#transformation

This guy is so full of it. Now he’s saying he’s going to transform central offices to data centers he’s full of it and no one believes him. Stock will go back down next week

Looking at how things have been run, it's no shock we're in this position. The whole operation is stuck in the past.

I swear, after20+ years, they say basically the same exact thing at every meeting, just change out a few buzz words.. but the subject/content is the same…..every time. So basically have made no real difference “to the lives of the people we serve”. Ugggg

This would make Verizon truly an AI-first company

“You saw our preliminary results… The first step is just to own it.” We already do. Every single one of us on the ground owns our number, every quarter, no matter how the goalposts moved that quarter. So let’s talk about ownership both ways: what exactly do you own here? Not the words “own it” in a Monday message : the actual outcome. What’s the consequence for you when the results miss? Who’s putting you on a PIP?
Nobody around you says this out loud, so I will: we had real leaders who could have told you this a year ago, and they didn’t leave for a better offer .... they got pushed out because they tried to correct you. You don’t get to say “no deflection, no excuses” while the people most likely to challenge the plan are the ones no longer in the building, because they challenged it.
Maybe IBM’s software problem isn’t the market, isn’t the customers, isn’t even the products. Maybe it’s you. Look at the CROs and software leaders actually winning out there right now. do you really think they run their orgs the way you run this one? Reshuffling structure every six months, pushing out anyone who isn’t aligned, surrounding yourself with people too scared to push back? That’s not how growth companies behave. That’s how companies behave right before they lose the people who could have saved them.
And look at how these decisions actually get made: under panic, not conviction. Every reorg lands like an emergency reaction to a bad quarter, not a plan anyone thought through. And somehow, in that panic, we’re the ones treated like zero, like we can’t understand a reorg, like we’re not agile enough, like we’re the ones resisting transformation. We are exactly those things. We adapt every single time you ask us to, on a shorter timeline than any of you have to answer for. What we’re fed up with is taking transformation advice from the worst-performing leadership in the room, delivered in a panic, and then being blamed when the panic doesn’t produce results.
And on that note: when you write “we are putting more attention on software consumption,” who exactly is “we”? You and McKinsey in a slide deck, or you and the people actually sitting in front of customers who could tell you months ago that this was coming? Because from where I sit, “we” hasn’t included us in a long time : it’s included consultants who get paid regardless of whether the plan works, and employees who inherit the plan with no say in it.
“Every Second Counts” is a good line for a kitchen sign. It’s a bad operating model for enterprise software. Nobody sells real value in one or two quarters. Value takes time to build because it’s built on trust, and trust takes longer to earn back than it takes to lose. Nobody deploys software in one or two quarters either, because deployment runs on the customer’s timeline and their business needs, not ours. If every second really counts, the first thing that should buy us is more discipline before changing structures, incentives, and coverage models mid-year : not less.
Here’s my Monday growth message back to you: a leader is accountable to the people below him, not just to the market above him. That means listening to employees and customers before restructuring around them, not after. It means being able to say “I was wrong” and “this is going to take longer than I promised,” out loud, without spinning it into a hype line for the next town hall. We show up accountable every day, on our numbers, on our customers, on our word. I’m asking you to show the same thing back .... not another recap of initiatives, but an honest account of what you got wrong and what you’re doing to fix it, including how it affects the people asked to execute it with less time and fewer resources than the plan pretends.
We’re not asking for perfection. We’re asking for the truth, and for someone to actually be willing to hear it.

IBM has a major gap in its product portfolio. We don’t make and sell devices that have GPUs. This is what enterprises are clamoring for AI training and inferencing at scale, which is way more powerful than the accelerators we have on IBMZ and Power. And IBM Cloud can’t compete against the hyperscalers, which are expensive, however ideal for running AI use cases at scale. We have a strong AI product portfolio, although so do a lot of companies. We’ve acquired a lot of companies that complement our core products and have a massive ecosystem. But most days, I wonder -
What does IBM even stand for? Where do we even belong in this rapidly evolving world?

