#accountability

It remains to be seen whether she will be able to address and Drain the Swamp that has accumulated over the past 15–20 years. There is still limited clarity on the actual responsibilities within ISS, beyond attending meetings and adopting titles such as “product manager” without a clearly defined product to manage. Additionally, our current risk‑management structure raises concerns — specifically, why more than 800+ ISS stakeholders are assigned to the exact same risk. Just check boxers. Only a few really understand Computer Science principles - 90% of them just Talk - Presentations - Strategy - with no meat..Of-course there a few gems in ISS but their work will be clouded and the CISO never ever gets to know who are these gems really are..

New CEO: "Core is a disaster, Government Programs is underwater, and our Leaders aren't accountable" ELT: "We launched an App! and it's almost WEA!" pretty much sums up life here

Since when does a company have almost every single person in the building make a decision on even the littlest things? The higher ups, like ML and that whole lot, have better things to worry about than half of the stuff they have to “approve” before anyone can actually move forward with their jobs.

Have a little faith in the people you employ, and maybe focus more on idk maybe a cohesive brand????? We’ve lost the plot entirely

Before taking the company public, Robert Wood Johnson II worried that shareholder pressure might eventually overwhelm the company's values. To prevent this, he created the famous Johnson & Johnson Credo, which established the company's priorities:

• Patients, doctors, and nurses
• Employees
• Communities
• Shareholders

He believed these priorities were so important that he had the Credo carved into massive limestone monuments placed at company headquarters.

For decades, this philosophy helped guide the company.

Eventually, however, later generations of leadership abandoned it.

I joined Tech going on a year now, and I have been working to improve accountability and address long-standing performance issues. Not to be punitive, but because it’s better to deal with low performance directly than end up laying off good employees later.

My biggest frustration has been HR and specifically, employee relations supporting Tech. It’s hard to get a clear answer on what action to take, harder to get a response, and when you do, the guidance often contradicts what leaders in other departments are being told.

I know they’re under pressure too, and I’ve tried to give them the benefit of the doubt. But when managers can’t get consistent support, it makes leading my teams a lot harder. At some point, that becomes an HR leadership issue. I hope their senior leadership is paying attention.

My first move as pretend AT&T CEO would be pretty simple:

Stop chasing “transformational” nonsense and run the company like a telecom company. Wireless. Fiber. Business services. Network reliability. Customer service. Debt reduction. That’s it.

No media empire. No satellite TV fantasy. No “synergy” PowerPoint garbage. No paying billions for assets and then selling/spinning them off later at a loss.

The basic plan would be:

1. Aggressively pay down debt instead of trying to look clever.
2. Keep investing in fiber, because that actually fits AT&T’s core strengths.
3. Protect the network craft workforce, because contractors and outsourcing can save money short term but can wreck service quality.
4. Simplify management layers, because AT&T has always seemed ridiculously top-heavy.
5. Stop abusing loyal customers with confusing promotions that reward switchers more than longtime customers.
6. Make executive compensation depend on long-term debt reduction, free cash flow, network quality, and employee retention, not just stock-price optics.

And yeah, I’d probably cancel half the consultant contracts in the first week.

But the hostile takeover part might be tough. AT&T’s market cap is massive, and I’m currently a little light on the tens of billions needed to pull that off. Also, I suspect the board would object to my official turnaround slogan: “Stop Doing D-mb Sh*t.”

Cisco AITECH offers a free, 15-hour crash course and AIBIZ providing only high-level business concepts without a formal exam!

Translation: loss of company $$$ + a way to bypass hiring qualified engineers, allowing non-technical managers to fake technical expertise and undermine the value of a rigorous engineering degree.

ONLY Cisco did this. Top companies knew better.

• 95% of AI pilots fail to deliver measurable profit-and-loss impact is accurate, sourced from the MIT NANDA report.

• Despite $30–40 billion in enterprise investment, only 5% of integrated AI pilots extract measurable value.

• Harvard Business Review says AI is flooding workflows with low-quality output that requires more human intervention to validate, creating a net loss in productivity.

