#accountability

It started with a letter from Elliott. Maybe it ends with a letter from the people still in the Tower.
From: The People Still in the Tower
Next stop: stability.

Removing two EMT members is not a cultural reset. What leadership does next determines whether this is actually one.

For years, employees have absorbed the consequences of strategy whiplash, expensive mistakes, consultant spending, restructurings, repeated cuts and leadership decisions they were directed to execute—even when the people closest to the work knew better.

The people making those decisions were compensated extraordinarily well. The people underneath them often paid the real price: jobs, careers, financial security, morale and trust.

That can’t simply be filed under “new leadership, moving forward.”

Leadership owns what leadership allowed.

The fiber chapter is over. The boardroom battles and proxy fights are behind us. The constant strategy pivots need to end. Crown Castle now has an opportunity to get back to basics: operate exceptionally well, generate sustainable organic growth, invest intelligently, execute consistently and rebuild the workforce that actually makes the company run.

And that means investing in people—not another round of cuts disguised as transformation.

Commit to a meaningful layoff freeze and give employees room to work without constantly wondering who’s next. Stop replacing institutional knowledge with consultants. Before launching another giant technology transformation, fix what is actually broken. Rebuild the expertise that repeated reductions stripped out. Invest heavily in cross-training and upskilling. Create career paths employees can actually see. Make mental wellness and psychological safety more than HR language.

And perhaps most importantly: stop treating people who identify problems as the problem.

Listen to them. Protect them. Thank them. Fix what they identified.

TA and KH are now part of the leadership team carrying this company forward. By many accounts, they are capable leaders. Now comes the harder part: demonstrate that the next chapter will be different. Acknowledge what employees have endured, establish clear expectations for how people will be treated, and rebuild trust through actions rather than another mission statement.

Crown Castle is an enormous enterprise supported by a remarkably small workforce. Its people should feel like an extraordinary asset—not an expense line perpetually waiting for another reduction.

Employees have survived the fiber bet, activist battles, reorganizations, leadership turnover, strategy reversals and repeated workforce reductions.

They’ve done their part.

Now it’s leadership’s turn.

Stability. Accountability. Respect. Career development. Operational discipline. Sustainable growth. No more whiplash.

And if the remaining EMT can’t commit to that, then on this casual ride we’ve apparently been taking for years, can someone please announce the new riders and the next stop?

—— And yes, AI helped mask the writers. We’re not d-mb, we’re survivalists. We’ve learned a few things around here.

Not OP of orginal post but that post maybe me realize:

IMAPS Corporation Award to IBM?

How? That department was completely destroyed and disbanded by the leadership of their last management chain. Their buffoonery bungled, fumbled, and mismanaged, driving the department straight into the ground by people who clearly had no idea what they were doing. In fact the only thing those guys were good at was destroying and ending other projects and programs. How can IBM win this when it literally no longer exists internally at IBM. How exactly does a team that's been wiped off the org chart win an award for work it can no longer even claim credit for?

With Barnerd & Kleber leaving, and some other random directors - are they being pushed out? Or leaving on their own?

And are all renewable companies this poorly ran? This company feels like a joke with lack of accountability, favoritism, nepotism, etc. The "leadership team" seems so amateur. It's very concerning to a rather new employee.

When does SF get held accountable

There are many examples of mis-management. Let’s list them out.

So the Anderon split from ibm has been announced for October 1st and new announcements and employee contracts are coming out.

Setting aside the painfully obvious point that this is a "quantum wafer foundry" with no real foundry that it owns or controls outright and that the Albany site itself can barely classify as a fully operational fab.

We need to ask ourselves honestly why?

• Why is IBM really splitting off 70-100 people to form this new company?
• Why create Anderon at all in the first place?
• Why not just keep it all internal to IBM?

The publicity stated comments and justification - that this is a way to attract customers who wouldn't work directly with IBM - doesn't hold up. Those same customers know Anderon is strongly affiliated, owned and controlled by IBM, so the same logic of avoid working with IBM would apply to Anderon as well.
Why would a competitor hand over its most sensitive fabrication data to an IBM-affiliated company when IBM is competing against them directly?

