#accountability

What is his secret? Forget working smart not hard. This guy works in stupid ways and gets all of the rewards.

It's taken from the wall street discriminates and reproduced below without any editing. Whoever wrote this, is absolutely bang on the money and most likely got managed out because had enough skillset and knowledge to be hired elsewhere, didn't need to k1ss @ss and for this reason was probably branded 'difficult to manage' and managed out. The last line is very telling of the present circumstances in a few different palaces in the US

Yes, indeed. Citi MDs are entitled, lazy, bossy, and selfish. For the uninformed reader, let me explain what that means.

Entitled. Citi MDs think the title is an anointment in recognition of their talent. It’s just the opposite. They were chosen for being the biggest followers of all, the ones who blindly implement imbecilic instructions from the top, ethics and right-doing be damned.

Lazy. Citi MDs (and directors) don’t do the work. They’re middle managers who relay orders without creating any value, a buffer between senior executives and the people doing the work.

Many insist you go through their EA just to get on their calendar. That process props up their sense of superiority and lets them dodge hard conversations and any accountability for giving you the runaround.

One Risk MD blamed her unresponsiveness on not having a Chief of Staff. Never mind that those roles were cut in the reorg, or that she was never senior enough to have one. It was a cop-out for poor time management, a skill she should have mastered as a VP.

Bossy. Citi MDs lack vision and subject-matter knowledge. They can’t inspire you or coach you on your work. They issue an edict and expect it to be carried out like gospel. They won’t follow up or notice you’re struggling. But once someone points a finger, they know exactly where to go to pile on.

Selfish. Citi MDs care about one thing: their next promotion. They create the illusion of success while adding no value to the bank.

Many of them are proud to call themselves “institutionalized.” That may be the best explanation for why transformation has failed. You can’t change how an organization works with the same people who embody the behaviors and mindsets that need to change.

When a clown moves into a palace, he doesn’t become a king. The palace becomes a circus. Truth.

I just want you guys to know the state of everything. My management chain kept promising me promotions if I just "did x and accomplished y" for 3 years. I finally got fed up and forced an answer instead of staying polite and deferential. My manager told me "I keep bringing you up during calibration meetings, but people aren't convinced you're ready"

I had to escalate all the way to a meeting with my manager and their director-level boss. That's when the director told me straight up, in front of my manager, "I have never heard your name come up even once in a calibration meeting"

When I looked at my manager after learning this, they said "I never made any promises."

After that, my manager tried to give me an "off-track" rating on 2 behavioral categories. I questioned the ratings and asked for an explanation or guidance on how to improve, and I got nothing.

Again, I escalated to the director and then magically my ratings were changed a week later.

Then I escalated all this to the VP of our org. I told him how my manager always tries to hide issues, I told him how I wrote up an incident report because my coworkers were not doing their work correctly. My manager tried to hide the incident report but I told him I would not stay quiet. I sent the report to his skip-level who thanked me profusely. And then next thing I know, the coworkers who I reported ended up getting moved off my team and promoted. While I stayed in the same place. And I trained them. So the people who I trained got promoted past me while I stayed stuck.

The VP of our org said "this depresses me, but it's really hard to fire people" even though I never asked about firing anyone.

This company is a sh-t show and stole years of my life from me. But also taught me extremely valuable lessons about professionalism and advocating for myself. I'll be MUCH more aware of this kind of organizational dysfunction for the rest of my life. Now I know how to see the signs.

If they expect us to Deliver What We Own and Make Quality Personal and Help Each Other Win, then BD needs to do their part. Pay us our full raise and our full bonus. You scratch my back and I’ll scratch yours

During a White House press conference on October 8, 2026, Vice President JD Vance announced a sweeping federal crackdown on the H-1B visa and permanent residency processes. Acting as the head of the administration's Task Force to Eliminate Fraud, Vance declared that the H-1B system has become "rife with fraud". He alleged that major corporations are misusing the program to replace qualified domestic workers with lower-paid foreign professionals.

