#management

Get out while u can! It’s becoming a sheet show. Top heavy on manegment side.
Longtimers? They will cut u & replace you for half your $pay. No remorse on the Ikon side. Sheep.

The Genentech Research and Early Development are among the affected groups. This is not a great time to be laid off, so I wish all the best to all the affected folks. I think management has become too trigger-happy when it comes to layoffs and we'll be seeing much more of this before the end of the year.

They're the source of all our problems. How much major damage do they have to cause before someone acts? They're the ones who need to lose their jobs.

When a company keeps cutting people instead of fixing problems, it's a crystal clear sign they're failing. That's where this place is headed.

I mean, since getting as many applications seems to be the only goal these days why not branch out and ask all over the place? Who cares about actually selling stuff, right? Let's get those applications and who gives a damn about our actual jobs. Who cares about selling. /s This place is a fu--ing mess.

So Travis was shown the door this week - and rightly so - but when are we ever going to clean up the rest of his management downline? They are every bit as incompetent and inexperienced as he was. You all know the names.

We continue to fall further and further behind in PowerFlex, PowerMax, PowerScale, and PowerStore. There's just little to no innovation or development velocity with any of these groups.

What there is, however, is a lot of excuses, missed deadlines, missed deliverables, and quality control issues. That's a management problem (lack thereof) that needs to be addressed immediately. How long you going to sit on your thumb JC?

For those who have gone through the Branch Manager Trainee program or had experience seeing someone else go through it, I’d love to hear your thoughts. It seems like a much more structured approach than the old model of hiring Branch Managers and essentially throwing them into the role. Has the trainee program been worth the extra time, or did you feel it delayed getting into your own branch? Was there a job placement as a branch manager after 6 months or longer?

I have been working in a mildly successful IBM product for the last 12 years. Some years ago my boss at the time warned me about something I am now experiencing first hand: Well connected higher ups work on the flashy IBM fad that almost always fail (block chain, cp4d, Watson health, Watsonx….) then a layoff happens, the base workers and the first line take most of the blow, and these professional bosses are parachuted into a more established product. It’s been 8 months since a big layoff impacted my team, the layoff came with new bosses, all of them from failed products. They know nothing about my product (and are not willing to learn), but keep making decisions that they are not (remotely) capable of understanding their consequences , they all came with big attitude and egos; always ready to hoard the travel opportunities and post in LinkedIn at every turn. They will surely sink the product and jump to the next one. Have you seen this as well?

I am curious to know how many store managers who don’t work a full schedule. Ours does not work a weekend, any big sale days, or any holidays. They take more PTO than they’re supposed to.How are they getting away with this? Where is the store manager schedule posted so the DVP can see what they are supposed to be working?

Why do some companies let their middle management( specifically not C Level ) drag on their positions for a decade when there is no credible metric to prove that their decision making over that period has not created a zilch of solid impact on the bottom line.

When will PDS feedback start / end?

Are supervisors/ managers having a rough time giving feedback?

For those of you left behind, narcissist Leahy is going to hang on (at least) until the end of the Games of the XXXIV Olympiad. Good luck keeping the lights on while ducking the ever lowering deck of the CDW tractor!

Remember how the company lifecycle works:

1. Founder/Engineer – Builds a great product (Krasny)
2. Salesperson – Figures out how to sell it and grows revenue.
3. Professional Manager (MBA) – Scales the organization and optimizes operations (Edwardson)
4. Accountant/CFO – Focuses on efficiency, margins, and cost control (Richards)
5. Lawyer – Tries to manage the lawsuits, regulations, and decline (Leahy) <== You are here

I've been thinking about who I was when I started here versus who I am now. I used to speak up when something was wrong and I always used to advocate for people. Now I just keep my head down and stay quiet, even when I see something clearly unfair happening. And I realize that's exactly what management wanted. They've created a culture of fear that's made me lose my voice. Knowing that has only made me more determined to leave as soon as I get the chance.

Horrible Workplace.
Exec Management Openly Despises it's employee base.
Lunatic for CEO who is Hammer/Nail pounder from bygone era.
Horrible investment.
Missed the boat on so many things and got taken to the cleaners by countless players and then ridiculed by anyone with a smidge of business sense.
Think about what could have been but the SBC ATT leadership culture and their hubris couldn't get past hammer/nail mentality.

We now have more Vice Chairman's than business leaders - we have a Chief Growth Officer who NEVER grew anything ever and a Chief Performance Officer who presided over the largest DECLINE in performance in the companies history. You can't make this up. Isn't the CHRO supposed to be in charge of organization structure? Time for Takis to clean house with all of this overhead.

https://pinnbc.com/the-scaling-leaders-brief/f/166-billion-mistake-why-boards-wait-until-its-too-late

Save and cut costs!

Stop paying retail reps for In-Store Pick Up orders!

You are literally paying double commission!

Millions of dollars saved!

I need advice on how to deal with a certain type of coworker. There’s a guy on my team who talks a lot in meetings and always volunteers easy solutions to every problem that comes up. But after the meeting, he’s nowhere to be found. None of his “solutions” actually materialize, and there’s no real follow-through on anything he says. It seems he’s 100% focused on creating the perception that he’s the solution guy, the smartest one in the room, the one who has it handled, but in practice he’s not even close to that. Basically, he’s a meeting hero / work zero. The frustrating part is that management hears him in these meetings and happily believes he’s actually taking care of things, masterminding solutions for everyone, while doing absolutely nothing when management is not in room. Has anyone else worked with someone like this? How do you deal with all the showboating without getting irritated? Has anyone seen these types ever get the karmic justice they deserve or do they just keep getting away with it forever.

