#accountability

Do something about it. Make yourself heard. Drop specific names and hold them accountable.

https://publicportal.eeoc.gov/Portal/Login.aspx

As much as Dell keeps talking about implement all aspects of AI, it is still the tribal knowledge dependent tech company I've ever worked at. It's what makes me believe that all the AI evangelicalism is mostly to push server and storage hardware.

I mean how is AI going to make suggestions when the needed information is only available in people's heads? Also with tribal knowledge there are multiple versions of the truth. AI is good at figuring out at least the most consistent version of the truth. But then again it is all tribal knowledge and not documented.

Note on LinkedIn from new exploration VP on BBG1 lease sale results - lots of congratulations and kudos for a BU which hasn't discovered a thing in a decade, suddenly transformed into "strong outcome", "leadership position", and "great teamwork". The hilarious part is reading the comments by the Chevron sycophants trying to impress the new VP. Oh, and if you take a look at the bidding, it's all high-risk or fringe acreage and leases previously held then dropped. Don't expect anything better than maybe a tie-back or two, if indeed we can actually discover something.

Imagine all the money our SVPs and exec staff make and Bain still runs the company. A substantial number of decisions are all based off Bain recommendations. We could save millions upon millions of dollars if we got rid of most of our SVP layer kept some of our VPs and kept our Sr and Director layers and just used Bain.

Otherwise why do we need SVPs who are totally incapable of making decisions without Bain?

Lately, it seems that every project that goes off track is suddenly my fault. I was just following the plans and deadlines THEY approved. It’s frustrating to get a bad review for problems I clearly didn’t create. This pattern is getting really old, really fast.

A few clueless dolts crash the ship into an iceberg. They grab the lifeboats and you and I have to jump into the water.

Vz leaders….do better and be better. Thousands of people’s lives are affected by your decisions.

Are the employees really that bad, or does leadership have some accountability?

HC had a meeting to talk about feedback on the new policy and out of our 7 wealthy white SLT GP's FIVE were working from home, one was even taking the call from the car??? It's Tuesday, isn't Tuesday a required in office day? So for you marginalized peons with four kids working a part-time job because we don't even pay you enough, be in your seat from 8-5, we will do whatever we want.

No

It’s easy to hide behind numbers. KPIs that look good on paper but don't actually reflect the reality of what's going on in the trenches. Too often, leadership leans on these metrics as a shield, allowing them to feel comfortable while the real work gets done by those on the ground.
But here’s the thing: When you consistently fail to show up with functioning processes, when you let your team flounder with outdated knowledge, you can’t keep blaming the ones at the bottom who are scrambling to make it work. The KPIs are a band-aid. They’re a crutch, not a solution.
The disconnect is real. The people at the top are too far removed from the daily grind to understand the struggle. And those at the bottom, the ones keeping things together with duct tape and sheer willpower, are expected to just keep pushing through.
It’s time for a reality check. If the metrics are misaligned and the systems are broken, it’s not the "little men" who need to be cleaned out. It’s the leadership. Leadership that isn’t in touch with reality, that doesn’t recognize when they’re out of their depth, and that refuses to take responsibility for the company’s actual performance.
When the people doing the heavy lifting are ignored or undervalued, you’re just setting everyone up to fail. KPIs should guide you to success, not allow you to point fingers while the real work gets buried under more red tape.
Leadership: Your KPIs are broken. Fix the process or risk losing the people who are still trying to make it work.
#Leadership #KPIs #WorkplaceCulture #Accountability

Srini?

How is the landscape looking right now? Is it akin to the hunger games?

First thing is the cloud stuff. We were told to go full hog to the cloud so we did. Now the outages are insane, and leadership is regretting it for our area, but with on prem set for decomm, there is no turning back. Not to mention the costs are through the roof with offshore misconfiguring it and cranking up the bill.

Secondly is the AI stuff. Feels like every team is just publicly declaring they are cramming AI into everything, attempting to, and then failing and trying to cover it up.

Will Candyman actually face accountability for this disaster? I have yet to see a working demo or plan that made any sense since he took over.

I also was told yesterday that PW's organization is set to deploy "hundreds of AI agents" to production next year who will be giving us business and funding, which i frankly find extremeley hard to believe.

Be honest , how much say did you all have in the recent RIFs? Or did we really get selected by a program based on years worked and salary ? I say the managers had a say because my manager fired 3 black people. What are the odds ??

