#performance

1. The Segment leaders have been over promoted. Most have never delivered at Fiserv and then we put them in more impactful jobs hoping for different results!

2. FIG is heavy in the SVP area (ex - Core Sales, 3 SVPs managing a handful of people running Core migrations. Same in the RM area.. lots of Chiefs and then lots of Chiefs that have Zero knowledge of the business. Clients are frustrated!

3. Net new logos SE team logs a lot travel expenses... where are the new sales? (ZERO because they are visiting existing clients because the leadership is measuring T&E as productivity!!!!!) - Measure SALES and Golf, Steak and Wine dinners - so much waste in that group.

4. If you REALLY care to know where the skeletons are... call / interview the tenured SVP and VPs that exited in the last 6 months since Divya got there. They will tell you why they left and what rocks to look under! The institutional knowledge lost is mind numbing and the clients are suffering.

5. Lots activity and no results. FIG is never a double digit growth business. But, it is also not a negative growth business. The people you have left there will sink it further.

And.. yes, I have tried to speak up... no one cares! The SVPs are merely trying to get to the next paycheck and vesting... they are not driving CHANGE!

Good move on Travis V. He was obvious, d-mb as dirt.

However, you need to do the same for the rest of the clowns in ISG - Directors, VPs, SVPs. A couple are okay but most have no business doing what they're getting paid to do. Just look at their track records. Their failed records speak loud and clear who should hit the bricks.

How Dell managed to bring in so many incompetent dipshiiiits in high ranking positions is a mystery.

How will reductions affect the numbers?

Anyone who has gone through it have the pay? I've heard multiple things.

I am astonish to discover after some research, how many of those middle management people at Centene have just a high school or just or just a CNA. I cannot reasonable understand how they can provide with real leadership and evaluate people in a real balanced way. What can we expect from people without any education to The Cost-Efficiency Model: Corporations often prioritize the ability to "do more with less." A manager who can reliably enforce corporate mandates and keep the department functioning within budget—regardless of their academic credentials—is often viewed as "effective" by the organization, even if they lack the capacity for the systemic, empathetic leadership. I understand now, why the government is checking and following the health care organizations....

SV was concerned and confused about the fact that 105 people voted on the Slido question...ELT will lie to our faces and call us crazy for questioning them

Quote from earnings call:

"While we continue to drive ASV growth, we are focused on capitalizing on our scale to deliver long term sustainable and profitable growth. To that end, we have launched a range of strategic projects aimed at running FactSet with greater discipline and efficiency. Sanoke outlined multiple productivity, but from an operational standpoint, I will highlight 2 items we initiated during Q3 and completed in the past few weeks. We recently rightsized certain engineering teams as we standardize how we build and run software and take advantage of AI assisted coding. Additionally, we entered into an arrangement with RepRisk to support our clients' needs as we discontinued the signals attribution service FactSet provided following the 2020 acquisition of Truvalue Labs."

JVB demoted because she couldn’t meet target in MM sales. Now Shelly Goodman ‘retiring’ because she couldn’t unravel the destruction JVB left behind. For those of you outside of sales that complain about RTO, sales has the most valid reason to complain. Sales is forced to office 5x just like everyone else. Think of the time on the road we could be in front of customers. Instead, we have to come to office daily to meet an in office badge swipe quota while sales attainments circle the drain. We can go into the field to meet customers and try to sale fiber and mobility but the hours we lose daily by commuting instead of acquiring revenue is astounding. Yes, we are in the field but the hours commuting eats up some of that time and we see it in quarter after quarter revenue decline. When sales is set up to fail, we all will.

I’m younger. I don’t have a pension. I’m here because the job makes financial sense for my role. Call that “market-based” if you want. But if a better opportunity comes along, I’m gone.

Most of the employees around me everyday are much closer to retirement than I am. Some are already beyond the Rule of 75. If a voluntary package comes along, they’ll likely take it. If not, they can afford to wait it out.

The irony is that the current strategy is pushing out the very people the company should be trying hardest to keep.

