#accountability

The UP dispatchers submitted enough A- cards for a vote but the cards were not formatted correctly so no vote

Way to go ATDA

manager: "I’m expected to set priorities, resolve tradeoffs, develop talent, coordinate across functions, and create accountability" but isn’t this the full scope of what all ICs supposed to do? Individual contributors already juggle their technical workload, and they’re obligated to take on all the managerial responsibilities on top of it but without the title, authority, or benefits.

Interesting article below don’t let leaders tell you it’s the market norm the decline — looks like Stephanie and James did particularly well at Goldman Sachs Communacopia (sarcasm) - judging by the stock performance since.

It’s incredibly frustrating. At what point are the Board going to hold Stephanie and her leadership team accountable? The only thing they seem capable of running is a sinking ship.

https://www.barchart.com/story/news/4536862/is-fidelity-national-information-stock-underperforming-the-s-p-500

Here's the thing about a company that just fired its CTO and didn't line up nobody to take the seat. Ain't nobody in that boardroom saying it out loud, but what they just did is tell every business unit in the building it's open season. And people don't wait around to be told twice when there's power sitting on the table unattended.

First thing goes is the process. Won't be loud about it neither — nobody's gonna stand up and say "let's stop vetting our technology properly." What happens is smaller. A review gets skipped 'cause there's no one senior enough left to insist on it. Then another. Six months on, don't nobody remember there used to be a process at all, just some folks vaguely recall filling out a form once.

Then the business units start making technology decisions same way a man starts driving a truck he's never driven before — confident right up until the ditch. They ain't wrong to want progress. They're just the wrong people making the call, and everybody in the room knows it, and everybody in the room decides that's a tomorrow problem.

Costs go up. Nobody owns admitting that, 'cause the money's coming out of two pockets now instead of one, and when it's two pockets, it's nobody's fault special. That's not an accident. That's what happens when accountability gets split — same as blame does. Everybody's a little bit responsible, which means don't nobody's really responsible at all.

Give it a year, they bring somebody in from outside to fix it. Stranger walks in, looks around, tells 'em exactly what they already knew walking in the door — you people tore down the fence and now the cattle's in the road. Only difference is they're paying consultant rates to hear it said back to 'em slow.

And the folks who used to complain about the old CTO? They're the ones left standing in a hallway with a job title that don't mean nothing no more, waiting on somebody to tell 'em what they're supposed to be doing today. Nobody comes. That's usually how it goes.

An older neighbor of mine, a Citi customer, was recently scammed through a phone call. With such a massive organization and so many teams, how does customer protection still fall through the cracks? What exactly are all those teams accountable for?

well BDX is at 178 today......christ almighty when will TP be held accountable??? Guess more layoffs coming soon........

I have never worked under an executive leadership team that has generated this level of distrust among its own employees and leaders.

What makes the situation particularly difficult to understand is that we are watching major strategic decisions fail in real time—many of them shaped or implemented with significant involvement from McKinsey and Cognizant. Rather than acknowledging the mounting evidence, reassessing the strategy, and holding the appropriate people accountable, the response appears to be doubling down on the same thinking and the same ecosystem of advisors. The decision to add another SVP whose professional background includes both McKinsey and Cognizant only reinforces the perception that leadership is becoming increasingly insulated from the realities experienced by the people actually responsible for delivering the work. There is also growing perception that internal advancement has become a thing of the past—that developing and promoting proven talent from within is no longer a meaningful part of the company’s leadership strategy.

The experience with Cognizant has been especially troubling. Reports of investigations involving the company only heighten concerns that many employees already have based on their direct interactions. Communications have too often been characterized by shifting narratives, questionable representations, a lack of transparency, and an extraordinary level of confidence by Cognizant staff who claim they can perform the work better and faster—despite operational results and historical experience that repeatedly call that assertion into question.
The people closest to the work are then left trying to manage the consequences: declining confidence, knowledge loss, execution risk, service concerns, employee disruption, and the enormous amount of effort required simply to keep these initiatives functioning.