QIPL employees, especially in IT, are doing little to no work and taking credit for work they’re obviously not doing and they’re being promoted! How is that justified? There is no accountability for mistakes from QIPL team members and there seems to be bias/discrimination against non-Indian employees in this AR cycle.

Dan, this message is for you.

Restructuring is a strategic necessity, but the way it was executed has exposed a serious problem inside the organization. Many leaders protected low performers simply because they were friends or favorites, while top talent — the people who carried teams, drove results, and supported customers — were the ones eliminated.

We saw the same pattern during the last VSP: some of the strongest minds and most committed employees walked out the door. It’s happening again, and the impact is real. When the people who actually make the company successful are gone, the company doesn’t get stronger — it gets weaker.

Verizon cannot grow if it keeps losing its best people while keeping those who contribute the least. Our customers feel it, our teams feel it, and the culture feels it. Favoritism is not leadership, and it’s not how you build a high-performance organization.

If we want to restore trust, retain talent, and win in the market, we need accountability for how these decisions were made. And we need to start investing in and protecting the hardworking employees who truly move this company forward.

They give all these teams a deadline of 12/15 to get their MBO score in order. Many teams in our org had releases scheduled to address various vulnerabilities prior to this deadline. Now that date has magically shifted to 12/10 and the "MBO Score" which determines our year end review and RRP eligibility is frozen.

Who the he-l decided that giving these id--ts this much influence in the company was a good idea? Half the time their scanners aren't even working and they don't know why, so your MBO score will fluctuate between two wildly different numbers weekly, making planning not an option.

How much did AT&T lose on Time Warner and DirecTV?
Months before it sold Warner Media to Discovery, it spun off the satellite broadcaster DirecTV, another prong in AT&T's media strategy, with a loss to shareholders of about $49 billion. By The Times's calculation, between the Time Warner and DirecTV deals AT&T has squandered close to $100 billion!!!
How do we lose soooo much money and still have the same dum dums at the helm!???

Stankey unloads Time Warner at a massive loss and passes on this loss to employees. The new owners of Time Warner start a bidding was and make a massive profit. Well done Stankey. Can’t even blame it on Stephenson - divestment if Time Warner is on your watch.

I’ve accepted that I may never get my old role back — that’s part of how corporate reorganizations work. But what hurts isn’t losing the job. It’s how it happened.

I was RIF’d despite strong performance and ongoing contributions, while some “eliminated” roles were quietly backfilled almost immediately. Even my own position, is now being filled again. Saving the favourites. That doesn’t feel like a business decision — it feels like a leadership decision.

When merit isn’t the driver, trust breaks. Employees begin to wonder if favoritism or toxic leadership played a bigger role in who stayed and who went. In a company this large, that’s dangerous. Without accountability at the SD level and above, a culture like this can take root at the market level and eventually hurt the entire organization.

This isn’t about wanting my job back — it’s about acknowledging a pattern that shouldn’t be ignored. Unfair layoffs don’t just impact people; they erode the foundation of the company itself.

I had worked for Ericsson and Hans was a wrecking ball. Layoffs all over. I moved to AT&T and that wasn’t better. So… I went to VZ. And what the he-l, they hired Hans. Then the cuts started. What I want to know is who is going to be held responsible for VZ loosing the top spot in wireless? So give 20 million for failure? For his departure! BS in my opinion!

Wow, the business world has made AT&T C-suite and BOD look like a bunch of imbeciles. Buying assets above market price only to sell those same assets for pennies on the dollar. Can they really be that inept? T CEO Stankey and Stephenson are notorious for getting "hoodwinked" and beat out of billions. It almost rises to the level of a conspiracy, other companies raiding the AT&T coffers. How these guys can even show their faces in public is beyond me.

Clover leadership has become an absolute joke. Let’s just call it what it is - complete incompetence from top to bottom. These people have no vision, no direction, no accountability, and no clue how to run a company. Every decision feels like it’s made on impulse, panic, or pure ego.

We’ve had endless “leadership changes” that fix nothing because the same people responsible for the disaster are still sitting in the same chairs pretending they’re guiding the company. Meanwhile, teams are burned out, priorities explode every other day, execution is a mess, and the so-called leaders can’t make a single clear or intelligent decision to save their lives.