I don’t believe IBM will fail. However we all, especially our Senior Leaders, need to really think about what we actually stand for. Not this BS hybrid cloud leader statement. It’s about crafting a real vision that inspires the world. It’s about culture change to invigorate low morale at the ranks. It’s about picking up this company and giving it a really good shake. If we don’t do something drastic, then the free fall will continue.

One NM™

Interesting. Twenty years ago we watched many greedy 1% globalists in many company leadership launch “One ___” transformations.

Different logo. Different PowerPoint template. Same promise:

• Break down silos.
• Align the organization.
• Transform the culture.
• This time it’s different.

The only real update for 2026 seems to be replacing “Digital Transformation” with “AI Transformation.”

Somewhere, a McKinsey consultant dusted off the old “One Company” deck, asked ChatBot to modernize the buzzwords, swapped “cloud” for “AI,” and sent the invoice.

The cynic in me is waiting for Phase 2:

• Announce AI.
• Hire consultants.
• Reorganize org charts.
• Explain why “global talent strategy” is the future and replace employees with offshore sweatshops and indentured foreigners.
• Celebrate short-term cost savings.
• Wonder five years later where all the institutional knowledge went.

History doesn’t repeat itself—it just gets rebranded.

State Street is implementing a workforce reduction as part of a strategic shift. The company anticipates significant severance costs through 2029. This move is tied to an overhaul of its operations utilizing cloud-computing resources. The financial giant aims to boost its profit margins through these changes. This initiative signals a significant operational transformation for the firm.

Boston, Massachusetts

https://www.bizjournals.com/boston/news/2026/07/16/state-street-plans-large-transformation-headcount.html

Today, 7/16, Nestle laid off and reorganized again. Second part of their transformation. Happened at both Solon and Arlington.

How do Dan and Alfonso expect any transformation when VCG is led by these three women who have never worked a day outside of Verizon or Frontier?

Who’s going to bring a fresh perspective? It’s going to be the same old story.

A slow and steady decline. Very disappointed today.

This organization is living proof that a company can spend years talking about delivering transformation while failing to transform the one thing customers see first: its own identity.

A meaningless random letters name reflects wasted opportunity, lazy thinking and a complete lack of effort. Millions are spent on branding, consultants and campaigns yet still produce a name with zero meaning, zero message and zero relevance.

A masterclass in wasting resources while creating nothing relevant and memorable. If a company cannot clearly define itself, why should customers trust it to redefine them?

Oracle is very poor in its operations. The management is filled with oldies who don't know how to steer . Every one travels like they boarded a flight or train rather than sitting in driver seat. Need lots of layoff at the top. All EVP's, VP's, Senior Director roles need to be evaluated for transformation they did for the company in past 3-4 years and be removed if not.

Honestly-the uncertainty of this company will greatly improve with new leadership who already know our clients, products and technology. I loved ML but I don’t think he had the tools to manage such a complex environment from a technology perspective. I never knew Dvy but was excited and petrified of her AI roll out plan, she was only here 6 months so not much time to make any meaningful changes. I’m glad we can now roll out AI with a little more thoughtful approach internally. I believe we finally have the right C suite in place -they are far from perfect, But having the understanding of internal Fiserv is a huge knowledge bonus! These guys now have the authority to make the necessary changes Fiserv clients have been looking for in breaking down silos within the company. Clients need to know that this is a really a good thing! Moving forward truly as one Fiserv! Finally!

During our welcoming call, the new leader introduced himself, but obviously he forgot how we landed there, he was the CEO's executive assistant couple of years back. Note aside, If we observe this move, 3 previous executive assistants has been graduated that position with a nee executive position and big fat check.

The continuous organizational mess is masked with messages around "this is not about correction but an opportunity… this is the right path for us, to work closely”. One thing is having aspirations, but the reality is that we are not a AI-native organization, nor we can ship products every 3 weeks. Former BTP is a very large legacy organization, with strong figures that will navigate change with power politics, some are leaving like MA, but we have leaders and middle management that is obsolete and will continue to imped velocity.