At some point, this stops being a problem with execution and becomes a problem with executive judgment.

Perhaps the most damaging aspect is the apparent unwillingness of senior leadership to reconsider the direction when the evidence no longer supports it. Good leadership is not demonstrated by continuing to defend a strategy simply because significant time, money, and executive credibility have already been invested in it. Good leadership is demonstrated by recognizing when assumptions were wrong, changing course, and holding decision-makers accountable.

Instead, employees are watching leadership repeatedly double down while the organization absorbs the consequences. That is why trust has deteriorated so significantly. Employees can tolerate difficult decisions. They can tolerate restructuring. They can even tolerate strategies that ultimately prove unsuccessful. What is much harder to tolerate is leadership that appears unwilling to acknowledge failure, learn from it, or accept accountability for the results.

The de facto strategy increasingly appears to be: outsource all strategic thinking to McKinsey, outsource the work itself to Cognizant, and eliminate the institutional knowledge, experience, and proven talent that built and sustained the organization in the first place.

If senior leadership wants to understand why confidence in the executive team has eroded, it should start there.

https://www.fox35orlando.com/news/do-not-post-grand-jury-finds-10-million-hope-florida-funds-misappropriated-no-one-charged

A Florida grand jury found $10 million from a Centene settlement was misappropriated and ultimately used for political purposes.
The money moved through Hope Florida and nonprofits to political committees and the Republican Party of Florida.
The grand jury found insufficient evidence to charge anyone and recommended changes to state law.

The amount of TOAs we’re sending back to Robinhood is hilarious to me. We had a bubble where executives tried to take credit for the huge pandemic growth, but we left the wrong people in charge. I can’t wait to see the top scratching their heads when we go back to the size of Schwab. I am only staying to watch management deal with the consequences of their actions

They are paid the big bucks to fix these problems.

Penny said (and I’m paraphrasing) “We are in the business of serving clients, and trust is our currency.” Well, guess what? That applies in the Field as it does in the Home Office. And the thing about trust is… it’s hard to gain, easy to lose. How does one lose trust? By over promising, under delivering, by saying you will do something and don’t do it, by putting your faith in things that aren’t real. And we are in a critical point in the firm’s history, where this currency matters more than ever. Don’t be dazzled by pretty slides. There’s a common saying in the consulting world … “death by a thousand slides”. Why does this phrase exist? Slides will not bring you the clarity you need. Nor CoPilot. Only by asking the right questions to trustworthy people, who love you and the firm enough to tell you the truth, not necessarily what you want to hear. Go and see how work is actually being done. Don’t assume your (implicit) assumptions are right. That’s how initiatives fail and organizations walk off a cliff. Read the book “Confronting Reality”. I don’t want us to end up in that book in a future edition. Learn how organizations fail in their transformational efforts…. Blockbuster, Kmart, BlackBerry… In some cases, the fall came swiftly. Blockbuster was successfully, until suddenly it’s not. In other cases, these organizations are a shadow of their formal self. Think BlackBerry. Not because they don’t have smart people. They all do, incredibly smart people. It’s because the smart people assume they’re right, and they stopped listening to the people closest to the work. It’s because they’re planning in ivory towers, completely ignoring the battlefield below. And the people bringing them the “news” so they can make adjustments to their strategies are n steps removed from the field. Watered down intel, like the telephone game we played as a kid. And guess what? It’s all entirely predictable.

Didn’t take long for Humana’s new CMO to go from zero Humana stock shares to now having 2,500+ shares.

They now own him and he will do whatever immoral, unethical thing they ask of him, even if it totally goes against the hippocratic oath he promised to adhere to.