1. Indefinite Green Card Program (PERM) Freezes

The most immediate action Vance and Labor Secretary unveiled was the indefinite suspension of 8 major tech and IT corporations from the Permanent Labor Certification (PERM) program. This penalty halts both new and pending green card applications for employees at:
• Microsoft (which Vance singled out as the "biggest abuser", claiming they laid off 6,000 U.S. citizens while utilizing 6,300 H-1B visas and 3,000 green cards)
• Adobe
• Wipro, Infosys, Tata Consultancy Services (TCS), Cognizant, HCL Technologies, and Capgemini

I imagine anyone working with these frozen companies will suffer similar repercussions… and rightfully should be held accountable.

Use your favorite AI to analyze AT&Ts business savvy with regard to AT&T Mexico. “Massive Destruction of Capital” is probably my favorite term that was used in its analysis. Par for the course. It is literally THE ONLY THING that Stankey and team are good at. And they excel at it. And no one is EVER held accountable to the shareholders by the BOD. EVER.

“ • The Entry (2015): AT&T aggressively entered the market by acquiring Iusacell for $2.5 billion and Nextel Mexico for $1.875 billion, totaling roughly $4.375 billion in headline acquisition costs.
• The Exit (2026): After more than a decade of operations, AT&T agreed to sell the unit to a consortium of Grupo Televisa and Fintech Holdings for just $2 billion in cash.
This means AT&T recovered less than half of its original purchase price, completely erasing over $2.3 billion in asset value. This calculation doesn't even account for the billions of additional dollars AT&T poured into building out its Mexican 4G/5G infrastructure and funding years of operating losses over the last 11 years“

I think the guy deserves a bit of recognition for not doing his job. Barely visible but keeps asking the rest of the managers and others to come in the office and visits clients. When was the last time he went on a visit or traveled?

Heard from others he is either home or quietly leaves by 2PM at latest.

Maybe he could advocate for better compensation for consultants in high cost locations - set an example for others SS

Set an example for other SS.

The people making the big decisions need to answer for where this company is headed. Employees shouldn't have to keep dealing with the fallout while leadership carries on untouched.

I can’t get into anything today, and it feels like this is an ongoing problem. Saving money by using our own technology is great if it helps solve problems or streamline how we do work, the problem is none of our tools are leaders of the pack, or at least they’re most definitely not implemented that way. It’s so frustrating to login or fail to login time and time again… the never-ending password changes, the never-ending tools and processes, the never-ending multifactor authentication….. I just wanna do my fu--ing job and log off

More lip service with no real plan while the entire environments are on fire. Clueless about AI, clueless about any real architecture, clueless about security. The only truth in the whole presentation is "consolidation". That's the whole plan, consolidate and cut while the entire digital organization has been left unfunded, neutered from the get go. Leaders have continued to fail over and over while sweeping under the rug the biggest issues and executive leadership leaving or running off to Enterprise without any accountability. Main technology leaders have left the organization while do boy yes men sit in positions and get dumped on without any real roadmap, plan, talent, or resources. It's amateur hour at its finest. If you're in Digital, get out.

We need more Verizon VP+ posting pictures of their teams and how we won a JD award. OR maybe, a public post from a particular VP giving praise to a particular team member.

The bubble Verizon lives in and the executives who think they are silicon valley CEO's is embarrassing - wake up call is needed.

Let’s talk about Mike Cavanagh.

While employees are being told to believe in Comcast’s future, let’s take a look at how well that future is working out for Mike Cavanagh.

Mike received $71.8 million in reported compensation for 2025, more than double what Brian Roberts received. That’s a 154% increase from the previous year.

And then there are the stock sales:

• January 2024: $5.29 million
• November 2024: $5.66 million
• February 11, 2026: $1.89 million

That’s nearly $13 million in gross stock-sale proceeds across those transactions. His most recent reported sale came just over four months before Comcast announced the massive NBCUniversal/Sky separation. And now he’s positioned to become CEO of the newly independent NBCUniversal.

Of course, executives are entitled to sell stock. These were disclosed transactions, including option-related sales, and the timing alone doesn’t establish wrongdoing. But the optics are hard to ignore. We’re supposed to believe in Comcast, trust the transformation, return to the office, and prove our commitment while watching our colleagues lose their jobs, career opportunities disappear, and shareholder value erode.

Meanwhile, the executives responsible for the company’s direction are collecting extraordinary compensation, cashing in millions in stock, and lining themselves up for the next big payday.