Doesn’t this just sound like a mechanism to see what folks are doing on a daily basis and harvest info to train models to replace them. Some Sr. Directors and VPs should be scared when it sees how little they do

3 yr cagr / maybe kick his backwards @$$ back to Montana and get a real bell head in control !!!

Post everywhere and advertise to the world so its known what a miserable state of affairs this turned out to be. destroyed lives, business and any hope that things will get better.

How does this mid-year review work.
You either get meets or not meets

My manager said , unless you are “not meet” nothing needs to be done.
Only if you are “not meet”, then it will be documented.

He said he has finish my review, but I did not see anything on my workday.

You get to determine the direction and fate of bp wells just you brilliantly did with the minister of people and culture. These two managers come with skill sets, challenges, and positive and negative attributes. How will Wells perform moving forward. The more you share the more the needle moves…sounds weird but it’s true

Hughes is bleeding people right now. Management bet that AI and industry layoffs would give them the upper hand, but the draconian policies are backfiring and the job market seems to be better than what people expected. And at this point, it doesn't seem like Charlie or Hamid care even.

What’s the real reason for the desktop tracking? I can’t help but think there’s more to it than “streamlining processes” for us. I’m concerned they are trying to pinpoint idle employees or something. Anyone have insight on this

In order to protect my investment, I would prefer to see the decision makers replaced, than the workers, who deliver the revenue. I can get into debt myself, I don't need their help. I want them to report revenue!

So disgusting the email from Don Duet while Riffing people that should be here who are talented. More people confirmed let go today. Jason Baklavas chosen to deliver AI when he hasn't delivered anything for Digital in over 2 years and is one of the worst executives to exist in this company. Clueless management, clueless company. The nature of these layoffs is just reckless. Riffing going on today, good luck all.

How many layers of executive management exist between the CFO and a person who actually does some work? I'm looking at an example now that shows 5 layers, all based in Houston, all execs and none actually doing anything other than talking about other folks work. It's embarrassing to see the greed given the pain they're causing the rest of the organisation. Too many snouts in the trough and it needs to stop.

This extension isn't for you, this mass exodus just didn't fit their timeline. My guess is there will be a lot of rah-rah bullsh-t next week, and guilt tripping.

Do what's best for you, not the shareholders. Project Simplify isn't over, they just want you to forget about it right now.

Is it just your supervisor? Or their supervisor as well?

Hackett Pavilion 1 & 2. Are you kidding me? When nothing is named after Mulally, it shows you how insecure and id--tic leadership really is.

Managing committee forcing senior leaders to attend meetings to get in line and brainwash staff into supporting them so survey results go up.

Bnsf is a sinking ship. Forcing the working people over. Management cant even cover their own shifts. How are you allowing them to force people over to another shift, while a relief sits in the office?????? Crafts sc--wing their own. Weak a-s local chairmans/ Unions The more you give Management, the more they want....LET IT BURN !!!!!

Watch what you say in PA office. Program manager has an ax to grind.

but what is your guess as to the actual number of management employees gone and what percent L1&2 vs. L3&L4?

Real information or solid estimates only please. If an enformed rumor from trusted individual thats OK.

A friend from EBO said his team's manager gave them an all-clear. Is this company-wide?

I'm planning to switch jobs soon anyway, but a big reason is that as more of my team has been moved offshore, working with my newer teammates has become a lot more frustrating. The newer male hires in particular constantly interrupt me during calls, second-guess what I say, question my judgment, and never apologize even when they end up being wrong. It's gotten so bad that the people on other teams that I regularly work with on these calls have noticed and started asking me what's going on. I see the same behavior directed at our new female offshore hires, but they're much more timid and less likely to call out bad behavior like I have so they get it worse than I have. One of them keeps getting backlogged tasks pushed onto her from another male employee who keeps saying he's "delayed" on his simple debug task that he's been working on for two sprints now.

My manager was recently replaced with an offshore manager too. They said they'd talk to the new hires because they've also been on a lot of these same calls and have seen what I've brought up during our one on one meetings, but nothing has changed, quite frankly.

For about the last month I've been documenting these incidents and talking with an HR representative after submitting a ticket. So far I've mostly been told to work through my management chain or try resolving things directly with the people involved. HR has suggested it might just be cultural differences that I need to navigate. I don't think "cultural differences" explain people repeatedly dismissing my work or questioning my judgment when I've been on this project for much longer than they have. It also doesn't explain the general disrespect. I also don't think management would be very receptive to the idea that the culture of their own employees is contributing to s-xist behavior. At this point, I'm kind of fed up but already planning on leaving anyways. I was just curious to see if anyone else regardless of gender has been brushed off by HR or management regarding navigating these "cultural differences" which is being used an excuse to ignore horrible work practices by offshore since I can't imagine that's good for the long term of this company.

Our team of what's left after layoffs was reorganized under someone who doesn't know anything about our work. Its like Customer Service manager direct reporting high level IT folks. What in the world? Who decides reorgs? Health Solutions is horrible

Sometimes, managers facing uncertainty about their own roles may make employee layoff decisions in an effort to protect their position, although the reasons for layoffs are often complex and vary by organization.