Humana's Chief Medical Officer Awarded 2,549 Restricted Stock Units Under 2026 Incentive Plan

https://kalkinemedia.com/us/news/announcements/humanas-chief-medical-officer-awarded-2549-restricted-stock-units-under-2026-incentive-plan

There are people that install, provision and maintain the telephone network and then there are 7 levels of people that measure the pace of that work being done and talk about it on conference calls all day. Each level getting a bigger bonus than the last all based on the work of the lowest level employees output. I know that’s a bit oversimplified but really it’s pretty close.

my finance avp told us she doesnt care when we log on or log off to work. she said it just matters that we get our work done. she doesnt do work and her directors don’t either. you can be we arent working

Bronstein, Gewirtz & Grossman, LLC is investigating potential claims on behalf of purchasers of L3Harris Technologies, Inc. (“L3Harris” or “the Company”) (NYSE: LHX). Investors who purchased L3Harris securities are encouraged to obtain additional information and assist the investigation.

The investigation concerns whether L3Harris has violated federal securities laws.

L3Harris Investigation Details
On August 17, 2026, L3Harris disclosed that Christopher Kubasik has stepped down as Chairman and Chief Executive Officer, effective immediately. L3Harris said that it had become aware of certain conduct by Kubasik that was not consistent with the values of the Company as outlined in its Code of Conduct. Following this news, L3Harris’s stock price fell $13.44 per share, or 4.61%, to close at $278.38 on August 17, 2026.

What’s Next for L3Harris Investors?
If you are aware of any facts relating to this investigation or purchased L3Harris securities, you can assist this investigation. You can also contact Peretz Bronstein or his client relations manager, Nathan Miller, of Bronstein, Gewirtz & Grossman, LLC: 917-590-0911

No Cost to L3Harris Investors
We, Bronstein, Gewirtz & Grossman, LLC, represent investors in class actions on a contingency fee basis. That means we will ask the court to reimburse us for out-of-pocket expenses and attorneys’ fees, usually a percentage of the total recovery, only if we are successful.

Why Bronstein, Gewirtz & Grossman, LLC For L3Harris Securities Investigation?
Bronstein, Gewirtz & Grossman, LLC is a nationally recognized firm that represents investors in securities fraud class actions and shareholder derivative suits. Our firm has recovered hundreds of millions of dollars for investors nationwide.

“Our practice centers on restoring investor capital and ensuring corporate accountability, which serves to uphold the essential integrity of the marketplace,” said Peretz Bronstein, Founding Partner of Bronstein, Gewirtz & Grossman, LLC.

Contact Info
Peretz Bronstein, Esq. or Nathan Miller
Bronstein, Gewirtz & Grossman, LLC
917-590-0911 | info@bgandg.com

some of the SVPs so long with the company makes So much money & the new ones hired recently in tyber kelurity or dinfo jack are m
M plus assets. All they tout & show arrogance on diedentity & sacess dmanagement or drought dmanagement. in private these so called dooders are nothing but unprofessional, arrogant unhumans.

Rumor has it the next round of ISPs will take place later this year and in T1 2027. Any truth to this? On the one hand, I’m sad to hear it, knowing many families will be impacted. On the other hand, I’ve seen too many instances of friends hiring friends, people hired into positions they’re not qualified for. As a result, work is not getting done, and others have to pick up the slack. Whatever happened to “an honest day's work for an honest day's pay”? Where is the accountability??

Does he not realize that the only reason he has billions laying around is us, his employees? The least he could do while soaking up all this praise is thank us for making him so wealthy. I mean good leaders know it’s their teams that do it,

As a long standing employee, I pinpointed the exact time and reason why we started going down hill and the main culprit was Dan Schulmann. Rather than using the post Covid high to become a fully fledged online bank competing with likes of JP Morgan Chase and Citi , he chased mirage acquisitions like Honey and Pinterest. Alex Chriss came and realized the mistake a bit late. Now it's too late. We would most likely be acquired by a bank we could have been.

In my personal experience, Jeff Nibler and Kyle Goodwin are two of the worst managers I have encountered in my career.

Their leadership was an exhausting combination of unclear direction, poor communication, weak accountability and an astonishing lack of meaningful support. Problems were allowed to fester, legitimate concerns seemed to disappear into a void, and employees were left to deal with the consequences of management failures they did not create.