Bottom Line - products, sales fail because they treat AI as a plug-in tool.

Pack it up and head out. Layoffs started and more to follow. Numbers haven’t been there and new services remain in perpetual delay. Accountability is late to the party but finally arrived. Buckle up, cowboys - Dallas, Jersey and Seattle are in play so so much for hub cover. Verizon is waiting in the wings ready to scoop up talent which admittedly has dropped in the last few years. Good ones leave on their own volition and balance are average to above average Joe’s and Jane’s. You heard it here First!

It is just extremely frustrating that Stankey is still CEO and Chairman of the board after his business blunders cost the company $106 billion. Employees are held to a high standard and now we have these strict presence reports but the CEO gets a free pass.

Stankey and his predecessor Randall are both not capable of running a lemonade stand on a sunny weekend. But we let Stankey remain CEO of a Fortune 50 company. Randall is now on the board of directors of Walmart after leaving AT&T in shambles.

These board of directors should be ashamed of themselves. They are so far removed from the daily operations of the business to understand what is in best interest of the company. To them it is just a part time position where they get to fly into Dallas and be treated like a celebrity for the week.

Silence should no longer be an option. Since "leadership" is ignoring the call to step down, it’s time to turn up the volume. Let’s keep this conversation front and center until they finally acknowledge the need for a change.

Great Leaders Lead By Example
Therefore, I expect Sarah to be the first to take the new Voluntary Separation Program. But we all know she won’t. She got totally outplayed by the Trump administration and now far too many are going to pay the price for her ineptitude.

Here's how people can push back against this.

If layoffs start happening, and I'm one of the people affected, I fully intend to create a presence on YouTube, Rumble, and TikTok focused on the layoffs at Centene and the broader issues with how the company is being managed.

I'd invite former employees to share their experiences (I am sure I can came right here to get folks to speak out) —what it was like working there, how the layoffs were handled, and examples of poor leadership and mismanagement. If I end up getting laid off, keep an eye out for it. Also if I don't get lay'd off please feel free to use my idea!

The reality is that when enough current and former employees speak openly about their experiences, it creates public accountability. Companies pay attention when their reputation, recruiting efforts, and public image are affected.

We've seen major brands take hits when unpopular decisions became public and consumers pushed back (Bud Light and Gillette). The same principle applies here. It's especially relevant when a company benefits from federal and state subsidies while making decisions that negatively impact its workforce.

There was a time when employees had very little ability to challenge this kind of behavior. Today, that's changed. Social media and online platforms give people the ability to share information, compare experiences, and bring issues into the public spotlight.

When enough people tell their stories, it becomes much harder for leadership to ignore what's happening behind closed doors.

Centene's single biggest problem is it's leadership...or lack there of. They need to stop worrying about getting the next DEI accolade and do the job. Honestly I don't think they know how and it is time to clean house starting at the very top.
Michael Neidorff is rolling in his grave seeing what his replacement has done to this once thriving company. While he wasn't perfect, this group at the top shouldn't be running a car wash much less a fortune 100 company.
It is time to clean 50% of the directors and above. 100% of the top 10 in charge need to go too. Take 25% of that money saved and use it for the people who actually work. The rest would make up the savings needed to make the company viable again.
The old saying...too many chiefs and not enough Indians is sooooo very true within Centene. Yes, that isn't a politically correct saying. But it fits and Centene needs to STOP worrying about the next DEI trophy and do their damn job being fiscally responsible for the taxpayers money paying for medical benefits!!!

Extreme Scapegoating & "The Other"

• A hallmark of bad leadership, such as the arrogance exhibited by leaders at failed companies like AT&T is deflecting personal and strategic failures onto external factors, internal rivals, or entire departments, fostering a culture of paranoia and blame.

Absolutist Fanaticism

• Many executives driving companies into ruin stubbornly refuse to pivot. They mistake their own inflexible dogma for visionary genius, leading organizations into bankruptcy or scandal.