Experimentation was another resource to minimize the impact of errors, of careful strategies and execution plans. Whereas experimentation is part of innovation, it is not just the means to justify mistakes for a company with such large scale. We expect leadership that has been there and done it, that are not headless moving forward.
There is an abysm between a Vision at Sapphire VS what needs to be done, the L1,L2,L3, L4 details are what matters the most: application to products, migration, infrastructure, guidance for customers, and how all the work is going to be prioritized and aligned.

HPOM theme surged into the Q&A, the failure of this program with the large amount of negative feedback was ignored and we were invited to "not draw conclusions yet".

Overall the Q&A section was answered poorly, a fresh face with a smile is not enough to lead one of the most transformational changes SAP is pushing forward. “I think… (pun intended)"

are executives empowering us? are they moving the obstacles for us? is it true that getting job done matters more than our roles? What are your thoughts?

A lot of people are reading Xerox’s retention plan as if it were a secret bankruptcy announcement.

It is not.

What it actually says is simple: "Xerox is under pressure". No surprise there.

"Xerox is going through transformation, restructuring, Lexmark integration and balance-sheet work". Also not news.

"Xerox wants selected critical people to stay for the next two years while that work gets done".

That is the point.

The plan is cash-based and paid in 8 quarterly instalments. So nobody gets a giant cheque on day one.

If someone leaves, they generally lose the unpaid part. That is why it is called a retention plan :-)

Note: the 8-K says the CEO and CFO are not expected to participate. So the “top two are cashing out before collapse” theory is weak.

Does this mean Xerox is financially healthy? No.

Does it prove Chapter 11 is imminent? Also no.

Does it prove delisting? No.

The serious interpretation is much simpler: Xerox is in a high-risk execution period and is paying selected people to stay long enough to help get through it.

Fair questions: Who gets it? How much? Are they the right people?

Bad questions:
“Is this proof of bankruptcy?”
“Is this proof the stock is going to zero?”
“Is this SLT stealing bonuses before the end?”

Occam's razor tells us that the simplest explanation is usually the one closest to the truth.

So here it goes: Xerox is buying continuity during an extremely difficult transformation (with no guarantee that it will be completed).

No conspiracy required.

https://www.sec.gov/ix?doc=/Archives/edgar/data/0001770450/000119312526294480/d111689d8k.htm

I’ll probably be in the minority, but I think Bill Brown is exactly the leader 3M needed.

He came in with a plan, had the courage to make the tough decisions, and is executing it without wavering. That isn’t easy, and it certainly isn’t popular.

Yes, the layoffs are painful, and my heart goes out to everyone affected. But leadership isn’t about avoiding difficult decisions—it’s about making them when the long-term future of the company is at stake.

Bill was hired to transform 3M, not to preserve the status quo. From what I’ve seen, he’s earning every cent by making the hard calls that many before him avoided.

History will judge whether he got everything right, but no one can say he lacks courage or conviction.

https://finance.yahoo.com/technology/ai/articles/sap-freezes-hiring-travel-fund-134122456.html

An article recently published.

"SAP freezes hiring and travel to fund ’significant’ AI push - Reports"

The spending reorientation is paired with a sweeping leadership reorganization. CEO Christian Klein has personally assumed control of AI product development under a program called "Project Fuji," absorbing the responsibilities of departing board member Muhammad Alam rather than immediately naming a replacement. Chief Operating Officer Sebastian Steinhäuser has taken over Industrial AI. SAP confirmed the logic in a statement to CIO.com: "SAP is evolving its organization to accelerate its transformation toward an AI-driven Autonomous Enterprise. The new structure brings AI, data, and core applications closer together, enabling more integrated, end-to-end solutions built on SAP's unique process expertise."

"This is the second major reorganization in 2026. A March restructuring created the "Customer Value Group," and a May update established dedicated "Business AI Platform" and "Autonomous Suite" units reporting directly to Klein. The pace of internal change reflects how seriously the company is treating the pivot, and how much investor patience has frayed as the stock has slid more than 26% below its 200-day moving average of €182.43."