Working under them felt like being trapped in a leadership vacuum. Instead of providing clarity, they created confusion. Instead of building trust, they eroded it. Instead of helping employees succeed, their management approach made already demanding work needlessly frustrating and demoralizing.

What made the experience particularly intolerable was the apparent disconnect between leadership’s perception of itself and the reality experienced by the people doing the work. Accountability seemed to flow downward, while support rarely did. Their management did not merely fail to improve the workplace—it actively made the workplace worse.

This is my personal assessment, and I do not claim to speak for anyone else. However, anyone considering a position reporting to either of them should proceed extremely cautiously. Ask current and former employees direct questions about morale, turnover, communication, psychological safety and how management responds when challenged.

A difficult job can be manageable with good leadership. Under Jeff Nibler and Kyle Goodwin, the leadership was the most difficult part of the job.

All or almost all proposed projects at this time coming out if EMTEC are bogus. Please ask questions 3-4 layers deep and they will be exposed. The managers are intentionally covering up bad ideas in the guise of next big opportunity to get their bonus and move to their next role, while the future organization suffers with their terrible decisions.

Managers are intentionally spinning the wheel on ‘technologies’ and ideas that no one in the industry will touch or have already made a clear decision to never pursue. Closely look at Upstream research, they will drain the company of $$ shamelesslessly, or just out of incompetence.

Under the threat of unemployment, the Research company is also joining in on these made up technology cases, especially getting a chance to contribute on the Upstream side.

Please look closely, just throwing millions of dollars for projects known to be failures is crazy. It is not innovation.

Don’t burden your technical staff with turning slogans from clueless middle manager into engineering execution, when it is simply not possible.

It is one thing for you to ask someone to become a better basketball player — it is possible. It is another thing to ask someone to grow from 5 ft 10 to 7 ft in a year to then become the best player of NBA. It is is impossible, factually impossible. What these managers are forcefully promoting are IMPOSSIBLE ideas.

only ask is please ask critical questions, these Yes men need to be held accountable.

https://www.smh.com.au/technology/telstra-s-only-two-timing-experts-had-been-sent-home-to-rest-before-network-fell-over-20260902-p60tmw.html

The only two Telstra engineers with deep expertise in the system that failed in July were on a mandatory break when the national mobile outage they had unwittingly triggered took hold, an external investigation has found.

The outage cut hundreds of people off from Triple Zero, halted trains in Victoria and NSW, and brought down eftpos systems across the country. It has triggered a Senate inquiry and an investigation by the communications regulator that could result in Telstra being fined up to $30 million.

The pair had replaced a faulty power supply in a timing chassis in Melbourne in the early hours of July 8. When it came back online at 2.50am, a GPS card inside reset and began telling the mobile network the date was 2006. The card was missing a firmware update for a predictable fault the supplier had already flagged in bulletins, confirming this masthead’s (the Age), July reporting.

The report by Technology Audit Partners found alarms on the timing servers were checked only during business hours by a small number of staff and did not appear in the monitoring tools used by round-the-clock support teams. When errors began to occur, nobody on duty could find records of the servers, the work done that night or the people to call.

Chief executive Vicki Brady said the company accepted every finding.
....
Brady also revealed Telstra had missed eight failed Triple Zero calls during the outage and never carried out the welfare checks required to find out whether the people who made them were safe. She blamed a manual processing fault and a monitoring fault.
....
“It shouldn’t have happened. We should have picked those eight up,” Brady said. “We know how important Triple Zero is.”
....
The telecommunications company also revised the start of the outage to 2.50am on July 8, almost 50 minutes earlier than it had said. The previous time reflected when a maintenance ticket was closed rather than when the fault began.

