#orgchart

Tomorrow, 7/23, executives are expected to roll out yet another centralization announcement. Translation: another reorg, another org chart, and another round of “strategic alignment.” We’ll see what lies ahead.

So we got the org announcement email earlier that Hissim is no longer over the Eastern Care groups and instead has been moved to Workforce within AT&T. Our only wish now is that they drop kick that goblin Louie Lewis somewhere else next. He has zero idea wtf he's doing and even less self awareness in his Ineptness.

Welcome back. You are inheriting something better than the org chart suggests and worse than the earnings calls admit.

Here is the uncomfortable math. The last consumer innovation this company shipped that genuinely surprised the market was the voice remote. That was a decade ago. Since then we have iterated, rebranded, and repackaged. We have not invented. A technology company that goes ten years without a breakthrough does not have a talent problem. It has a culture problem.

The talent is here. I see it every day, two and three levels below the leaders whose names you know. You spent a decade in private equity looking for underdeployed assets. You are inheriting one, and it does not show up on any balance sheet. It is the layer of people whose ideas exist but never compound, because they die in the space between teams, ground down by territorial disputes that no one above has the will to resolve. Alignment gets talked about in every ops review and practiced in almost none of them.

Worse than misalignment, we actively compete against each other. Teams undermine teams. Credit gets fought over harder than problems do. In that environment, bringing a good idea forward is a risk, because someone will see it as a threat to their territory before anyone sees it as value for the customer. And when we do need fresh thinking, our reflex is to hire a consulting firm rather than look at the people already in the building who have been raising their hands for years. We pay outsiders to tell us things our own employees have been saying for free.

The deeper issue is tenure without growth, and it is not confined to any one business unit. Across the company, senior leadership has been in place for a very long time. Longevity became the qualification. Loyalty became the currency. The same leaders who mandate culture and leadership training for everyone below them have not meaningfully changed how they operate in years. They are skilled at protecting their positions and the structures that support them. They are not producing new ideas, and the people under them who do produce new ideas rarely get an audience.

This is also why there is no growth pipeline. When leaders stay in the same seats for a decade, everyone below them stays put too. Ambitious people learn there is nowhere to grow into, so they either leave or shrink to fit. And something quieter happens over time. When good ideas get stomped out often enough, people stop bringing them. A culture that does not respect ideas eventually stops producing them. That is not a morale problem. That is the mechanism behind the innovation drought itself, and it compounds every year the same names hold the same roles.

The separation gives you something no sitting CEO here has had in fifteen years: a legitimate reason to rebuild rather than inherit. When the new Comcast stands up its leadership, the easy move is to promote the familiar names into familiar boxes. If that happens, the culture transfers intact and the innovation drought comes with it. The harder move is to actually open those roles, look hard at the layers below, and ask who has shipped something new in the last five years rather than who has survived the longest.

Two smaller things that would cost you little and signal a lot. First, loosen the rigidity around return to office. The current posture reads as distrust, and distrust is expensive in exactly the currency you need most right now, which is discretionary effort. Second, go find the people doing innovative work without permission. Every large company has them. Ours have learned to keep it quiet. Make it safe to be visible and you will be surprised what surfaces.

Here is a data point you will not find in any diligence deck. When the separation was announced, the mood on the media side was not sadness. It was relief. The sentiment that circulated among NBCU and Sky colleagues was that they were finally free of the anchor that had been holding them down, and the anchor they meant was not our balance sheet. It was our culture. Treat that as what it is: an exit interview from the two businesses that knew us best. The companies we owned identified our way of operating as the liability they most wanted to shed. No leader here has acknowledged it. That silence tells you as much as the sentiment does.