As the job market improves, us younger employees with transferable skills will have more options. Five-day RTO, presence reports, and constant uncertainty make it easier to say yes to those opportunities.

Replacing us won’t be cheap, and it won’t be quick. Hiring costs are higher, onboarding takes time, and it can take years before a new employee reaches full productivity. Then, if the culture hasn’t changed, they’ll leave too.

The solutions is straightforward - - Offer a voluntary separation package to employees who are already considering retirement instead of waiting for attrition.

Return to a 2–3 day hybrid schedule to improve recruiting and retention. If leadership insists on five-day RTO, then compensation will have to become much more competitive.

Hold individuals accountable for performance. If someone isn’t doing the job, manage that directly. Don’t build policies around the assumption that everyone needs to be treated the same because a few people aren’t performing.

The company talks a lot about being “market-based”… The labor market is about to remind them what that actually means.

The poor performers are being removed from the company

The people who don't do any work and don't comply with RTO policy are gone

We can now move forward and thrive without the dead weight

As the title says. its WFRs with no relation to performance

fire vps and directors of all levels. get serious about earning your bonus Dan!

Nike will report its full fiscal year earnings today. Analysts predict a two percent revenue decline and a 21 percent operating income drop. CEO Elliott Hill faces mounting pressure due to continuous negative sales growth. Nike's stock has fallen 34 percent this year, reaching an 11-year low. Investors are impatient despite Hill's long-term turnaround strategy.

https://sportsverse.substack.com/p/a-fateful-day-ahead-for-nike-ceo

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?

Capital One's CEO, Richard Fairbank, received $40 million in total compensation for 2025. His unique pay package does not include a traditional cash salary but is instead entirely performance-based, consisting primarily of performance share units and a one-time stock and cash award tied to the company's acquisition of Discover Think they really care about any of these post ! Nope

I keep asking myself when things started going wrong. I've been here long enough to remember a time when this company actually valued its best employees, when merit actually meant something, and when the people who worked hardest and produced the most were the ones who got rewarded. That feels like a different lifetime now. These days it's all about who can talk their way into favor and who knows the right people. That's it. That's all that matters. The ones who actually do the work are either ignored or shown the door.

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.

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

FUBAR

Anyone else feel like management has been trying to build a case against them after a reorg?

My org has gotten really toxic. I’ve been hearing PIP talk, but I honestly don’t think they have enough to put me on one yet. My past mid-year and year-end reviews have been strong, my attendance has been good except for a few system issues, and I know my job well. It just feels like leadership decided they don’t want me around anymore.

If you’re in this situation, is it more likely they’ll eventually fire you for performance, or would you end up getting surplused first? Or maybe a PIP is a way to set the ground for a surplus (as a way to tell HR “Look, he is on a PIP because he doesn’t work very well, so he is our chosen duck to target for the layoff).
Curious if anyone has gone through something similar. Is it possible to fight it?

OtherSide Entertainment laid off 18 employees from its Thick as Thieves team. Fewer than ten people now remain at the Boston studio. The remaining staff will focus on performance maintenance for the game. This follows 17 layoffs last month when another project was cancelled. The company currently has no plans for future game development.

Boston, Massachusetts

https://gamedev.net/news/thick-as-thieves-dev-otherside-entertainment-impacted-by-further-layoffs-r4278/

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

Is there still Ultimate Potential w/ new changes to S&D. Can it go down or up if I have Excellent / Outstanding for 2, 3, 4, 5 or 6 years after I’m 40yrs @ CL 27 or 28.

What’s the new promotion guidelines?

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!

Are you in the top or the bottom 20%?

I call bullsh-t. This is all about money and nothing else. Why else would they get rid of one of our best performers with impeccable record and decades of experience?

the market knows we are swirling the drain.
It knows NOT to reward us because we are not doing anything that should be rewarded.

Nike Inc
NYSE: NKE
42.38 USD -117.37 (-73.47%) past 5 years
Jul 1, 1:11 PM EST

The USD in real terms is 24.3% less valuable in that same 5 year period, which means NKE market cap has collapsed to less than 1/5 its value 5 years ago.