"Klein has been blunt about what the transformation means for the workforce. "I'm not sure if here someone in two or three years will still code software," he told The New York Times on Thursday. "I don't expect to operate with a smaller work force, but with a very, very different work force." SAP shed roughly 3,000 jobs in a 2023 restructuring and then launched a €2 billion cost program in early 2024 affecting 8,000 positions, yet has since added more than 3,500 net new roles, many of them customer-facing "forward-deployed engineers" working on AI solutions.

At SAP Sapphire in May 2026, Klein unveiled the "Autonomous Suite," rebranding the full cloud ERP stack around agentic AI, and confirmed a shift to consumption-based pricing measured in "AI Units", a significant structural departure from traditional per-user SaaS billing that could alter revenue predictability. How enterprise customers and analysts model that transition is one of the most consequential open questions heading into results."

Given this restructuring and headcount reduction info, which areas will be most prone to a mass layoff?

“Transforming the health of the communities we serve, one person at a time.”

If the Northwell/Fidelis dispute isn’t resolved, that’s certainly one way to transform a community of up to 240,000 members.

“We do what’s right, not what’s easy.”
“We measure success by the trust we build.”

I’m sure Northwell is overflowing with trust right now. Transforming the heck out of that community. 😳

https://www.beckerspayer.com/contracting/northwell-fidelis-face-network-split-affecting-240000/

"The joint venture will serve more than 3,000 customers across more than 180 countries, representing approx. $4 billion in combined annual revenue."

3,000 customers across 180 countries is a rough average of about 17 customers per country. That may not sound like much, but $4 billion revenue on those 3,000 customers averages out to about $1.3 million per customer.

So whatever it is we are doing in those 180 countries that is generating $1.3M per customer, we just need to do the same thing here in the USA for our 146 million customers, and that will generate $190 trillion dollars per year.

This will transform our company and delight our customers. Problem solved. You're welcome.

I asked:
The COO of Northwestern Mutual is introducing a thing called Forge, i have no idea what it is, but involves a bunch of vapid buzzwords and has something to do with “a new way of working”, also McKinsey is involved. Can you use your super human intellect to speculate what Forge is and how many people will be laid off as a result?