One more thing, and it is the big one. After the separation, this company cannot afford to be seen as the old broadband business managing its decline at a slower rate. Right now Wall Street is grading us on losing fewer subscribers than expected. Think about that. Our wins are measured in smaller losses. Analysts are openly saying that eventually we will have to prove we can grow. The spin gives the market a reason to look at us fresh, and it will be watching for one thing: evidence that this is a technology company with a next act, not a utility with good marketing. If the new Comcast launches and the story is the same network, the same products, and the same leadership, the market will price us accordingly and it will be right to. We need to give them something big. Not a rebrand. An actual innovation. The kind of thing this company has not shipped in a decade, built by people who are already here waiting for someone to ask.

You said the company’s assets and track record provide a powerful foundation for the future. The assets are real. The track record on innovation is not, and most of us inside know it. The question is whether the new Comcast gets a new culture or the old one with a new ticker symbol.

We are watching to see which one you choose.

• A Comcast employee who wants to stay

I dare you to go to Workday and peruse some of the ridiculous org charts in certain states. Some of these org charts are ridiculously top heavy…

Just looked at Akira org chart. They have more VP and directors than actual employees. This is gonna be a blood bath

Has anyone heard of anyone getting a mid year promotion this year? If so, what org?

The orgs in MT has average ahe around 50+.
And 20-30% folks are greater than 60.

Do you think att has to get rid off folks who are 60+

Upvote if know a leader with patni working as contractor

I have a question. I was part of a reorg where my US based team will now be lead by a manager in India. A. Is this happening to anyone else? I presume this isn't promising for our future. B. My direct manager is still in the US, however the org chart doesn't show that he reports to the India manager? Is there a reason for that?

Have to share. Scrolling through the org chart on Friday realized that Nike is just now a corrupt diploma mill of engineering job title. Seriously a complete joke. I saw that consistently if people were promoted internally over time it was probably a lie. Promoted twice means even less valuable and less talented. If you don’t agree try scrolling through the org chart on Monday and see for yourself. Ask if those who are still here after this week and prior cuts - what did they really do to be promoted and how valuable are they really for actual work? I noticed was that 95% are total frauds and the number of frauds is endless. And some of us now the talent gutted janitors are expected to simply pick up the garbage while useless and corrupt managers sit around and give high fives to themselves? This is not why I came it’s terrible and corrupt and no good engineers. Any where to sign up for next layoffs would be nice.

T is a large corporation where mot everyone knows execs outside if their org. Tell me which execs need to go and why. I would be really interested in everyone's perspective.

New tech leader Dilbert look like dude [who loves diving] sacked him? No communication was made.

If you haven't taken a look at your org charts lately it might be worth a look. I have noticed a large influx of cases being worked by off-shore contractors so I went to our org charts and sure enough each director now has a ton of off-shore contractors.

Track number of H1bs before and after layoff.

Here's my objective proposal to help make GT more focussed, leaner & stronger:

1) Have one primary domain leader. Merge Sr Director Engg & Sr Director Product into one role and have engineering, product, architecture roll into that one leader.
2) Product has been doing program management. Core product mindset is rare. Slim down product org, identify strong candidates, promote them, plan for exhaustive training. This is very critical, else GT will keep doing stuff that don't matter to business.
3) Identify candidates with broad domain knowledge, roll into architecture and make them accountable from broader initiatives.
4) Put a strong process in place to validate ROIs. Stop leaders from funding their teams to build their empires.
5) Stop layoffs every 8 months. Give people space and energy to focus on doing things that will benefit Nike instead of focussing on doing "things" to save them from the next layoff.
6) Keep a balance between ITC and PHK. Going full ITC to save few dollars will eventually hurt Nike in the long run. We have great engineers in ITC but PHK is close to business in all sense.

The real number of layoffs in Jeff Simon's org just on 3/24 is roughly 600, not 400 as reported in other threads.

But don't worry, the India build out is full steam ahead. Shamelessly, they even got rid of people who went to India to help stand up the office.

Good luck to everyone.

I got a sparq notification that I was assigned a BSL. I checked all my other team in sparq profiles/org chart and no one else has this person listed. could this be bad news?

If someone is RFI'd, does anything chane immediately in the global directory?