Flip it around: why would IBM let its competitive-advantage IP flow into Anderon, where it could end up supporting competitors' builds? Anderon is taking a capability that gives IBM an edge and potentially turning it into shared infrastructure. So basically the publicly stated purpose for creating Anderon is a bold face lie.

Is this really just cost savings. Getting 70-100 employees off IBM's books and payroll? As one past comment put it: "it's just a layoff with extra steps."

Call it a spinoff, a joint venture, or a strategic carve out - it still smells exactly like a layoff wearing a lab coat.

This isn't a spinoff, it's a witness protection program for headcount. It’s a glorified layoff from ibm hidden and tucked in in a way ibm doesn’t have to classify it as such

IBM didn't build a competitor. It built an alibi.

Somewhere a strategy consultant got paid seven figures to rename 'layoff' as 'ecosystem expansion.

Bottom line: the publicly stated rationale doesn't add up to a coherent business case.

IBM’s public statements regarding this are just simply ridiculous. Do they actually believe their own words coming out of their mouths. Those saying it should be remembered and held accountable for rest of their careers.

Our leaders are using their usual flimsy internal justifications publicly to explain this. And it appears many who are not indoctrinated in the Albany culture are seeing right through the thin veil and rolling holes into it.

Make it make sense!

So we have Smiles Week and looks like lots of effort going in to make this a good event, but wait who is actually doing work? The same folks that always are busy and those who have spare time ie no work are organizing. They are not admin staff they are university graduates being paid to make PepsiCo better. Come on Snr Leads open your eyes and get some work for these that have no work or get them out. You now want us these people in the office more so please monitor their output.

Who is running the ship here? The SVP is clueless on the day to day, the VP is the SVPs buddy, the directors are a majority of the SVPs pawns from his years moving up the chain. Account Managers are doing nothing but collecting orders and being paid $500K+ doing so. When you talk about doing a shake up, this leadership team needs to be separated, laid off or deployed to other parts of the business.

Nashville's Industrial Development Board expressed concerns regarding Starbucks' $30 million incentive package. Board members questioned the company's job creation promises and worker treatment. Starbucks plans to invest $100 million and create up to 2,000 corporate jobs in the city. The board's deliberations highlight potential hurdles for the coffee giant's expansion. Further discussions are expected on the terms of the incentive agreement.

Nashville, Tennessee

https://www.tennessean.com/story/money/business/2026/09/09/nashville-incentive-starbucks-jobs-corporate-expansion/91674226007/

Athina repeatedly says she has PepsiCo’s best interests in mind. But at some point, employees should be able to ask whether the actions and results support that statement.

When she led Strategy & Transformation (legacy before IT was combined) , significant amounts of money were spent on transformation efforts that did not deliver the expected results, with accountability seemingly landing elsewhere. Millions more have been spent on McKinsey and other external consultant this year and last year/ sometimes with very junior consultants advising experienced PepsiCo leaders.

Now Athina appears not to trust her own leadership organization and wants visibility into virtually every contract and decision. Is that really about PepsiCo’s best interests, or has decision-making become too centralized around one leader’s view of what is best?

Having PepsiCo’s best interests in mind does not mean that every decision is automatically the right one. Strong leadership means trusting capable leaders, challenging decisions with facts, acknowledging when investments have not delivered, and holding yourself to the same accountability you expect from everyone else.

Power and good intentions are not substitutes for results.

Perfectly said, @ke+1m28zmvnw.

leaders who cant take feedback should be fired immediately. these are the AD and above who are scared of pulse and send pre-pulse surveys their entire team is afraid to fill out.

these leaders hire other leaders who cant take feedback which makes for a TOXIC culture.

most of these “people” (if you want to call them that), have smiling faces and dont hold bad workers accountable

Wife went into store for another problem. Rep talked her into trying Internet Air and gave her equipment to return if we didn’t like it. Told her our current provider was cheaper and met our needs. She returned per instructions. Got a notification this morning account was delinquent and would be turned into collections agency. This is 2 weeks after returning. Rep I spoke with this morning saw where the equipment was returned and it might take another 2 weeks to credit my account. Do they only have 2 people handling this process for the entire company.