Totalitarian Control Over Dissent

• Leaders of toxic corporate cultures actively suppress internal feedback, surround themselves with "yes-men," and retaliate against whistleblowers. This inevitably isolates the C-suite from reality, creating blind spots that allow organizational fraud or collapse

Cult of Personality Over Competence

• Narcissistic leaders, like John Stink of AT&T, frequently prioritize personal charisma, media hype, and public relations over building sustainable, operational business models

1. She keeps pushing for outside talent that have no idea what we do. Associates and clients just want results not supposed big name! Are we not heavy on top already? You need to keep and bring back former Fiserv talent that know how to keep the lights ON!! That is your path to success. What you are doing shows you do not care and are on your way out!

2. Bank is too big and ineffective, full of non-doers and we are still losing clients. Too many SVPs with no accountability! Sold nothing, keep moving clients from one Core to another and claim victory

3. Credit Union - That leader is a no show. Has a bunch of SVPs that again have no idea what Fiserv does and he is bringing in more to do what??!? He needs to just show up and do the job! He and his band of losers are failing forward over and the circus is not stopping

4. EmFi - does that heavy engine make any money or do anything??

It is going to take Takis too long to figure Dhivya/FIG and these SVPS out. My resume is polished and ready to go. If Fiserv does not care about FIG, why should I any more?!?!?

Congratulations, to the OpenText Chairman of the Board, the Board of Directors and the clown show known as the ELT.

The stock price is below $20.

It is time for the stockholders demand accountability. Jenkins, Bell, Muhi, and the rest of the leadership gang to dry up and blow away.

How soon before the price hits $15?

Both sides argued vehemently that the accidental lockout was (or was not) a coincidence with the surplus list from last week.

Now that the surplus has happened, we should know. Was anyone here who WAS locked out NOT surplused?

They want the easy magical solution that uses the cool new flashy thing.

The funny thing? AI can be leveraged by existing or new deterministic automation solutions where applicable. But the leaders making decisions aren't engineers, and have a view that applications can't evolve or add new features. That they have to build something NEW instead to show off and gain notoriety.

And so you get a cycle of projects gaining traction and getting ki-led off.

The competitive nature in which teams have to compete for funding has been a drastic mistake. It is profoundly stupid. I get it, you want teams to have some drive to make better solutions. But it doesn't work out in a company like Optum where non-technical people are even so close to engineering that they're directly managing the engineers. Instead what you get are good products and teams getting ki-led off in favor of unproven moonshot projects that exist solely to extract money from the business with no vision for the future.

Well said, @ag+1kt753mf9.

I can’t understand why the company is launching all these products that end up being duds. Products that have very little AUM in them after 1-2 years and where they likely will not grow to reach scale. It ends up being a drain on resources and time and effort from various teams. Why? Just to keep people in a job and to use certain products as scapegoats for not winning.

Sales team probably said they could sell it. Product team likely did analysis to say it could be a winner. Management must’ve signed off on it.

Where is the accountability?

I've received a constant stream of chasers and reminders about timesheet entry in recent weeks. The organisation seems obsessed on this, which suggests there is a wider problem.

The assumption appears to be that this is primarily an employee issue. That may be true in some cases, but from my perspective the root causes are systems and process related.

Common examples include:

• It taking an excessive amount of time for a WBS to be created and allocated to an employee's profile.
• Timesheets that were submitted on time get reopened sometime later by someone else.

We seem to be investing a considerable amount of effort in chasing employees, and then having those staff raising HR cases to get individual weeks resubmitted. That effort would be better spent delivering value to our clients. Yet none of that value add features in our stock FY27 objectives.

layoffs sometimes hit front-line employees hardest? For every manager affected, 8-9 employees lose their jobs. A better approach would be rotating managers across teams and applying equal accountability at all levels. Restructuring should be fair from top to bottom

We’ve made measurable strides in fiber deployment and 5G, alongside solid free cash flow and prudent capital allocation, the reality is stark: after five years of this leadership, our stock has fallen 20% over the past year materially underperforming the broader market that has delivered meaningful gains. This persistent gap between our strategic plans and actual shareholder value creation is no longer acceptable. The transformation narrative has run its course without delivering results. For the sake of restoring accountability and protecting long-term owner interests, it is time for John Stankey to step down or be replaced. We require leadership with the urgency and execution focus to turn our strong underlying assets into tangible stock price performance.