Anyone in Blanchard or Jensvold's org getting notices today? Do we hear this week?

The culling cycle continues.

J. Simon org.

Someone said “right after Super Bowl”… they weren’t kidding. “Best quarter ever” earnings report… stock even went up… still no safety.

Heard from a colleague that it’s chaos already. Been going about 3 months and still in discovery phase with teams just thrown together jus to fill up org charts etc. Sounds like a typical DXC account. Time wasted on endless meetings and lots of waffle up front leading up to a mad scramble to deliver something resembling a MVP at the last minute. If the Met have a water-tight contract in place then it could end up being an expensive and rocky road for Del Boy and his cronies. SLA’s ahoy!

Literally, 400-500 people report into her/her directs. Some of her direct D's have 40-50 people by themselves. What exactly is she delivering for Citi? DCRM? That's a joke - the data concerns are not resolved by her team. Her data concern team, led by her MD Donna G, are glorified p;roject managers setting up meetings for others to resolve the problems. Why do they need so many people? Reference data? That by itself is a joke at Citi considering that security master central itself has so many issues with data accuracy. At smaller firms, her team alone would make up 50% of the org. This is highway robbery.

James McGourlay is no longer in my org charts. Have we a new CEO finally?

We were told today that one BD in CA is gone and one in Batavia. Does anyone know if they got laid off or were fired or something? Or if there are more?

Just heard about the reductions over in Marketing. They sent out a new org chart, which I got to see just now. They are getting rid of a lot of senior manager and up, and are expanding offshore support. Anywhere I’ve ever worked that started relying heavily on offshore, has paid the price eventually. If you work at TIAA and are getting a high salary, be very wary. Any of us could be next. Luckily, I’m underpaid for my role so they’ll keep my indentured servitude around for a little longer I bet.

Why do some FTR employees have a “sponsor”listed under them in Vz org chart and some don’t? Any ideas?

I got an email saying “Org Update” for tomorrow morning. I think this is the end for me.

Indirect sourcing job posts slowing being posted but no information about the new org chart available publicly. Any insights on this?

Org charts circulating at Southwest showing new role as SVP Chief Digital & Marketing Officer reporting to Tony Ro--h.

I'm not in the know the svod side of the fence. I Just happened to look on the org chart and she's gone. How long ago was this?

Why’s going on with them after their big boss left vz

Will reorgs be announced? If so does that mean that new org charts were already made in advance? Or is tomorrow strictly just layoffs

2 months after the August layoffs another massive RIF focused on flattening the org. Aravind’s org took the brunt this time.

What’s next:
IT managers being flipped to IC being discussed.

Elimination of the IT Sr Director role being discussed

Reduction of H1Bs in IT being discussed

Product Org (under Omar) RIF in December

Consumer Org (under John) RIF in December or January

Srini massive Q1 reorg to align with his vision for T-Mobile

The happy go lucky Mike Sievert days are gone. The dark clouds of working under a sr leadership team mostly picked by the board are here. Think of the Lion King when Scar took over the pride lands, that is what TMUS will be the next couple years.

Who leads the Service and claims organization at Allstate?

They just fixed the "bug"—everyone now reports up to DE - through him DP P, JE, and JS alll who work in Human Resources.

First of all, I agree that slack org chart is buggy. But usually it’s randomly affecting anyone, not showing patterns like what we observed recently

If the slack org chart sudden change means anything, i don’t think it’s comprehensive. Not everybody who will be laid off were shown as orphaned. But people who were orphaned may have some changes coming to them as something changed in AD that triggered some changes in okta that somehow, maybe unintentionally, got reflected in slack org. This change may mean the person is changing manager/group or potentially will get laid off.

I suspect that whatever changes that they were doing in Slack were interrupted by the commotion in the rumor site, and the activities stop. That maybe a reason that these changes were not comprehensive.

This feels so surreal. I’m not on the org chart. I guess this is my last few weeks here.