"Believe in Something, Even if it Means Sacrificing Errr-Thang!"

It is reflected on stock price this morning.

Wall Street let bottom feeders to clean up the Nike stock pessimists and they are moving in!!

There is nothing but happy days for Nike stock. Hurray EH! Keep him

https://www.morningstar.com/news/dow-jones/202606306878/att-down-nearly-5-on-track-for-lowest-close-since-september-2024-data-talk

Our Free Cash Flow is heavily bleeding at negative $23.7 Billion because management is dumping $55.7 Billion straight into AI data centers. To balance headcount will drop 13% from 162,000 down to 145,000 and slowly reduce near 130K+.
You have few direct reports with VP, Dir, Snr. Dir, Mgr titles (or) in legacy divisions you might be the high target. QA's, Release engineering teams, Release managers pack your stuffs.
If your org is in re-skill zone, the leadership team can expect a heavy restructuring here.
I doubt Oracle has better pay or hike plans in near future till it resolves its debt.

Who else is diasspointed with their thrive rewards?

Just gonna repost this here…
EH + ELT when you’re ready to talk legit strategy and not just reorgs hmu
I still stand by most of what I said btw and then some.

First, STOP WITH THE CONSULTANTS FOR OUR STRATEGY 👏🏼👏🏼👏🏼
They don’t know the business like we do. They don’t understand what has made Nike Nike.

Second, FOR THE LOVE OF ALL THINGS SACRED STOP CLOUT CHASING.
It’s honestly an embarrassment at this point. We bring people and companies on that have NOTHING to do with athletics or sport. Perfect example is the skims collab. The announcement of how Nike was partnering with skims because they had knowledge and understanding of the feminine form read (to me and many others I know who think the skims brand is mediocre at best) we don’t care about investing in ourselves and innovation for female athletes - we’d rather contract that out. Next this last drop literally looked like things I could buy at a dance studio. Nothing innovative. And the Travis collabs… cmon. He’s problematic and has nothing to do with sport. Who remembers his tantrum playing kickball during JDI day? I get that we are in the streetwear arena now but our athletic styles made it into streetwear without trying and without non-athlete celebrity collabs. One offs are great or if it’s someone who isn’t problematic a regular collection is cool. But let’s be smart.

Third, LISTEN TO THE EMPLOYEES and stop protecting leadership (and yes people).
Tech was screaming at the top of their lungs how bad RL was.. we’ve heard the allegations. Then comes MD, again, SCREAMING she didn’t know what she was doing. Lower level employees see a lot more of what’s working and not than leadership; or that’s what it feels like since they do nothing to improve anything.
Fourth, OMG LISTEN TO CONSUMERS (thought this would be obvious)
Everyone complains about how narrow our shoes are. I’ve heard some explanations about this saying elite athletes have narrow feet. My solution? Standard sizing that the average person can wear and elite sizing (our current fit). Imagine the marketing antics we could pull with that. Nike wasn’t built by everyone agreeing and falling in line. To expect us to thrive with a majority yes people is absurd, but we also need more focused on collaboration. One team, best team, team Nike.

Five, MARKETING WTF ARE YOU DOING. Our brand should be in alignment.
How tf did “Runners welcome. Walkers tolerated” pass through approvals?!?!!! Especially when one of core mottos/statements is “if you have a body, you’re an athlete.” Like are we inclusive and want everyone to make sport a daily habit, or shame people who are trying to be active? Alignment is key my guys and we can’t seem to pick a lane.