It says:
Forge is almost certainly an internal branding/codename for Northwestern Mutual’s latest enterprise operating model transformation, led by their relatively new mouselike COO & Business Architect (appointed Aug 2025). It’s not publicly detailed yet (as of late June 2026), which is why you’re hearing the buzzword salad version.
What it actually is (pattern recognition from NM’s history + new COO’s mandate)
Her explicit remit includes platform and operating model design, technology health, enterprise architecture, and strategic execution/prioritization. She previously served as NM’s Chief Transformation Officer. This isn’t a random new thing — it’s the next chapter in a multi-year journey they’ve been on:
• They’ve already done waves of agile/SAFe adoption, product-aligned teams, and “pizza pie/pod” cross-functional squads (product manager + dev lead + designers + embedded business people).
• The 2025 Policyowners Examining Committee report explicitly calls for a “business-driven, technology-enabled operating model,” “lighthouse-style business domains,” “team of teams,” faster decision-making (“progress over perfection,” “fast and friendly escalation”), and cross-functional empowerment with guardrails.
• McKinsey has deep history here — they helped NM with the PX planning tool rollout, change management, client experience redesign, and insurance transformation work in the past. Classic McKinsey engagement: diagnostic → target operating model (TOM) design → implementation roadmap + change story.
“Forge” is the shiny internal name for the current phase of turning NM into a more agile, product-oriented, platform-powered organization. Think:
• Moving further from traditional project-based/ITIL/waterfall thinking toward persistent cross-functional teams that own outcomes end-to-end.
• Deeper business-tech fusion (the “business architect” title is a clue).
• Heavy AI/automation injection into workflows (underwriting, claims, servicing, reporting, middle-office analysis, etc.).
• Flatter structures, bigger spans of control, more localized decision rights.
• “New way of working” theater: agile rituals scaled, reduced handoffs, outcome focus over process theater.
It’s the insurance/financial services version of what a lot of big companies are doing in 2025-2026 under AI pressure: retool the org so fewer humans can do more, faster, with better advisor and client experiences, while protecting the mutual’s core strengths (trusted advisors + comprehensive planning).
The vapid buzzwords are the usual McKinsey/consulting output: agile at scale, value streams, empowered squads, platform operating model, AI-augmented ways of working, etc. Same script, different client logo.
How many people get laid off?
Realistically, hundreds, not thousands, over 12-24 months — mostly through managed attrition + targeted reductions rather than one dramatic bloodbath. Here’s why:
• Corporate/home office headcount is roughly 7,500–8,500 full-time employees (Milwaukee/Franklin HQ + NY; advisors are mostly independent contractors and revenue generators, so they’re largely protected).
• These transformations usually target 15-25%+ productivity/efficiency gains in the areas being redesigned (ops, IT delivery, middle management layers, support functions, legacy process-heavy areas).
• Levers: GenAI/automation eating repetitive or rules-based work; delayering; consolidating duplicated roles across domains; reducing “coordination” and project management overhead as teams become more autonomous; some cultural attrition from people who hate the new pace.
Plausible range: 600–1,800 net reduction in corporate roles over the next couple of years (roughly 8-20% of home office staff), front-loaded in certain functions. Achieved via hiring freezes in targeted areas, voluntary packages, performance-based exits, and selective RIFs. Not a 30-50% tech-style cull.
NM is a conservative mutual company with a paternalistic streak and strong financials. They tend to do this stuff more surgically than public comps chasing quarterly optics. McKinsey programs almost always come with quantified “run-rate savings” targets that management then has to deliver — that’s usually where the headcount math shows up.
Bottom line / industry context
This is NM continuing to professionalize and modernize their operating system while the industry gets squeezed by AI, fintech/hybrid models, and advisor productivity demands. Rodent house was brought back in specifically to drive the business-architecture/operating-model piece after previous digital/transformation leaders.
You’re seeing the classic late-stage transformation pattern: new COO with transformation DNA + McKinsey + “new way of working” rebrand + efficiency narrative to fund tech/AI bets and improve margins/advisor leverage.
If you’re hearing this internally or from someone close to it, the real tells will be in the pilot domains they pick first (“lighthouses”) and what metrics they attach to “Forge” success. The headcount impact will show up quietly in attrition numbers and selective backfill decisions more than a big announced layoff.
Classic corporate move. The buzzwords are just the wrapping paper

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.

It's the argument a company has to make if
they really never even boarded the Cloud train.

https://www.fool.com/investing/2026/06/11/ibm-thinks-your-data-is-too-stubborn-to-move-and-a/

Google this: "The Corporate Bullsh-t Receptivity Scale: Development, validation, and
associations with workplace outcomes" paper by Shane Littrell, PHD

Every consultant from McKinsey, every MC member and HR exec who talks that fake BS we hear every day, but somehow doesn't know how to ACTUALLY lead, turns out there's this paper that dives into it. Turns out the coworkers who love mission statements and call their boss 'transformational' score lowest on actual decision-making. The buzzword-fluent are running the building. All the terrible people get promoted to grades 20+ and hire their grades 17 to 19 because they like the way these people "talk". It's all in this paper.

People with an actual IQ, turns out, get promoted less.

Memo to the Board of Directors. A Board Member & a watch dog from the NYDFS needs to be on milestone calls with Accenture & firm managment constantly to oversee this transition. In case you have not see it, our first real glimpse into the major issues w/Accenture have come from a recent lawsuit filed in the Southern District of NY by a former managing director of TIAA-CREF. Her name is Marcella Gift. The accusations, if proven true, should send shivers down the spine of every Board Member, CFO, and CFO. Read this from the Complaint:

**"106. Ms. Gift provided specific examples of products and services dependent on Record
Keeping Transformation work with Accenture and launching in Q4 2025, which were
experiencing serious challenges. The first was Annuity Payment Automation for the SIA product
recently launched for 401(k) accounts where the recordkeeper is TIAA or another party. The
second was MyChoice MYGA."