Brady said the failure was “not due to infrastructure failing” but to an undocumented design change made in October last year and a software update that was never applied to a GPS card.
....
“It’s not about not enough resources. It’s not about not enough money,” she said. “It’s about the prioritisation.”
....
The Australian Communications Consumer Action Network said the report showed a governance failure rather than a technical fault beyond Telstra’s control, and renewed its call for enforceable reliability standards.

“We rely on telcos to ensure that their networks are managed with the seriousness commensurate with public safety,” chief executive Carol Bennett said. “This report shows that didn’t happen. Not because the problem was unforeseeable – in fact it was very much foreseen – but Telstra didn’t treat it as a priority until it caused a national outage.”
....
More than 30,000 customers have contacted Telstra for compensation, and it has paid just under $1 million in credits, an average of about $15 for consumers. Brady urged anyone still out of pocket to come forward.

“Modern networks are complex but complexity is not an excuse,” she said.

We just had the marketing town hall where Kellyn blathered on and on about how great everything was, how much everyone told her they loved the latest market based BS and how we should do those surveys ASAP.

Then she “interviewed” the new VP of digital who moved from Utah to Dallas. Nice enough guy but he mentioned how awful the traffic is in Dallas. Wouldn’t even notice it most of the time but I thought we worked for a company that provides fantastic connectivity services that allow you to collaborate without having to sit in traffic every day. Kellyn and co. sm--k you over the head with this connection cr-p all the time, so you would think we would I don’t know, live that purpose?

It shouldn’t by now, but the hypocrisy of our leaders just never ceases to amaze me. How they can continually sing the praises of products, services and messages they clearly don’t believe in and keep a straight face is quite a feat.

After 33 years and 9 months with Wells Fargo, Kim Weakley is leaving, roughly a year after being appointed an executive.

Andrew Freymann inherited Kim and, in my opinion, made a good call. Under Kim, the culture often felt like “my way or the highway,” and there was a perception that certain people in her organization were protected from accountability.

Now the attention turns to the leadership structure she leaves behind, especially the San Antonio CSM organization. New leadership should mean new expectations and real accountability, not the same culture with different names.

After all these years, this could finally be the reset the organization needs.

What you think about the Overlay Orgs ? .
I felt the leadership of the of global partner SE Org is one of the most fake org in Cisco?
So confusing, no accountable...just fun and lots of travel?..
Any other ?

im not paying these people anymore. cancelled. leaders are held accountable for results. they are getting fired.

Anyone else hear about the new RE-ORG to "support" EPG? Customer Service is always so garbage at Elavon, the only way itll get better is when QA and leadership actually keep the reps accountable- I know ppl that still have jobs in CS that straight up just hangup on customers (theyve full on told me thats what they do) have been working htere for years.

Just remember that there is more accountability for a mid-level IC than there is for Enrique. He’ll fail and get a golden handshake deal while our colleagues are laid off and job hunting in the worst job market in our lifetime.

F PayPal “leadership”, F the board. They have ki-led what was once upon a time a fintech leader and they have ZERO vision to bring it back from the dead. I would have welcomed a Stripe acquisition even at that number. At least they have some kind of trajectory.

Sorry to all who have been affected. I hope we all find better gigs. Check on your friends.

Japan Airlines was $25 billion in debt. Bankruptcy declared. 16,000 jobs on the line. CEO Haruka Nishimatsu didn't call a press conference.

He cut his own salary to $90,000 - less than his pilots. Canceled the executive dining room. Took the bus to work. No bodyguards. No reserved parking. No perks. While other CEOs drafted layoff lists from penthouse suites, Nishimatsu stood in the cafeteria line with ground crew. Workers noticed.

Morale shifted. In 3 years, Japan Airlines went

from the largest airline bankruptcy in history... to the most profitable airline in the world. It relisted on the Tokyo Stock Exchange in 2012. That wasn't a turnaround plan. That was one man choosing accountability over comfort. Lesson: Most companies don't fail because of bad markets. They fail because leaders protect themselves first.

It's not miracle that saved Japanese airlines. It's the attitudes of leaders that saved. Hope ppl notices.