Fiserv cannot afford to keep ineffective, incompetent, inexperienced VPs! Waste of $$$$. They warm their seats, collect a nice salary and add no value. Their staff runs the ship without them - why keep them?? Their resume speaks for themselves - no real leadership or industry experience or knowledge and they don’t care about us or our clients! Someone explain WHY in the heck they get to take advantage of Fiserv?! We are dying here! Someone take responsibility!!! Let’s win back our reputation!

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.

How could you trust anything that this board is doing to the firm !! Never mind a trust officer. Let’s line somebody else’s pocket with options and bonuses

https://www.linkedin.com/pulse/atts-double-standard-executives-face-sec-complaint-while-jayson-gnall-rkrrc/

When the SEC files a complaint against executives and a company agrees to pay a record penalty, most people expect accountability. When employees raise concerns about company culture, leadership decisions, or practices they believe deserve scrutiny, they often expect their voices to be heard. What happens when those expectations collide? The public record provides some interesting answers.

This organization is riddled with ineffective leadership that is running this place into the ground. It's time to hold people accountable and shine a light on the decisions that have caused so much damage.

I'll start: Rich Tompkins. In my view, he has single-handedly cost this organization billions through poor decisions and failed leadership. He should be removed from his position, and serious questions should be asked about whoever brought him out of retirement and put him back in a position of influence.

Who's next?

Is anyone having trouble getting in to their account to see the VSP offer? It’s not sending the verification code to my email no matter how many times I resend.

Walking through the buildings this morning that has become an endless and never ending corn maze of “improvements”, it dawned on me, Chevron is lost. From elevators, escalators, college dorm style offices, orgs that don’t work, consultants ripping us off, workflows in the name of simplicity that accomplish the opposite, lack of accountability, zero clarity and more, we are lost. None of this helps us make more oil, gas and profit and YES, that is what we are supposed to be doing. All this waste and not one thing is improved. Not one. All are worse. No project should be considered without answering the question of how it makes things better for employees so they can help Chevron make more oil, gas and profit.

Why aren't any of the CEO's who make millions and millions of dollars a year taking the VSP and being transparent about it?

LEAD BY EXAMPLE!!

UNSTABLE PILLARS - FOSTER A HEALTHY ENVIRONMENT, DRIVING BUSINESS ACCOUNTABILITY

Therefore, I expect Sarah to be the first to take the new Voluntary Separation Program. But we all know she won’t. She got totally outplayed by the Trump administration and now far too many are going to pay the price for her ineptitude.

Start with Divya please.

It really is amazing the lack of C Level /VP level of accountability over the years.

AOL, RedBox, bluejeans and now $47M FCC location privacy. For years employees drilled on CPNI.

Board d Member sats Hans needed to be fired immediately after 8 years of deckining stock price and net adds.

SCOTUS rules 8-1 and zero Vz accountability.

Yet if an ethical Vz sales person misses monthly targets.. 60 day PIP and fired.

There is zero hope under current Vz C Levels Verizon succeeds.

Next play is divest business units and watch C Levels all cash out $3M in stock options. Already happening.

Are we missing the obvious? The administration gives FB government positions with the IRS and SSA, enabling him to sell his Fiserv shares while they are high without liability for insider trading. FB then returns the favor, blocking the IRS from investigating the administration. Simple. Perfect.

Laptops in the company still have attuids assigned to their computer name. Use ADUC or the PowerShell activedirectory module to search for computers belonging to anyone in your leadership chain. Once you find their computer, you'll want to perform a ping on their computer name, followed by nslookup to see which domain controller they are connected to. It will tell you if they are connected to VPN and are therefore not in the office.

Subsequently, make a PowerShell script that automates this whole process, and now you have a way to track RTO compliance of executives. You can run it every 20 minutes to track who is doing less than 8 hours in the office.

Once you find someone, lodge a complaint with HR indicating that you believe they are violating RTO policy.