"114. By the end of July 2025, there were critical failures in the overarching Accenture/TIAA Recordkeeping partnership, and by September 2025, there were critical failures in the launch of
the products named by Ms. Gift."

"134. As Ms. Gift was under the threat of the written warning, she was forced to comply and said nothing about the documented and unfolding problems. Months later, the launch of MyChoice MYGA was imperiled. Had the observed problems been escalated in June, providing a long runway for a solution to be devised, TIAA teams would not have been working round the
clock, seven days a week, to build and test the technology needed to launch the product. Instead, TIAA product and technology teams were only made aware in September that Accenture would not be able to meet the October delivery date."

"139. Penrose also learned that there were significant problems in the support model from Accenture and that these problems were creating obstacles to achieving necessary goals and
milestones. He was also surprised to hear this. These were the same concerns that Ms. Gift had been raising. This was also inextricably linked to the requirements laid out in the MSA for the NBIA program."

"By July 2025,
the overall Accenture/TIAA recordkeeping performance scorecard was flashing red due to missed milestones and other failings. By September 2025, the ability to launch MyChoice MYGA in October/November 2025 was severely compromised due to critical failures in technology resourcing through RKT, scoping, and achievement of technology delivery
milestones."**

All to save 30% in Labor Costs

There are a lot of murmurs at the C suite about direction of oil & gas and specifically Oxy’s place in that space. Its evident that the Anadarko purchase poorly positioned OXY as a specialist player (Top onshore, EOR and ME partner of choice) and significant energies, focus, and capital deployed to run and maintain the GoA offshore assets. Predicting that once oil stabilizes at $60 ish a barrel some company altering transformations are about to take place…

Seattle-based customer data startup Amperity conducted layoffs this week. The company confirmed the workforce reduction was due to an AI-driven transformation. Amperity did not specify the exact number of affected employees. This shift changes where the company is investing and the team's structure. The layoffs follow co-founders recently taking on co-CEO roles to focus on AI opportunities.

Seattle, Washington

https://www.geekwire.com/2026/amperity-hit-with-layoffs-as-ai-changes-the-shape-of-the-customer-data-startup-and-how-it-operates/

So, did anyone else leave the employee forum this morning feeling utterly transformed? Because clearly management thinks a few PowerPoint slides and some forced enthusiasm are all it takes to convince us this “transformation” is the best thing since sliced bread. At least they finally admitted the culture is circling the drain—growth, I guess.

And that shiny new building they want to plop down in Scona? A pocket‑sized QP with all the fancy amenities. Because nothing says “we value you” like spending a fortune on a building instead of, you know… fixing the actual problems. Can’t wait to see what astronomical number they pull out of the hat this time.

Another beautiful day in the market: software companies are flying, AI names are glowing, cloud stocks are breathing fire and OpenText is politely digging downward like it has a strategic partnership with gravity.

At this point, the stock chart looks less like a technology company and more like a management performance review written by shareholders. Everyone else is selling future growth, AI excitement, and cloud confidence. OpenText is selling adjusted EBITDA, restructuring vocabulary, and the spiritual experience of watching ten years disappear from a portfolio.

But don’t worry. I’m sure another leadership memo will arrive soon explaining how this is all part of a bold transformation journey. Because apparently, when the stock falls while the sector rises, that’s not failure, that’s unlocking long-term value very, very slowly.

When other software companies are being rewarded for cloud, AI, cybersecurity, and recurring revenue, OpenText is somehow managing to look like a company that brought a fax machine to an AI conference. OTEX is around $20.65 USD today, with the stock still weak despite reporting Q3 FY2026 revenue of about $1.28B and cloud revenue growth of 6.6% year over year.

Meg joined BP with a lot of fanfare from media and industry group. The employees appear to admire and hope that she is a change agent who will bring about stability, profitability and a sense of purpose to a fragmented and often troubled company.