So let me get this straight. Mike gets $71.8 million, nearly $13 million in stock-sale proceeds, and another CEO position. Employees get layoffs, uncertainty, and a lecture about commitment? At what point do we stop calling this a transformation and start asking who it’s actually benefiting?

Because from where employees are sitting, it sure looks like the company is being dismantled while the people at the top continue to line their pockets.

Maybe the problem isn’t that employees no longer believe in Comcast. Maybe it’s that leadership keeps giving us reasons not to.

Looks like it's still broken. Lots of negative accelerators for teams that are exempt from negative accelerators. Missing orders, broken backlog.

When do they seize JC's bonus for this catastrophy?

The number of people managing the work compared with the number actually doing it makes no sense. Early on, someone told me that a small fraction of the staff would end up carrying almost everything. I thought they were exaggerating, but I've watched it happen. The same people get relied on again and again while the organization keeps adding layers above them.

Central customer service that then gets outsourced. Marketing teams assigned to servicing customer accounts. Then lay them off. Centralize complaint intake, then outsource that function. Manufacturing plants that remove inspection steps, drive work to poor quality suppliers in a never ending effort to reduce cost. Do more with less, when you were already overwhelmed is not sustainable. It has all undermined the foundation of the organization.

What @bz+1m2hsyrxb said.

There are capable people here who could solve problems if management would let them. Instead, decisions keep getting pulled away from the people who understand the work.

Let’s stop pretending this latest round of layoffs at Nike has anything to do with "market headwinds" or "strategic realignment." Call it what it actually is: a massive, multi-million dollar admission of incompetence by a leadership team that couldn’t manage a lemonade stand, let alone a global icon.

For the past few years, the C-suite has sat safely in their glass fortresses in Beaverton, completely detached from reality, high on their own supply of corporate buzzwords. They drove innovation into a ditch, ki-led our wholesale relationships just to chase vanity DTC metrics, and watched product quality tank while sneaker culture passed us by.
And who pays the price for their catastrophic, multi-billion-dollar strategic blunders? Never the executives, of course.

Instead of accountability, we get cold, cowardly corporate memos delivered just in time to ruin people's lives, written by cowards who will still collect their obscene performance bonuses while thousands of hardworking people—the actual soul and engine of this company—are tossed out like old inventory. They outsource our jobs, gut our institutional knowledge, and replace talent with endless layers of yes-men and overpriced consultants who wouldn't know a great product if it hit them in the face.
You can slap "Just Do It" on every wall on campus, but let’s be honest: the only thing this leadership team is world-class at doing is failing upward.

To everyone packing up their desks today: you built a legendary brand in spite of the people running it. Don't let these suits make you feel small for getting discarded by a company that lost its way the moment it forgot who actually made it great.

How do members of the executive “senior leadership” team justify collecting millions of dollars in compensation, bonuses, and RSUs while presiding over the destruction of shareholder value?

At what point does executive compensation become disconnected from actual performance and results?

Employees and shareholders are expected to absorb the consequences of poor performance, yet those at the very top continue to be rewarded handsomely. Where is the accountability? Where is the Board's oversight?

Leadership isn't measured by titles, compensation packages, or the number of RSUs awarded. It's measured by results, sound decisions, and the value created for shareholders. But look at all the promotions and musical chairs at the top. All kool-aid drinking.

If the stock continues to suffer while executive compensation remains extraordinary, perhaps it's time to ask whether leadership is being rewarded for performance - or simply for occupying the executive suite.

They seem to be hogs when it comes to who gets to attend these, they spend thousands of dollars on flights and hotels and conference costs. Yeah, absolutely nothing comes out of it. They do nothing to share with the company of the point of attending these conferences, but their LinkedIn seems to grow tenfold within days..

Step one, take credit for wins. Step two, blame everyone else for losses. Repeat forever.

We all know that many job postings are fake. If you encounter one, please post the job ID, all relevant details, and proof. Publicly shaming these entities is exactly what they deserve.

Furthermore, some teams conduct 'namesake' interviews just to reject candidates they never intended to hire. Name them, shame them, and post details about who actually ends up getting hired.
Let's hold them accountable. Report all hiring fraud directly to the Department of Labor.