It’s honestly embarrassing watching talented employees grind while leadership stumbles around in circles, throwing out half-baked strategies and calling it progress. The disconnect is massive. The incompetence is obvious. And the silence from the top tells you everything. They don’t know how to fix anything because they’re the problem.

At this point, seriously… what the he-l are we doing here? How much longer are we supposed to pretend this is normal? Because Clover leadership sure as he-l isn’t leading anything.

I got let go last month and it still feels unreal. All the mistakes are made at the top, but it’s us who always get hit. Meanwhile, senior management keeps doing their thing and takes zero responsibility. Hard work counts for nothing until they need someone else to blame.

Opinion by David Bookbinder. opinion contributor

American consumers shouldn’t have to pay twice for the damage done by multinational oil and gas companies — once through the harm their products cause to our health and our planet, and again when those same companies use lawsuits filed by local communities as an excuse to hike prices at the pump.

That’s how these billion-dollar companies work — and the industry’s fake outrage over it says everything.

Recently, The Hill published an opinion piece from an industry-backed front group calling itself the “Consumer Choice Center,” claiming I support imposing a back-door “carbon tax” through climate liability lawsuits. That is not true. What I said is that the multinational oil companies, not the public, should be the ones to pay for the damage their products cause.

Another publication had to run a correction because they ran an op-ed from an energy industry advocate that falsely claimed I am currently representing Boulder County in their climate lawsuit against Suncor and ExxonMobil. They also implied that the Environmental Integrity Project is involved in climate liability litigation, which is not true. But the pattern is clear: industry-backed pundits have been misrepresenting my words, and their spin machine has gone into overdrive.

But let’s be honest about what’s really driving their outrage: discomfort. The oil and gas industry doesn’t like anyone saying plainly that their product causes harm — that they have built a business model on avoiding accountability. When someone points out that elephant in the room, they panic, because the public might start asking why they have gotten away with it for so long.

Big Oil’s executives have known for decades that their products are damaging the climate and public health. They have spent tons of money to deny it, delay action, and deflect blame. And whenever someone tries to hold them accountable — including cities and counties hurt by wildfires, flooding, and other climate-related damage, as has happened in recent years — they are likely to pass those costs on to consumers at the pump, claiming that lawsuits “hurt consumers.”

But it is their greed and the pollution from their products that hurt consumers.

Gas prices and climate change policy have become political footballs because neither party in Congress has had the courage to stand up to the oil and gas lobby. Both sides fear the spin machine, so consumers get stuck paying the bill.

Oil lobbyists and their front groups have always been adversaries of American consumers, hiding behind patriotic slogans and “consumer advocacy” campaigns that exist solely to protect industry profits. Their latest op-eds are no different — corporate spin masquerading as populism. The Consumer Choice Center’s own website admits that it has been funded by the chemical, nicotine, alcohol, and cryptocurrency industries, among others. That’s not really consumer advocacy.

The fossil fuel industry’s reaction to my comments is straight out of a very old playbook: deny, distract, and discredit the whistleblower. It’s the same tactic that protected tobacco companies for decades. Big Oil is just the latest in that long line of industries that can’t stand accountability — and that always try to externalize the costs of their own wrongdoing onto consumers rather than paying the price themselves. They twist words, inflate outrage, and flood the press with talking points to avoid responsibility for the damage they cause.

Without accountability, oil and gas CEOs will keep making the public pay for the pollution they create. Americans deserve better.

David Bookbinder is a longtime environmental attorney and climate policy expert. He is writing here in his personal capacity.

https://www.msn.com/en-us/money/markets/opinion-why-big-oil-is-panicking-over-accountability