The SIU townhall, which was already reduced from monthly to quarterly, was just canceled today for the 8/31/2026 scheduled date. The last SIU town hall was in May and the next one is not until November. Sabrina continues to demonstrate that she refuses to face us and take accountability!!

We do not need a stay of execution; we need certainty and security.
Leadership has lost its humanity in what was once a great company, where people genuinely came first. PayPal is no longer a company I’m proud to work for.

I would welcome the opportunity, if given the appropriate platform, to publicly and constructively critique the decisions and leadership approach that have brought us to this point. People deserve transparency, accountability, and to be treated with dignity—not uncertainty and fear.

If it's true that the board only cares about stockholders and stock price then that explains their worth to the company. It's like our weekly conference calls. I want 30 sales this week, that breaks down to 5 per day, here is a sales plan that involves free time and I want you to call people until you get 30 sales. Same every week and the rvp has done his job. The tools are a cr-ppy POS system, Internet phones and the same call lists week after week. Low sales the store gets blamed high sales the management gets bonuses . You want stock prices to climb get rid of these do nothing fools and put your effort where your customers are. Revenue is generated by stores fools. Dm's rvps svps don't make the company a dime and almost none of them even know how to take a payment. Make us do Amazon returns with the business model of let the stores do all the work with no support or training and ignore what happened to Kohl's. I don't sell cars or insurance I work rent to own. These returners aren't shopping their returning. You are trying to teach us to swim by saying there is water nearby. You have never gotten wet yourself. Ernie Talley ran the business and saw a need. These fools now think since they wear the hat they are chefs but the truth is stock price is low and their middle men are clueless. Blame everyone else but the fault is in the mirror Blasquez. I haven't forgotten about your ineptness or you York with your id--tic power tripping. I would be ashamed if I were you.

Since nothing else works and they are more worried about what’s on this website? Will someone please let the leaders of P66 know that the supervisors in the control center or never at work and if they do show up it’s only for a couple hours at a time it’s been like this for past year.

My alert went off this morning. Good times for another executive. From publicly available information…

Chris Koster, Centene’s General Counsel:

2023: $4.84M
2024: $5.06M
2025: $6.51M

On August 18, 2026, Koster sold 47,603 Centene shares for roughly $3.11 million. $16.4M in three years. Cha-Ching sir! Here are the stock trades:

https://www.nasdaq.com/market-activity/insiders/koster-christopher-1108982

Not bad for the top lawyer at a company whose business is largely administering taxpayer-funded healthcare.

Koster went from county prosecutor → Missouri Senator → Missouri Attorney General → Centene executive.

So basically, decades in Missouri government followed by millions a year at one of the country’s largest Medicaid contractors.

At least someone figured out how to make Medicaid profitable. But sure, keep cutting the people doing the actual work. That ought to fix the margins. And congrats, Chris. Don’t spend it all in one place.

I am amazed that host governments are letting ExxonMobil continue to do less and less in terms of local benefits. Jobs that could be local are now in India. How is this allowed?

is it they actually live what they preach. And yhr honest truth is we know they won't and their leaders won't. Those who try will find themselves exiting the business.

The health-insurance industry is the largest barely-legal fraud in America.

The guy who started Centene was a money grubbing thug.

The people running the company now have Zero morals or integrity.

You make major profit by denying people “healthcare” and can’t even run the racket quietly without major lawsuits.

The only thing keeping the American people from putting the entire C-suite in jail is government cronyism.

If Centene is serious about understanding what is happening within Corporate Ethics & Compliance, then stop looking at individual employees and start looking at the people making the decisions. The problem is much bigger than SIU. It extends across CIU, SIT, COI, InTP, Privacy, Corrections, and other areas that are supposed to protect the company and ensure compliance.

At some point, leadership needs to take a hard look in the mirror. There is a growing perception that advancement, opportunities, protection, and even how employees are treated can depend too heavily on who leadership likes, who they know, who agrees with them, and who does not challenge their decisions. That is not leadership. That is creating an environment where employees learn very quickly that speaking up can have consequences.