As one of hunfreds of thousands retired NJB/Bell Atlantic/Verizon employees itis a daily embarrassment hearing how Veizon C-Level/AVP/Director levels instructed staff to turn over personal phone records to Biden's DOJ in artic frost campaign.

Every Verizon employee on an annual basis was/is required to complete CPNI training.

I fully support the firing of Hans... but that was FCC/DOJ demanding.. not feckless Vz Board/C Level Governance.

I have many friends still remaining at Verizon and deserve more accountable Leadership but the pollution of DEI Trojan Horse hirings inside the company will take a Corporate takeover to clean out.

In the short tetm my final piece of advice is hire Denny Strgyl for a 18 month contract and reverse the slide and avoid a $30 stock.

It’s funny how every year we have to take COBC training about not accepting kickbacks or incentives from outside companies for personal gain. Yet somehow ADs and DOSs are making $3K+ a month in incentives from Asurion while putting nonstop pressure on stores to sell HTP.

RSMs and ASMs are getting daily calls, threatened with accountability and even termination over HTP, all while upper leadership is bragging about the thousands of dollars they’re making off these sales. Then when employees get caught slamming HTP onto customer accounts, the same ADs suddenly act clueless. “Wow, I had no idea this was happening.” Really?

AT&T keeps turning a blind eye to what’s going on, but eventually all this HTP fraud is going to catch up with the company. And when the lawsuits start coming, I’m sure the same leadership pushing these numbers will pretend they had absolutely nothing to do with it.

I thought we worked for AT&T selling wireless service, but at this point it feels like we work for Asurion.

And here’s what really makes no sense. If the same ADs and DOSs keep having RSMs and ASMs fired or disciplined over fraudulent HTP sales, wouldn’t common sense tell you to start looking at the leadership above them? How is it that the same upper leadership keeps somehow hiring, developing and promoting people who end up involved in the exact same issues?

At what point does AT&T stop blaming the people at the store level and start questioning the people creating the pressure in the first place?

You can only play d-mb so many times before people start realizing you’re not as clueless as you pretend to be.

McClatchy has implemented significant layoffs across its newspaper chain, impacting over 90 unionized journalists and media workers. The Miami Herald alone saw 32 positions eliminated, including its entire El Nuevo Herald writing staff. These cuts reflect a broader industry trend of shrinking newsrooms and a shift in how news organizations allocate resources. The company stated these decisions are aimed at preserving journalism by focusing on areas with subscriber support. However, critics worry this will diminish essential accountability reporting.

Miami, Florida

https://www.miaminewtimes.com/news/the-miami-herald-is-shrinking-journalism-is-too-40585312/

This used to be a fully functional company. Now it's just broken processes, poor communication, and a lack of accountability.

Comcast was basically a utility that was overstaffed for many years. It has been full of bureaucracy and political nonsense that was masked by what seemed to be a never ending revenue stream, regardless of poor guest service. Now that they are losing and revenues have plummeted, that same leadership team that built that bloated bureaucracy has no idea how to manage through it. Now their company leaders want to tell the staff in a town hall that they haven’t done a good job - maybe you should look in the mirror and at your VPs - show some actual leadership and accept responsibility for how poorly your company has been led down this path. You pride yourself on eNPS - it starts at the top with the SVPs taking ownership of their own failures. Good luck.

A company with a reputation for frustrating customers has now decided to give its employees the same experience, complete with layoff limbo, corporate doublespeak, and mandatory office attendance. And somehow, we’re supposed to believe top talent will be lining up at the door? Sure, money talks, but so does reputation. And without the NBCUniversal halo giving the place some cultural cachet, what’s the pitch exactly? Come for the paycheck, stay for the uncertainty? At this rate, the biggest challenge won’t be cutting talent. It’ll be convincing anyone talented to come here in the first place.

And here comes the inevitable “we’re going to operate like a startup!” A startup? In this economy? With decades of corporate baggage and the same leadership that got the business into this mess? That’s not a fresh start. That’s a rebrand of the same problems with fewer resources and higher expectations. I signed up to grow a successful business, not rebuild one under the direction of the people who ran it into the ground. Same leadership, fewer employees, bigger expectations? Hard no. That’s not a startup. That’s a turnaround without accountability. scan artists at its finest.