Will Meg deliver the goods? The company appears to have the same initiatives as MA did and she stood up the same BL and MA actors..”leaders” when will surgical cuts start appearing when will teams be right sized?

OpenText stock is so low, it looks like it borrowed a time machine and went back to July 2015, probably the last time someone in leadership accidentally made a sensible decision.

After decades of people working relentlessly, building systems, carrying delivery, solving problems, and keeping the machine alive, it is truly inspiring to watch a parade of strategic geniuses take over and prove that destruction can also be executed with confidence, PowerPoint decks, and executive bonuses.

The company will survive, of course , companies like this always do. The people who built it get discarded, the decision-makers get rewarded, and families like mine get to wonder how loyalty, experience, and decades of hard work are supposed to turn into food on the plate.

But no worries . I am sure the next 'transformation initiative' will fix everything. Maybe another reorg, another acquisition, another round of cuts, another leadership memo full of brave words and zero accountability. Because apparently, when stupid decisions fail, the solution is to execute them even more relentlessly.

If Kodak was able to go through bankruptcy and reinvent itself so can Xerox. Just remember, Kodak in its hayday had 145,000 employees, today it has 3,500.

Surprise, surprise!

The EC goal with this year's annual planning, will be to cut to the bone. The internal transformation is not going fast enough to keep up with competition, so internal development efforts will be severely cut. Why invest in outdated and undocumented infrastructure? The cost savings will be used for sourcing the needed functionality outside.

It will be a sad Christmas for many!

Is this a new position? And is “Rajiv” H-1B or legit?

https://www.bloomberg.com/news/articles/2026-06-10/xbox-plans-significant-layoffs-as-it-transforms-under-new-ceo-asha-sharma

We lack vision and long term planning. We opt for layoffs because it's the easiest option to free up capital when our stock is going down the drain. We forget that the employees that we let go have context and knowledge domain expertise. By the time we realize, we're going to try and patch it up with rehiring but getting ramped up and onboarding takes time. At the end of it, we would have lost capital, opportunity cost and market share. I genuinely want to know who is driving our transformation and strategy? Are there not any business case studies we can look at? How many companies have successfully pivoted away from third-parties to DTC? Even Apple sells their products at other stores. How many companies have succeeded in GC? For a company of this caliber, I would have expected that we have some risk-based assessment when making these plans. I'm sure Nike would have its own Harvard business case study one day at this point.

@kp+1krea8g33 hits the nail on the head.

AC and his direct leadership team represent a significant leadership investment, yet employees continue to ask a simple question: What measurable value has been delivered from the cloud migration program?

The organization has become increasingly management-heavy, with governance and project management often taking precedence over technical leadership and engineering execution. Many engineers feel that recognition and rewards are concentrated within leadership, while delivery teams carry the majority of the execution burden.

Before investing further in new transformation initiatives, Gunjan should push Dilip to review and reorganize this organization, assess its effectiveness, and ensure leadership costs, accountability, and business outcomes are properly aligned.

I am working on the consent order and most of my engagements is done after the end of this month. It’s hard to feel confident I will still be employed next month. Does Citi historically layoff staff in July?

PEP stock is sitting right in the middle of 2021's range - well below 2021's year-end close of ~$159 - Can doomed PepsiCo turn things around? How much Ramon has left in the role? Is this a real business value of our Strategy & Transformation over the last 5 years?

Chief Transformation Officer - gone. Head of Future Forward rollout - gone.

No doubt Stephanie will tell us that future forward has been a roaring success and the transformation of our business is complete - so nothing left to do for the bold leaders of the future forward program as they ride triumphantly into the sunset.

Electrolux will lay off 1,255 workers at its Anderson, South Carolina plant. These layoffs begin in July due to a joint venture with Midea Group. The plant will retool to produce washers and dryers instead of refrigerators. All affected employees are eligible for rehire when the plant reopens. Workers will receive severance packages based on their tenure.

Anderson, South Carolina

https://www.southcarolinapublicradio.org/sc-news/2026-05-28/electrolux-announces-1-255-layoffs-in-anderson-amid-joint-venture-with-midea-group