#management

Management at mondelez do absolutely nothing. Maybe forward an email or 2 but that's about it. So useless

Dear Citi,
Trust is very costly feeling it’s difficult to gain and easy to loose. You and Managers are loosing that,No employee trust manager here.

Another day on a bridge call, where you have twice as many managers than what is needed. And they're all trying to outdue the others when it comes to being overly obnoxious and throwing their weight around.

The best way to cool their heels is to ask a question in regard to something a manager who has real experience managing technical resources would have done, knowing they didn't do it or have a clue. I did that today and the bridge went silent for about 15 seconds before the redirection started.

I miss the day of having managers that had real world experience in the areas that they managed. Which is not the case at Gainwell.

This week, management informed over 200 people including managers, supervisors and leads that they are planning to offshore all of our home mortgage loan roles to India. Not sure how you can call yourself U.S. Bank when more and more employees are not located in the U.S. scary to think everyone’s personal data will be available to non-US residents. I’m sure our lenders and borrowers will be ecstatic to hear this (they clearly don’t want this to be brought to their attention since we were told multiple times what to do if media encounters us). It’s very sad to see so many employees and leaders all being kept in the dark. Thank you to our fearless ceo Gunjan and shareholders 🙄

If BCG has been in already, Mgmt knows where they are cutting. Its if it when...

If BCG, was in . Mgmt already knows where it’s cutting …

QA, DevOps, Internal projects are going to be affected massively. In India, there will be heavy layoff at management level (VP, Director)

My manager isn't engaging with the team at present, I pinged the other day and not even an acknowledgement

Not joining daily calls etc

Are there changes coming ?

One of the most fascinating management models I’ve seen recently is the “mutual admiration club.”

A small leadership circle hires each other, promotes each other, and then gives each other outstanding performance ratings. Meanwhile, the people actually running operations and supporting customers suddenly become “underperformers.”

It’s a brilliant system if the goal is to protect the club and shift accountability elsewhere.

Unfortunately, it’s not a great system if the goal is to run a serious business.

In the long run, organizations usually discover that echo chambers are very good at protecting leadership, but not very good at running businesses.

ST and Q parterning up.
While NXP is becoming a « Management Company » instead of « Engineering Company »
Be prepared to see an acquisition of NXP soon by Q or someone else in 1-2 years

Leadership and management do the same for you, stop going above and beyond. Those that do are not rewarded, you'll get the same results if you work hard vs skate by. Don't let them take your life outside work away from you. No more on call, no more late nights weekends, holidays. Sc--w them

• Fundamentally broken and needs a full reset.
• There is no clear or credible technology roadmap.
• Leadership and hiring appear driven by internal relationships and favoritism.
• Vendor decisions often look questionable and raise concerns about incentives.
• Systems from acquisitions remain fragmented and poorly integrated.
• Deployments and upgrades move far too slowly for a modern IT organization.
• Overall execution is weak and the group is widely seen as ineffective.

Help me understand this. We buy companies. Some of them are good, some su-k, so quality varies. What's constant is what we do after the acquisition. We always run them into the ground, destroy any value that exists, they stop innovating or developing technology, and the whole thing turns out to be a dud. Why does this always happen?

Medicare UM has been hobbling along, with not enough work, since early January. Upper management says that a "strategic decision" was made to pull out of some "overly costly markets", with an expected 22% reduction in membership. It does not take rocket science to understand that if you reduce membership by 22%, you will need 22% less staff, not including cuts for automation.
We all know the RIFs are coming. What are they waiting on? Just put us out of our misery so we can figure out what we are doing with our lives.

The asset management industry is changing rapidly, and staying ahead requires more than incremental adjustments.

One area that deserves close attention is the layer of middle management. Many of the managers responsible for executing strategy appear increasingly detached from the company’s long-term mission. When leadership positions become primarily about protecting paychecks rather than building lasting value, organizations inevitably lose talented people who want to contribute meaningfully.

Over the past years, a number of highly capable individuals have left because they wanted to deliver impact and build something meaningful. When those voices disappear, it is often a signal that something deeper in the culture needs attention.

The competitive landscape is also evolving. Firms like BlackRock have significantly expanded their position in areas such as ETFs and are investing heavily in AI and data-driven investment capabilities. Competing in this environment requires not only technology and capital, but authentic leadership and a culture that empowers people to act with conviction.

Strengthening leadership culture should start with divisions such as Strategic Advisers (SAI), where the connection between research, portfolio management, and long-term client outcomes is critical. This kind of review requires diligence and honesty, not narratives that avoid uncomfortable realities.

Organizations that are willing to examine themselves critically tend to emerge stronger. Those that ignore early signals often find themselves losing relevance over time.