If your company is making record profits, the employees should be getting record raises and bonuses. Otherwise, consider us servants

There’s a dangerous trend in tower construction:

The inexperienced are now leading the even more inexperienced.

People with little to no real construction experience are being placed in leadership positions, then tasked with developing project managers who have even less.

The result?

Decisions made from spreadsheets instead of jobsites.
Processes created by people who’ve never had to execute them.
Accountability without understanding.
Titles without experience.

Construction management isn’t something you learn from a dashboard, a meeting, or a PowerPoint presentation. Just because your signature says PMP doesn’t mean you are qualified.

You learn it by building.

By dealing with contractors. Solving problems in the field. Missing schedules. Recovering schedules. Managing budgets. Making mistakes. Owning them. Being able to speak to people and have them understand what you are saying. And spending years learning what actually works.

When experience is removed from leadership, knowledge doesn’t magically trickle down.

Inexperience multiplies.

You can promote the person.

You can’t promote the experience.

Leadership keeps blaming policies like tariffs, and international issues like diesel, aluminum, and such prices.

Meanwhile, KO sells products for cheaper, and is performing well with share and stock.

The difference is not that consumers got more price sensitive. Did it hurt? Yes. But it's obviously not the main culprit.

Genuine question about the current structure of DPM roles at Allstate — does anyone else feel that the company has accumulated a very large number of Digital Product Managers, particularly when a significant proportion appear to have little or no previous experience working in technology? It would be interesting to understand how these roles are being assessed, what the expected technical/product experience is, and whether the current number of DPMs is actually aligned with the needs of the business. On my current team we spend more time having to explain the work we do to our DPM and sit in pointless meetings than actually getting to work.

Not been careful with shareholder capital… Yah think?

I have been here less than a year and noticed over time that in times of high anxiety whomever runs the Comcast corporate handles including @Comcast, @FWC26Philly (World Cup) views my personal instagram stories to monitor what I’m doing when I’m not in the office. Like during the week or weekend.

I brought it up to my manager at the time and she was shocked that someone one the team was doing that. Honestly it’s so creepy to me because I do not have a personal relationship with my immediate team due to how toxic, gossipy they were when I started. I am here to do my job, get paid and go home. Has anyone else has these “monitoring spirit” team members and how do you deal with them. Im also one foot out the door after the bullsh-t I have seen, the lack of accountability and corporate platitudes.

What credentials does she have? Anyone who questions her is in fear of getting laid off or leaves out of frustration. The lack of accountability at Nike is infuriating which is why we are failing. Get rid of these toxic leaders who don’t value talented colleagues

By now, the Centene/Hope Florida story is pretty well known. Centene agreed to pay Florida $67 million to settle allegations involving Medicaid pharmacy benefit overbilling.

But the state didn't get all of it. Florida directed Centene to send $10 million to the Hope Florida Foundation. Centene had seven days to make that payment.

Within 18 days, Hope Florida had sent the entire $10 million to two nonprofits. Those groups subsequently sent $8.5 million to a political committee fighting Florida's mari--ana amendment.

A grand jury later described the money as “misappropriated as part of a sophisticated scheme to fund political activities,” although it found insufficient evidence to bring criminal charges.

Centene says it was directed by the state to make the donation and “had no part in or knowledge of” what Hope Florida subsequently did with the money. That's important.

There is no evidence I've seen that Centene knew where the money would eventually go.

This is where the irony gets pretty hard to ignore. This is a company that requires employees to complete annual Fraud, Waste and Abuse training.

Remember: Centene has a Special Investigations Unit.

It tells employees to be vigilant in detecting, preventing, and correcting fraud, waste, abuse, and non-compliance. Centene says its FWA work is about “accountability, transparency, and efficiency.”

And its own values include: “We do what is right, not what is easy.”

Meanwhile, Centene remains deeply embedded in Florida's Medicaid system. So forget what happened after Hope Florida received the money for a minute.

Here's the question I'd like somebody (maybe a reporter who’s not afraid to write about something real, not margins or stock price-related) to ask Centene: When $10 million from a Medicaid settlement was redirected to a foundation instead of the state, what questions did Centene's compliance, legal, or executive teams ask before sending it?