McClatchy has implemented significant layoffs, impacting over 90 employees across at least 13 newspapers in eight states. This round of job reductions has led to the elimination of key reporting roles, including data reporters, accountability journalists, and those covering local government beats. The cuts have raised concerns about the company's commitment to supporting comprehensive local news coverage. Journalists from The State newspaper in Columbia, South Carolina, were among those affected, losing reporters with specialized beats. These layoffs are seen as a blow to local journalism and the ability of these outlets to hold institutions accountable.

Columbia, South Carolina

https://www.postandcourier.com/columbia/opinion/column-journalism-layoffs-the-state-columbia-sc/article_48dea507-cde2-4f2b-b9ad-2d83af3c0ea6.html

The biggest problem I've seen here is how much management avoids saying what they actually mean. The person who hired me back in 2008 was like that, and every team I moved to seemed to have another version of the same thing. It didn't matter who was running the group, the higher up you went, the more obvious it became. By the time you get to the VP level, it feels like nobody wants to take responsibility for anything.

I've finally realized that doing a good job doesn't protect you here at all. The worst part isn't even offshore teams, it's the local managers and coworkers who dump their mess on everyone else and somehow never get held responsible. They expect everyone underneath them to work themselves into the ground while they get to look good and collect their bonuses. I'm just tired of playing that game.

For working heads up even with all the uncertainty about future
All this with the unworthy and incompetent leaders

Anyone else area focused on having all employees fill in trackers for production and what is being worked on daily and what lines of business you support? Seems we have been sent a handful of report trackers to fill out over past month or two…..

There are several examples of people telling the board lies to further their career and then dumping it on other people to either try make it work or take the fall when the truth comes out. Sadly there is zero accountability for those who told the lies. The organization is currently tieing itself into knots to try make some things work that were big time oversold.

McClatchy Media has implemented significant layoffs across several of its Northwest newspapers. The Idaho Statesman is among the publications affected by these workforce reductions. The Pacific Northwest Newspaper Guild reports that 33% of unionized employees at multiple papers will lose their jobs. These cuts will impact local news coverage and the ability to hold powerful entities accountable. The guild has criticized the company's decision, suggesting it prioritizes profit over community service.

https://www.kivitv.com/news/idaho-statesman-hit-by-mcclatchy-layoffs-10-idaho-journalists-affected

The Miami Herald has eliminated 30 positions, significantly impacting its editorial staff and local reporting capabilities. These layoffs are part of a broader downsizing by parent company McClatchy, which is also encouraging newsrooms to adopt artificial intelligence. Several other McClatchy-owned newspapers, including the Lexington Herald-Leader and Kansas City Star, have also experienced staff cuts. The affected journalists include those covering sports, city hall, and photography, as well as all staff from the Spanish-language paper El Nuevo Herald. Critics argue these reductions threaten the future of local journalism and accountability in Miami.

Miami, Florida

https://floridapolitics.com/archives/819430-devastating-miami-herald-eliminates-30-positions-in-latest-round-of-mcclatchy-layoffs/

Under the “able” leadership of Ben and YL, Shell appears to be setting in the West like the sun. Before Shell finally sets, it is worth taking a hard look at what Shell Bangalore has actually contributed to the company.

Beyond facilitating cross-postings for Indian employees, enabling some to eventually become naturalized Western citizens, and creating opportunities for a number of 35- to 40-year-old Indians to move into JG2 and JG1 positions, what tangible value has Bangalore delivered to Shell’s bottom line?

Supporting projects during the Assess and Select phases is hardly a unique or differentiating contribution. Other P&T hubs, at least, are tied to country-specific assets and operations. Bangalore has no comparable asset base.

There is also a legitimate question about the impact Bangalore has had on international talent mobility. Since its establishment, Western engineers appear to have had far fewer opportunities for cross-postings to Southeast Asia and the Middle East, while Bangalore has increasingly dominated these assignments.

If the primary beneficiaries of this model have been employees in India rather than Shell as a whole, then the fundamental question is straightforward: has the establishment and expansion of Bangalore actually created value for Shell, or has it primarily redistributed opportunities within the organization?

After two decades, Shell should be able to answer that question with hard numbers—not anecdotes, headcount, or internal career progression, but measurable impact on the company’s bottom line.

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.