The opportunity to reinforce a culture of accountability, integrity, and genuine leadership is still there—but it requires deliberate action.

My mgr got axed... and now I report to an offshore manager who doesn’t really understand what I do. doesn’t even try to... most of the time it feels like she just tells other people to do the things my old manager used to handle.Since all that happened the place has gotten a lot more and more and more toxic, with more offshore managers showing up while the people who actually cared about the work keep getting laid off and everyone keeps talking about AI like that’s the answer to everything.it will never be the answer. horrible.

I reported in close proximity to Pete for 3 years and also worked around and with Felicia and Morgan. Pete was a great leader. Yes, he has two watches. But he was smart and asked good questions and focused on results and performance. He had what it takes. He’s a markedly better than Gail. The other leaders? Morgan? Ha. Felicia? Ha ha. Anthem has been a den of mediocrity at the top for a long time. Pete was better than them all…by a lot.

This will come as a surprise to Chevron management; respect is earned and not deserved due to title or legacy. It has been a long time since I worked with a Chevron manager who actually earned respect. Management drafts way too many entitled individuals into their ranks who have little to no regard for the workforce, do not have a reasonable understanding of the workflows they are responsible for nor a comprehension of the industry as a whole. Sad to see the company that I have worked for over twenty years start to cave in on itself due to poor leadership and decision making. Management ranks are full of nepo-babies, one hit wonders, and TikTok influencers without a clue. Experience, skills, and hard work are no longer valued here.

Downstream VPs managers ruining Upstream, Uncon experienced folks ruining Deepwater and Deepwater folks ruining Uncon.

Yes we need cross fu ctional experience, but not Leaders/managers. They come and make people do uncecessary studies and projects which are doomed to fail. The upstream industry is more than 100 years old, yet these d-mb bozoz think they can change the world.

This is foolishness

#IGNITE Stupidity

It’s been a year since DEI stopped (not taking about race, I’m talking about people who are unqualified and will not put in extra effort to be good at their jobs). Fidelity put us in this position because they promoted the least qualified people for management, rather than laying them off.

Layoffs SHOULD happen, but it needs to focus mostly on lower and middle management. That would literally solve the culture problem, the stress problem, and the culture of fear and stress. Instead of making a few bad apples sad, Fidelity has destroyed itself from the inside out.

Electronic Arts is cutting staff at its Vancouver-based Full Circle studio. These layoffs occur during a period of broad corporate change for the company. Management is reiterating support for ongoing projects like Skate. This restructuring aims to tighten execution around key franchises. The company is also managing a complex $55 billion acquisition process.

Vancouver, British Columbia, Canada

https://simplywall.st/stocks/us/media/nasdaq-ea/electronic-arts/news/electronic-arts-layoffs-test-confidence-in-skate-and-us55b-b

It's supposed to go live in May but is far from ready and absolutely will not be very functional by May...

I feel bad for the good managers and good people who are heavily involved in it because when it inevitbly FAILS, many of them will be let go. Hopefully NC is let go because he's been as helpful as a bucket of dead oysters... (dead oysters are toxic btw. the ones you eat are literally alive.)

Mav will fail and fall in its face. The blame will be placed on the top engineers, managers, and architects and they will be laid off because it will make JC look like a clown.

Can't wait!

Why was someone brought in from an outside firm to manage the Investment Advisory Group that has no investment advisory experience over many qualified with the group?

BOA is known to layoff hardworkers more than those who don't do their fair share of work. I have been with this bank for 28yrs and witnessed so many good workers who always did what was expected of them within their role and more. While the slackers tend to remain left behind. This has resulted in questioning why should those who are always willing to do more than what they are expected continue to do so and let those responsible for doing certain tasks do their damn jobs.

How many of you have a manager that is always meddling into other teams responsibilities and expect their own to do other teama work oppose to reaching out to those teams to do their jobs? I'm so fed up because I see a few managers that I interact with do that and to me that is crossing boundaries and disrespectful to other managers.

At the end of the day those leaders meddling tend to be the ones to get let go from what I have seen in the past.

Who else has a manager that calls in all the time? Hasn’t worked a full month since November, every holiday seems to get sick . #New manager # maybe 7 months in # make it make sense for the rest of us that work

Is it just me or has anyone else not been asked to provide KO feedback on their managers the last 5+ years?

I'm sure it varies from org to org but like, if you are a valued employee and have good relationships with managers, directors, etc... and overall are a stellar employee, what even happens to those who go in 1x a week or 3x week or don't hit the "minimum" day mark?

My director always tells us that he doesn't want us on any "list" - whatever tf that even means.. and to try and go in 5 days to stay off the "radar." Whatever that means...

