#knowledge

Since when did they start making hourly employees do the KOF? I thought it was only for the salary positions.
Knowledgable others feedback

With Dhyvia I really had no confidence and am tremendously worried about further layoffs. With Vishay maybe a little better but still very worried. We need more expertise and professional knowledge — AI is just not the answer. I hope the management team sees that through and through!

a working theory but if you work with GCC and the US managers at all you will know how accurate this is.

Step 1- move all or most system knowledge offshore to GCC (infosys)
Step 2- layoff the people on shore that transferred the knowledge to GCC
Step 3- GCC is now only solution to previously US based roles, reinforcing GCC hiring
Step 4- create unnecessary manager and director roles for the US based workers who facilitated the GCC knowledge accumulation (who are almost all from the same country as the GCC, fyi)
Step 5- hire and promote only people from the GCC and keep rewarding the people that manage them and continue to lay off US based Waters employees
Step 6- repeat across the company.

Get rid of teams. Back in office 4 days a week to collaborate. If I am taking / collaborating with Johnny, who is an Executive Director in Risk, Governance, Compliance, Regulatory Remediation for Credt, WIM,Corporate and Community banking who is an SME in RCSA, then my teams might be yellow for an hour. I am getting extremely valuable knowledge on how to be on calls all day long and filling out metric reports for people who look at those reports and challenge them with questions like “where do you get this data?”

For those of us scoring at home, acronyms can be challenging while reading posts. Would other posters be kind enough to spell out the department names? Please? Not everyone knows every department. It would be a kindness. Having said that, what is CX and FOS? These were mentioned in recent posts.

My heartfelt sympathies go out to everyone affected by the recent layoffs. I’ve followed this forum for a while, and the consensus is almost always to place 100% of the blame on management. While leadership holds the wheel, we need to have a candid conversation: a trajectory like this is rarely the fault of just one group.

The Reality of the Financials
If you look at the last 12 years of financial filings, the numbers are staggering. Until 2020, Sabre spent roughly $250M annually on software development. From 2020 onward, "Technology Expense" (payroll, support, and hosting) has hovered near $1 billion annually.

We have to ask: Where did that money go?

Was a decade of billion-dollar spending really just to "keep the lights on" or migrate to GCP?

Did we ever look at the P&L of the specific products we built?

Did our development efforts actually attract new revenue or lower operational costs?

It seems many of us grew comfortable with the pace, rarely questioning if our daily output contributed to a profit or a loss.

The "Knowledge Hoarding" Trap
There is a common sentiment that "critical knowledge" is being lost. But we should ask: What is the value of that knowledge if it couldn't save the company? If "legacy knowledge" contributed to a failure to grow, it should have been challenged years ago.

We see this in teams where individuals (such as in Connectivity) are perceived as reluctant to share information. When knowledge is used to protect a desk rather than drive growth, it becomes a liability. For example, if those with the "keys" to connectivity had been responsible for the P&L, would they have allowed millions of redundant, non-revenue-generating calls to hit our systems for a decade?

The AI Pivot vs. GDS Reality
The current pitch of becoming an "AI company" feels like a pivot to a buzzword. As a GDS—an automated aggregator—our interaction with the end-customers who actually benefit from AI-driven personalization is limited. In our current position, the impact of AI is likely to be minimal because the core business model isn't structured to leverage it.

Moving Forward
In some ways, those leaving now might be the lucky ones. You are heading into a market where "innovation" must drive key business indicators. In the real world, no one cares about a billion-dollar "Next Generation Platform" or complex CI/CD pipelines if those tools don't translate into tangible business benefits.

APAC cut few employees, and now starting to be recruited back. Why can’t they be on the same project to help restore knowledge?

It’s not looking good for TCS. Plan A is moving to cheaper alternatives that better align with the mgcc workforce once the current TCS contract expires.

Get ready for another round of knowledge and talent loss.

As much as Dell keeps talking about implement all aspects of AI, it is still the tribal knowledge dependent tech company I've ever worked at. It's what makes me believe that all the AI evangelicalism is mostly to push server and storage hardware.

I mean how is AI going to make suggestions when the needed information is only available in people's heads? Also with tribal knowledge there are multiple versions of the truth. AI is good at figuring out at least the most consistent version of the truth. But then again it is all tribal knowledge and not documented.

This site was a good place for people to come and share knowledge of events that may impact folks, discuss the challenges of a RIF, and generally share information: USEFUL INFORMATION.
It's turned into a place where babies come to bi--h about working in an office, drawing silly connections to stock prices and earnings to RIFs (complete nonsense), and generally complain complain complain.
OMG JUST QUIT ALREADY.
Oh boy here come the negatives ....

At what level knew or contributed to the layoff list beforehand? L8? VP? SVP? President?

The 30% onshore and 70% offshore model is cracking! Especially with incompetent resources, vendors and time constraints.

Senior leaders take credit for functional processes along with their minions, but in reality there are a ton of manual touches, fixes and workarounds by the working class folks who have subject matter knowledge. They keep riffing the workers before they obtain the knowledge and try to turn on AI. But AI can’t compute because the fake “functional” processes that the Execs lie about don’t really exist. They should own their kluges and get to functioning documented processes first before attempting AI but they likely already said things were working and complete to get their big bonuses. Letters and benefit configuration are two examples where they wiped the team and lost the knowledge and are still paying the price, I think accums could be another. As always business will try to blame IT for not implementing requirements they never told them about. I think it would be more appropriate to say they have RIffed people for a promise of AI or a dream of AI, but the jury is still out. Peak will be very interesting!

Exactly what @15d+1k5hc5789 said.

Whoever makes it through, just imagine what things will look like once the dust settles. We’ve already been under immense pressure, and now it’ll be triple the workload without the most competent and reliable people. Makes me wonder if keeping the job is even something to feel relieved about.

Can somebody please explain to me how is this good for Oracle?

So Ford is doing it again. Multi-year top achievers getting rated 1's, lowest ratings because they are shy of 30 year mark and LL4's and 5's need scapegoats. Targeting, harassing, when is this company ever going to learn? These people have a tremendous amount of knowledge and you p$ss it away. How many times do you have to be sued? I smell harassment lawsuits and the papers are going to have a field day. You reap what you sow. 15 years there. Day I retired was the happiest day of my life.