And perhaps the biggest problem is that employees are sometimes expected to follow processes that are not clearly documented, have changed repeatedly, are outdated, or in some cases do not exist at all.

Ask for the policy. Ask for the procedure. Ask for the written guideline. Ask for the reference material. The response is often some version of, “We’re working on it.” Well, if you are still working on the policy, then why are you enforcing it as though it already exists? Why are employees being held accountable for standards that have not been clearly communicated? Why are decisions being made based on “how we’ve always done it” when Compliance should be operating from documented, consistent, and defensible standards?
That is not compliance. That is inconsistency disguised as compliance.

Leadership cannot constantly change expectations and then blame employees for failing to meet them.

You cannot move the goalposts and then criticize people for not knowing where the goalposts are. You cannot demand documentation from everyone else while operating without clear documentation yourselves. And you cannot build an effective Compliance organization through fear, favoritism, secrecy, micromanagement, or a culture where challenging leadership is treated as being difficult or disloyal.

The uncomfortable question is this: Who is holding Compliance leadership accountable? If Compliance is supposed to identify risk, investigate misconduct, enforce standards, and protect the organization, then its own leadership should be subject to an equally rigorous level of scrutiny.

Maybe it is time for an independent, top-to-bottom assessment of Corporate Ethics & Compliance.
Not another internal review where the same leadership structure reviews itself. Look at the leadership. Look at hiring and promotion decisions. Look at turnover. Look at why experienced employees have left. Look at how investigations are handled. Look at whether expectations are consistently applied. Look at whether policies actually exist and are current. Look at how employees who raise concerns are treated. Look at whether qualifications, experience, credentials, training, and resources actually match the responsibilities employees are being asked to perform. And most importantly, look at the leadership culture.

Replacing a few employees while leaving the leadership structure, decision-making practices, and underlying culture untouched does not fix the problem. It simply moves the problem around.

Sometimes you don't need another reorganization. You need accountability. You need new leadership. You need policies and procedures that are actually written, current, accessible, and consistently applied. You need qualified people in the right positions with the right experience and tools. And you need leaders who are willing to hear “no,” accept criticism, answer difficult questions, and admit when something is wrong.

Compliance cannot demand from the rest of the company what Compliance leadership is unwilling or unable to demonstrate itself.

If Centene truly wants to rebuild trust, then it needs to start at the top.
Clean house where necessary. Rewrite what is broken. Create what is missing. Remove outdated practices. Establish clear standards. Put qualified people in the right positions. And hold leadership accountable to the same standards imposed on everyone else.
Anything less is just rearranging the furniture while the foundation continues to crack.

https://www.bloomberg.com/news/articles/2026-08-25/sap-renewed-hr-chief-s-term-after-probes-cleared-her-of-fault

“SAP treats all misconduct allegations with the utmost seriousness and is committed to handling them through rigorous, fair, and thorough review processes,” the company, the supervisory board and Vargiu-Breuer said in an email. There was “no evidence of misconduct” by Vargiu-Breuer, according to the statement. “The Supervisory Board carefully considered all relevant information, including critical feedback, and decided to extend Gina Vargiu-Breuer’s contract based on a comprehensive assessment of her performance, leadership, and contribution to SAP’s transformation.”

…that you work for a company that wouldn’t p1ss on you if you were on fire.

A company that thinks it’s fine to have an all hands that unambiguously states that RIFs are happening in the next few weeks, even puts it in writing in a recap email, then does NOTHING, then does not even have enough respect for the human that it sends a follow-up email addressing what they themselves chose to put out there in terms of messaging. Accountability, you see, is only for us peons.

So yeah. Don’t sc--w over your team or the customer but “work to rule”. 8 hours. Don’t volunteer extra work. If you have a legitimate press contact share the email and that there’s been no update.

F@ck Enrique, executive bonuses, and this dying brand.