A list for what, exactly? Maybe a list of people who think it's incredibly unfair that onsite's are held to a standard while 50% of the company is still full remote and can work in the comfort of their home?

Considering Dell wants employees to all be local to an office and go into an office, seems a bit unfair and weird to have such high standards for those unlucky enough to have been labeled "onsite." Especially when 98% of your team is remote while everyone who has to go to an office still joins virtual meetings anyways lmfao.

I'd have no complaints going in if most of my team was in MY office. Problem is is that only 1 person is local to my office so we get to sit next to each other and join the same meetings, virtually! At least I can tell him that his mic is muted though!

I mean, I suppose they can deduct raises - as if those are every great - and bonus's but if the threat is anything like "no promotions" then they can go f themselves bc promotions in the US has been MIA for 6 years now lmfao.

TF they going to do about those who don't go in or don't go in enough? Raises aren't excactly stellar, bonus's are just a % of your base salary and promotions are over in India.

Another pointless position created just a couple years ago to waste company money. Back to basics?

We have more than enough of those, and yet it doesn't seem any were affected by these layoffs.

Real question. Realistic answers please. Would we be better off? Would chaos ensue? Could the Dir level successfully form a coalition and get $hit done?

I visited here last year when there was a reorg and am now on the outside, so wanted to leave a few things I learned.

• There are a lot of useless managers and just as many su-k-ups to match. Don’t expect them to ever do the right thing, they won’t.
• Constant rumors wrecked people’s mental health. Many people are just trying to hang on until X date. Don’t be one. Make a kicka$$ plan B, one that you look forward to.
• The layoff process and package will not be equitable. Don’t believe you will get what others got. And don’t think they will be kind.
• Loved the benefits, the mission and the customers. Made many great friends and don’t regret my time there. But life on the outside is way better than I expected, don’t be afraid to leave.

Good luck everyone!

so many roles (cdm, csp, ecsp, dcsp,pl, solution advisors, pmo,architects , cas etc.. so many people managers of inner circle with headcounts moved from different teams just maintain people managers.
no womder share price going down

It’s been a few months. What’s the verdict on the new GM?

Are we offshoring all data jobs in the next couple of years?

The only takeaway for me was the OE moment. Basically somebody executed some script that ran up a $4m bill in a day. That seems like a fire-able offense. Which id--t did this and that’s one expensive OE moment.

Oh and also a very long winded meeting where every manager talked about how they’re going to do AI, except half of our talent have already quit, with more of them coming next month after the bonus check clears.

I guess the answer is more EY.

Mass Market is actually comedy.
They went into a full week “lockdown”… just to come back out and say, “We need to move faster.”
That’s it? That’s the breakthrough?

It baffles me why anyone is using the term “Leadership” followed by the description of what a lead, boss, manager, or executive is. It has been several years or more since I have seen a true Leader here. Unfortunately, those that were or could be have been stifled. Their voice and empowerment silenced, unable to lead due to the constraints imposed by management and executives.

Reminder of what Leadership is…

LEADERSHIP is the ability to influence, inspire, and guide individuals or teams toward achieving a common goal, often by fostering collaboration, motivation, and positive change. It is a set of behaviors—not just a title—focused on setting direction, building trust, and unlocking team potential to navigate challenges.

Have to say, morale is as bad as ive seen it in a decade. Marathon has managed to take a happy and prosperous workforce and completely svck the fvcking life out of it. Gone are the days of site independence, now everything is handed down by corporate edict through 2 year engineers who only know to do what theyre told. I suppose it was bound to happen when the C-suite was more concerned with woke bvllshit and DEI representation for 4 years than running a fvcking business. Its criminal to watch them manage this company right into the ground. All of the new initiatives scream desperation, while employees leave in droves. The worst part is that its paving the way for boot licking goobers to work their way into management roles, solidifying incompetence from the top.

Was amazed how many people were unashamedly prepping resumes at work this week. Can't blame them.

So it’s going to the dogs. That’s for sure. DXC is busted but when it finally folds are there any DXC execs you would back or follow into something new or are they all just hopeless cases in it for themselves?

Forget getting laid off, people will start just leaving on their own if we’re too lazy to write appraisals. Come on, how did they get hired if they can’t pronounce the words AI gave them. And don’t forget that clown last night who was talking all that sm--k about being somewhere outside of NY yet ran sh-t in the CSSC. What trash have we hired for TLs.

This company loves to bully people with disabilities with micro-aggressions from management and HR. This place used to once welcome everyone and be accommodating but it feels like they are doing whatever they can to get rid of people. It’s very uncomfortable going to work anymore.