Read the GAO Report on Accenture's botched takeover of the Thrift Savings Plan (TSP). GAO-24-106319. Everything in it is a page right out of the transition to FIS. Except then, we had iron clad procedures in place & they were all working before the transfer. Now, everything is on the fly, process hadn't been updated for years, and 9 month transition is a MASS-IVe failure in the making.

**'But AFS (Accenture) Federal Services completely botched the migration of TSP’s services due to an array of technological and staffing shortfalls that have virtually brought the services offered by TSP to participants to a screeching halt.

1. Despite AFS’ promise to “improve the customer experience,” AFS Managing
   Director Owen Davies admitted that AFS “made that process really cumbersome, it was very hard for a vast number of users,” and that “[w]e made it overly complex.”**

The ExxonMobil Operations Integrity Management System (OIMS) is a comprehensive framework designed to manage safety, security, health, and environmental risks across the organization, ensuring operational excellence and continuous improvement.

Purpose and Importance
The OIMS framework establishes common expectations for managing the inherent risks associated with ExxonMobil's operations. It emphasizes the importance of Operations Integrity (OI), which encompasses all aspects of the business that can impact personnel safety, process safety, security, health, and environmental performance. The system is integral to ExxonMobil's commitment to conducting business responsibly and sustainably, ensuring that safety and environmental considerations are prioritized in all operations.

Key Components of OIMS
11 Elements of OIMS: The framework consists of 11 key elements that guide the implementation of effective management systems. These elements include:

(1) Management Leadership, Commitment, and Accountability
(2) Risk Assessment and Management
(3) Facilities Design and Construction
(4) Information/Documentation
(5) Personnel and Training
(6) Operations and Maintenance
(7) Management of Change
(8) Third-Party Services
(9) Incident Investigation and Analysis
(10) Community Awareness and Emergency Preparedness
(11) Operations Integrity Assessment and Improvement

Continuous Improvement: OIMS is designed to be a dynamic framework that is periodically updated to reflect new insights and best practices. This includes strengthening expectations related to leadership, environmental performance, and behavior-based safety

Commitment to Safety: ExxonMobil promotes a culture where all employees and contractors are responsible for managing risks and ensuring safety. The framework encourages personal accountability and proactive intervention to prevent incidents, aligning with the company's vision of a workplace where "Nobody Gets Hurt"

Implementation and Evaluation
The application of the OIMS framework is mandatory across all ExxonMobil operations, with a focus on design, construction, and operational phases. Management is responsible for ensuring that systems are in place and effective, with ongoing evaluations to assess compliance with the framework's expectations. This includes internal and external assessments to gauge the effectiveness of the OIMS implementation .

In summary, ExxonMobil's OIMS is a critical component of its operational strategy, aimed at enhancing safety, environmental stewardship, and overall operational integrity through structured management practices and continuous improvement efforts.

The U.S. Justice Department has reportedly sent subpoenas to several of the country’s largest banks, including JPMorgan Chase JPM and Bank of America BAC, over allegations of politically motivated account closures.

Other banks under investigation include Wells Fargo WFC.

Some of the subpoenas were issued to the banks last year by the U.S. Attorney’s Office in Washington, D.C., led by Jeanine Pirro. The probe is focused on claims that these banks have “debanked” clients, meaning they have inappropriately closed customer accounts due to political reasons, the Wall Street Journal reported on Wednesday.

https://www.msn.com/en-us/money/news/jpmorgan-bofa-wells-fargo-subpoenaed-by-doj-in-trumps-explosive-debanking-crackdown-report/ar-AA25nPc6

Anyone have any thoughts? The guy that "was" in charge of all the cores and is now a segment head is always missing in action. How are we supposed to fix the leakage problems if SVPs are not held accountable? We all have our head buried in the sand thinking problems will go away. Such a mess.

EH built a huge ticker out front counting down the World Cup and you couldn’t manage to make your shoes different colors than the competitors? It’s literally a sea of pink cleats, impossible to set apart the brands. Nike in a nutshell, who is to blame? Should the color team be accountable? The head of global football? Where is the ticker to determine how many more days we have to watch this embarrassment?