that speaking up isn’t actually welcomed. Even small interactions have become awkward after that. Needless to say, I've learned my lesson. Staying quiet is safer than risking a target on your back.

A strong organizational culture is critical—once it erodes, the organization risks becoming rigid and ineffective. I’ve observed a growing pattern where hiring and leadership decisions appear influenced more by familiarity or networks than by merit and capability. When talent is no longer the primary driver, and internal politics begin to outweigh performance, it can weaken long-term innovation and competitiveness.

If this trajectory continues, there is a real risk of repeating the challenges we’ve seen elsewhere in the industry. Sustaining success requires protecting a culture that prioritizes merit, diversity of thought, and strong technical leadership.

Is The Chevron Way just a slogan for you? Or do you think it actually has some substance.

Once a giant now a mouse

SB (Stevo) dips a Dunkin’ donut into that lukewarm excuse for coffee… pauses… little gleam in his eye… bodyguard standing there like he’s protecting nuclear codes instead of a guy marinating pastries.

I mean, I find the whole thing hilarious. Is SB still out there galavanting across the country giving his nonsensical TED Talk cosplay about “reinvention,” while reminding everyone no one messes with him because he’s the big bad CEO of… Xerox? Xerox. Let that sink in.

Meanwhile, I check the stock every now and then and it looks like it’s being actively vacuumed into a black hole. Honest question—how long before it’s under a buck? 30 days?

And every time I check the stock, I swing by the old layoff site like it’s a weather report. “Ah yes, 100% chance of people getting axed with a light breeze of corporate optimism.” What amazes me is there are still folks in there thinking, “If we just get rid of SB… or Bruno when he was there… THEN things will turn around.”

Bruno was at least entertaining. Gold chains, hair plugs, that overcooked New York accent—like a discount My Cousin Vinny extra who wandered onto a corporate earnings call. You just know he was peeling out of parking lots in an ‘80s Camaro blasting Springsteen, headed to “reinvent” something that absolutely did not get reinvented.

Watching those two was like a low-budget reality show:
“Tonight on As the Copier Turns—we reinvent the company!”
Cut to next scene: “Sell more copiers or we’re shutting the lights off.”

The whiplash was impressive.

Here’s the part no one wants to say out loud: it’s a dead industry. It’s not “struggling,” it’s not “transitioning,” it’s not “pivoting.” It’s dead. Gone. Buried. We’re arguing over how to rearrange deck chairs on a fax machine or typewriter.

And no—no amount of white-trash Ken Dolls in slim-fit suits are bringing it back to life. Especially not wrapped in that special blend of Xerox arrogance where everything is somehow the customer’s fault while the company lights itself on fire.

Xerox isn’t “on the ropes.” It’s irrelevant. Completely.

LinkedIn tried to suggest Xerox jobs to me the other day. I actually laughed out loud. Who is signing up to board the Titanic after it’s already snapped in half? “Yeah, I’d love a role in mid-ocean operations, preferably underwater.”

I genuinely don’t understand why people are still there. Why? I’ve been gone over a year—make 3x the money, zero stress, and I no longer wake up wondering which coworkers vanished overnight or which customer is furious because we’re somehow violating a contract we wrote.

Even if… the industry magically came back, Xerox still wouldn’t make it. You can only disappoint customers, ignore problems, and double down on nonsense for so long before the bill comes due.

And it’s due…

VA has zero understanding of technology or operations. Most of what he says are just polished filler phrases he’s relied on for years, rather than real substance. Someone please end this misery.

Nike Leadership (2020 → 2024) from Publicly Available Reporting

• Women (Leadership): +7.6%

• Men (Leadership): −5.5%

• U.S. Racial/Ethnic Minority (Leadership): +17.2%

• White (Leadership): −7.0%

Share price nosediving.

CK and iceman DA staying.

MA probably being replaced by JG, the person responsible for messing up HPOM by making DMs people leads (rumor has it that Marty Cagan has disavouwed SAPs HPOM implementation also due to this).

Chuck gone, RIP.

Are we doomed?

Too many old timers in powerful positions just playing game of chess with their resources, shameful. Destroying lives.

Not just to the culture, but to having a direction that makes sense. All these reorgs and layoffs feel like they're just propping up the stock price. Because I sure can't see any other purpose.

HP has spent years testing how much friction its customers will tolerate — DRM-ink cartridges, firmware that blocks third-party supplies, and a CEO who called non-subscription customers a "bad investment." Forced wait times fit the pattern: treat the customer as a cost to be minimized rather than a person to be helped.

https://boingboing.net/2026/03/20/hp-made-support-callers-wait-15-minutes-on-purpose-even-when-agents-were-free.html

Unreal so sad the site is in disarray and big management couldn’t care less.

This organization looks very strange, I mean the domain merger and the fact that VPs report to VP. On top of that, there are strange creations like Tech Mod, a lot of in-house solutions and a lot of lazy engineering dinosaurs in various positions from Sr Dir to Engineer level, on the other hand, the huge layoffs can destsbilize engineering teams and stability of systems/infrastructure for Nike business.

I realized just how much I hate and dread my job the moment I realized the relief and happiness I feel come Friday. It's almost physical. Is this really how we're going to live our lives until retirement? I have at least ten years to go, I honestly don't know how my mental health is going to take it.

Wowzer. Cant believe they just dropped this in that meeting. For those who are not aware of what’s happening, all the details are spelled here ….See more

For people spreading fear and information always remember Karma will get back to you. There is a lot at stake for a lot of people out here. So can we please for once share any reliable information if anyone has any?

AC actually understood the product and knew how to protect it. I vividly remember him jumping in on earnings calls to take product-related questions over MP and TE.

Now we literally hand entire NFL sideline teams Panda Dunks to wear en mass on national TV. When did it become cool to wear something that everybody can have?

Speaking of, I hear we're about to ki-l another franchise out of desperation - the AM90... in the most iconic colorway. What are we doing here??

It's not all about juicing short-term revenues to hit quarterly targets. EH deserves better from his 2nd in command.

What are things you want everyone to know about this crazy company?

We need a union & this wouldn’t be happening. 7 from my team (including myself) were laid off yesterday. Lame Teams meeting, call muted, read from a script, no emotion, on/off in 7 minutes total. 14 years of dedicated service to our customers gone!! They don’t care. We are just a # and they want more $ to pad their own retirement plans and bank accounts. Sickening!! It’s time to expose what we know…