✊ Key Reasons for Tech Unionization
Tech workers are increasingly turning to collective action to address several core issues:
• Job Security and Layoffs: Despite being highly profitable, the tech industry is prone to volatile labor markets, resulting in large-scale and often sudden layoffs. Unions are sought after as a safeguard for fairness, transparency, and long-term stability in a capricious industry.
• Burnout and Work-Life Balance: The "move fast" ethos of many tech companies often leads to extended work hours and burnout. Workers are unionizing to advocate for better work-life balance and reasonable working hours, challenging exploitative work conditions.
• Wages, Benefits, and Transparency: While some tech salaries are high, the industry features significant pay disparities and occupational segregation (e.g., between core employees and contractors). Unions work to improve compensation, ensure equal pay for equal work, and establish open and fair processes for promotions and pay decisions.
• Ethical and Social Issues: Unlike traditional labor movements focused solely on working conditions, 21st-century tech unionization is often driven by a desire for a voice in company decisions regarding ethics and the societal impact of their technology, such as the use of AI in surveillance, military projects, or other contracts.
*
• Workplace Democracy and Accountability: Unions provide a mechanism for workers to democratize the workplace, giving them a meaningful say in decisions that affect their daily work, and holding management accountable for issues like discrimination, harassment, and lack of diversity.
• Impact of AI and Automation: As companies deploy increasingly sophisticated AI-enhanced technologies for monitoring, evaluating, and potentially displacing workers, unions are seen as a powerful tool to ensure workers are included in the design and implementation of AI to protect their job quality and rights.
📈 Changing Perceptions
The old narrative of the "pampered tech worker" is eroding, leading many, including mid-career engineers, to reevaluate unions not as a hindrance to innovation, but as a necessary tool to establish fairness, transparency, and a sustainable work environment. Tech workers are realizing that their collective power is necessary to secure their rights and ensure their expertise is used for equitable and beneficial purposes.

So called pulse survey has innumerable flaws, too many well known to innumerate here.

The real pulse comes through from sentiments expressed in boards like this because many enterprises like VZ do not genuinely promote a culture of transparency and accountability.

Tech should make work faster, simpler, and more effective. Even at a company like Nike, where the heart is brand, product, and sport - a strong tech foundation is essential to competing in today’s marketplace.

What’s tough is when leadership decisions prioritize image over capability. We’ve all seen what happens when someone is chosen for pedigree or presence rather than the depth required for the role. As a woman in tech, it’s painful to watch because it reinforces stereotypes and biases that so many of us are working to dismantle.

A strong tech organization needs leaders who actually understand the work, care about the teams, and can build the systems the business depends on. That’s how real change happens.

Someone needs to investigate Verizon and it's executives. There's no way they aren't hiding things that would get them thrown in prison. Stock manipulation, earnings manipulation, growth manipulation, taking bonuses while laying off employees, allowing outsourced calls centers to steal customers information to then be used by scammers (which we all know come mainly from overseas), ECT ECT. I'm sure the secrets they hide keep them up at night. Enough is enough!!!

GCAS moving to a functional accountability model, head of CIM APAC is gone and will be overseen by a US head. Honestly this is a good change because CIM APAC has been a disaster for years with no accountability or desire to follow required internal or regulatory processes.

Many are doing factory or punch clock, 8 hours and done. Innovation, extra items, change or update nope 8hrs , no 10plus hrs, no nights, no weekends why because those that had to did it and never complained. I see many in the office that I agree need to be there, but I also see what are they doing (nothing) since not in meetings throughout the day, one group is the so called (ACC monster) The mess up is they bundled the do’ers the ones that they know have gone above repeatedly to keep things going and in react mode when needed at anytime and never complained with the groups that can work 8hrs be done until the next day, those never are accountable. YES SIR that is where leadership sc--wed up, since without those that do the actual support and now 8hrs will unfortunately reflect in these RTO metrics missing just like the missing Employee survey that went missing a few years ago. Something leadership to date has never recovered as in TRUST ( PLE Class) with their managers. I think many that read this agree!

The company is fundamentally obstructing its own progress. It continues to retain individuals in critical roles because of an ineffectual HR department that lacks even a basic command of employment law. Why? Because the organization has placed directors and senior-level personnel whose academic backgrounds are in fields such as exercise management, and “senior HR” leaders whose primary experience consists of processing payroll at Lowe’s—professionals who are profoundly underqualified for the responsibilities they hold.

If leadership wants to understand why revenue continues to decline, it must look directly at the root cause: an HR infrastructure that is too weak, too inexperienced, and too uninformed to stop the organizational hemorrhaging. Meanwhile, employees with decades of rental-car experience remain in sales roles where they contribute little beyond drawing an hourly paycheck, draining the company while offering no measurable value.

And, remarkably, the company even elevates individuals to director-level operational roles despite behaviors as unprofessional as vaping inside fleet vehicles.

I hope when Dan and the other execs watch Christmas Vacation this holiday season, they realize that they are essentially the a-hole president of the company, Mr. Shirley. In the movie, even the guys wife found his actions to save a quick buck at the expense of his employees was disgusting. I hope Christmas Vacation is on every channel, on every TV this holiday season, and they are forced to watch that part over and over with their families.