Maybe there are perfectly good answers. Let's hear them. Because now there's another development. The money trail has reached the IRS. 😳

The IRS Whistleblower Office has acknowledged receiving a claim involving the Hope Florida money and assigned it a claim number. That does prove wrongdoing not prove wrongdoing. It doesn't mean the IRS has opened an examination.

And it certainly doesn't prove Centene did anything illegal. (very important!)

But this story has moved a long way from a weird $10 million line item in a Florida Medicaid settlement. For a company that spends a lot of time teaching everyone else about fraud, waste, abuse, transparency, and accountability, asking what its own people knew, what they asked, and what controls were applied seems pretty reasonable.

“We do what is right, not what is easy.”

Centene requires annual Fraud, Waste and Abuse training. Maybe the next one should include a case study. Start with the $10 million.

The amount being spent on co-locations and flying remote employees in just to meet badge-swipe requirements has to be off the charts.
How does it make financial sense to let go of employees who were already local to an office, while retaining remote employees whose RTO compliance now requires additional travel and related expenses?
And then there’s leadership. The number of VPs and directors who remain remote while employees are being pushed into the office four days a week raises a pretty obvious question: why isn’t the same standard being applied consistently?
FHFA has been vocal about RTO and waste, fraud, and abuse. Maybe it’s worth looking a little closer to home. If reducing waste and improving accountability are truly the goals, start by examining the cost of these arrangements, the decisions that created them, and whether the RTO expectations being imposed on employees are also being applied to leadership. Sometimes the backyard needs cleaning before you start inspecting everyone else’s.

Centene paid $17.3 BILLION for a Medicare growth engine. Seven years later, the goal is break even.

WellCare was sold as a “leading Medicare platform” for growth. As recently as 2023, Medicare Advantage was still a “critical area of future growth.”

Fast-forward to 2027. Nearly one-third of MA plans are being cut and standard MA is exiting 344 counties. What remains is increasingly being refocused around D-SNPs and dual-eligible members — essentially using Centene’s Medicaid footprint as the feeder into Medicare instead of competing broadly in MA. And for 2026, just 6% of Centene’s MA members were in plans receiving Medicare quality bonus payments, versus 68% industrywide.

Sarah London inherited this one. Drew Asher didn’t. He was WellCare’s CFO when Centene bought it, and he’s Centene’s CFO today. Seven years later, the “growth platform” is smaller, being rebuilt around a very different strategy, and trying to get back to zero.

Members lose plans, employees lose jobs, and shareholders absorb the value destruction. Executives who leave can walk away with very nice parting gifts. And one of the few executives with a front-row seat on both sides of the original $17.3B deal is still sitting in the CFO chair. He’s even hanging around for ANOTHER YEAR.

So where exactly is the executive accountability? cough Sarah cough

Because cutting plans, markets, and employees isn’t executive accountability. It’s executive accountability outsourced to everyone but the executives. (Yeah, I used “outsourced” intentionally.) 😂

It is concerning that the situation remains such a mess even after all these months. Really Wonder who is accountable for overseeing the integrations and migration to ODW, as the current issues suggest a significant lack of planning and execution and fo-e

Providing employees with a stable and reliable platform to monitor and track their attainment should be a basic requirement. More importantly, the system should provide an accurate representation of each seller’s attainment. The ongoing issues are not only causing unnecessary frustration but also undermine employees’ ability to effectively track their performance.

This is a fundamental business requirement that should have been carefully considered and tested before implementation. The lack of proper planning, foresight, and execution and uncertain resolution time and poor communications is extremely disappointing, and there needs to be clear accountability for how this situation was allowed to persist for so long.

Poor mismanagement of the entire integration. Poor judgement as well!

"Ford executives knowingly launched and continued selling Ford Focus and Fiesta models equipped with the flawed DPS6 PowerShift dry-clutch automatic transmission despite internal warnings from engineers that the gearbox was unroadworthy." I went down the rabbit hole of this issue and WOW the deception. The Class Action result looks like a joke. I wonder if this is the same thing that has happened recently with things like the Bronco. Sometimes I wonder if we (the tax payers) should've saved (loaned money to) Ford.