Six, WE NEED A BETTER FTE/ETW RATIO, not offshore all of tech and holy cow stop with the layoffs
We are literally always under investigation by the state for not having enough FTEs. Some ETW roles need to be converted, period. It’s not staff aug/special projects/SOWs/MSAs. It’s regular day in day out work that we are contracting out. Not just that the onboarding and offboarding costs (and the pain that that is).
I worked in GT. I do see the value in having ITC. However, I see bigger issues when the tech teams are working off hours. Tickets being closed because you don’t see their response in time because of the time difference. Tickets moving slowly because you can only send/receive one response per day. And it seems like with this shift changes have come down like, when an ETW converts creating an entirely new account for them (literally seems like they weren’t trained correctly or held accountable for this issue when for YEARS converting accounts wasn’t an issue).
Layoffs are bad. We do it to please wall street then have to ramp hiring back up or have to contract more work out. Not to mention the onboarding and offboarding costs associated. Plus these decisions are usually not made at Nike based on performance and it’s pretty evident.

Anyways EH let me know if you want to talk strategy cause I think I’ve got some great suggestions on correcting the ship.

Thanks for coming to my TEDTalk

The Vz Board needs a complete overhaul based on performance.

Today in WSJ you can read how JP Morgan Board and CEO Jamie Dimon named actual candidates under evaluation for next CEO when Jamie retires.

Meanwhile Verizon Board removes Hans and allows for a hostage video from a broom closet to announce immediate removal from CEO roll.. but not before $24M payment.

The fact the Board had zero transition plan and actual promoted from current Board further highlights the Boards failure.

The stock trend to $30 further validates firing Board.... we need Shareholders and PE investors to take over.

At DXC, "synergy" isn't just a buzzword—it's a religion practiced by middle managers who haven't approved a single decision since 2019 without first escalating it to a steering committee, which then escalates it to a governance board, which schedules a follow-up to discuss whether a meeting is needed.

The performance bell curve is so aggressively steep it's basically a cliff face. Somewhere around the 99.9th percentile, perfectly balanced on the summit, sit exactly two people: the CEO and whichever golden-boy lieutenant he's decided is "strategically essential," each pocketing a multi-million-pound pay bump for vision and leadership the rest of the org has never personally witnessed. Everyone else is distributed along the rest of the curve like sediment, fighting over a 1.8% pool increase and a "thank you for your resilience" email.

The org chart resembles a conspiracy theory corkboard: red string everywhere, nobody quite sure who owns anything, and at least three VPs with "Transformation" in their title who have personally transformed nothing except the breakroom coffee machine, replaced with a worse one to save 4% on facilities spend — savings presumably redirected straight into the summit-dwellers' bonus pool.

Project deadlines run on a unique temporal model where "Q3 delivery" means "Q3 of an unspecified future year," and the only thing that ships on time is the all-hands email reminding everyone "we are one team," sent forty-five minutes after a quiet round of layoffs nobody mentions out loud.

Ask anyone what DXC actually does and you'll get a 20-minute answer involving "digital" and "transformation" that explains nothing, followed by a sigh, followed by them asking if you know of any open roles elsewhere — preferably ones with a flatter curve.

The orchestra has stopped. The music of reinvent is over, just 5 years after its terrible opening. Now, the cull of the rest of the reinventors who have hidden in the VP roles needs to complete this master opus.

CEO , please work hard to push it below 40 ..LOL

Rolling out AI into servicenow when servicenow still has ongoing performance issues. Rolling out more and more rules and enforcing with a heavy hand when we don’t have enough associates to meet deadlines with the current rules.

Metric Value
Price on July 1, 2020 $23.40
Price today $20.72

Cumulative price return -11.5%
Holding period 6.00 years
Annualized price return (CAGR) -2.0%

How much are we expected to take? Month after month they continue to move the goal post. It’s nearly IMPOSSIBLE to make money if you’re in a sales role. Quotas continue to rise all because we are bleeding customers and that falls on the frontline. We continue to bust out a$$ just to get crapped on. The people setting these targets need a dose of reality. Put a tablet in their hand and see if they can do it. That would sure be a nice comedy show for us.

Do you think there will ever be a change to the current structure where promotion is based on who you know, and not on your performance and accomplishments?

Pretty ridiculous to see senior executives that do not have more than a bachelor's degree. If even that. No surprise that many at that level are lacking the intellectual capacity to lead efficiently.

Those people know that they will never get a comparable job anywhere else and will do anything to stay creating a cesspool of political games and backstabbing.