At least Mr. Shirley redeemed himself in the movie, Dan will be an Ebenezer Scrooge in real life. Dan has no excuse to say he simply inherited a bad situation, and had to make a tough decision to right the ship. He's been sitting on the board for the last 8 years operating in lock-step with Hans, one disaster after another.

Instead of propping up the stock price by increasing the dividend, Dan should enroll the shareholders in the Jelly of the Month Club and use the cash flow to pay down the debt from previous failed acquisitions and golden parachutes.

Is anyone out there selling or deploying Dell Private Cloud? It seems like we are just selling on promise at this point, and I do not trust this company to execute the vision into reality.

I keep waiting for a sign that someone here actually cares about employees, but it never comes. Perks keep vanishing, people are being held back for no good reason, and good suggestions disappear into a black hole. If there was ever a time to ask for basic respect, now’d be it.

I’ve worked for this company for many years. Loved my job, in fact. But since they’ve become he-l-bound on implementing AI, this whole company, their company values and all the processes that used to work so well have gone straight to he-l! The new systems do not work correctly. Employees that have given so much to ensure the absolute best quality and performance for this company and our customers are put on CAPs, due to the ones making millions choosing systems that do not work, and we get the blame. These overpaid fools couldn’t do these jobs to save their greedy souls! I am so ashamed to even work here now and am looking forward to getting out.

https://thevisafiles.substack.com/p/capital-one

SAP, founded in June 1972, when Dietmar, Klaus, Hans-Werner, Claus and Hasso departed IBM when they were told the software they had all been working on was no longer needed and so they started their own company - SAP.

We all need to pay  highest recognition for what these individuals achieved and the great company that was created.

But the time has come  for the remaining two founders and specifically Hasso to completely step away from the management, operation, executive selection, strategy, etc.... and allow new leadership take over SAP,  Times have changed from what they were in 1972 and so must SAP also evolve - which as long as the legacy founders are running the company and selecting the C-Level executives we will be stuck in the past.

Yes, Hasso removed Punit Renjen ( even before he officially took over as Supervisory Board Chairmen), but why did he do this.  Because Renjen was prepared to make significant changes ( whatever they may have been?)  and Hasso was not supportive.

And then what did he do?  He installed another puppet who was a protege of Hasso  and on SAP Board since 2002 - Pekka Ala-Pietila.  The issue is not who are the individuals in C level positions BUT rather WHO is putting them in such positions. 
This type of oversight and control is  simply what IS NOT NEEDED AT THIS TIME.

Look, the issue driving our latest survey results down to 59% when measuring confidence in the Board, is the Board itself  !     And CK, Asam,etc.. are all in Clevel positions for one reason = Hasso.   Until we get  leadership who is responsible for selecting the best and most talented key people AND holds them accountable, we will not see any improvement.

Yes, all congrats go to the founders of SAP for what they achieved, but the time has come for them to move on and allow new talent  that has domain experience and is capable of running a company the size and breadth of SAP.  We no longer can afford to just have hand picked people by Hasso who really have no outside C Level experience running the company - or we will all  be on the outside looking in.  Yes, the time has come and the time is now.

Whenever something goes wrong, there's a mad dash to point the finger at another team. No one in management ever just owns a mistake. It's exhausting. On top of that, we all know we're being paid well below market rate, and the chance of getting promoted is basically zero. They wonder why morale is so low, but it's not exactly a mystery.

Title says it all.

The outcome of this situation is truly shameful. In retail, we were pushed relentlessly to drive the leaderboard, only to find out that leaderboard performance had no bearing on job security. It is baffling that stores, SDs, Directors, store leaders, and sales reps consistently at the lower end of performance rankings throughout the year remain employed.

In the Atlantic South market, we were subjected to endless calls and passive-aggressive behavior from leadership. NONE of that pressure mattered. The market president was the worst of them all. Her and her cronies would talk out both sides of their mouth and leave it up to everyone to decipher what they meant all while screaming how important integrity is. The leaders would go on and on about performance but if performance mattered, we’d have a different market president.

The customers are DISCONNECTING because the leadership at the top is DISCONNECTED to what drives true customer loyalty and satisfaction. In the end, our individual contributions and struggles were irrelevant; we are merely casualties in the company's efforts to manipulate the stock price. Happy Holidays to everyone and I wish you all the very best. We deserved better.