#accountability

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

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

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

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

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

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

Well said, @ag+1kt753mf9.

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

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

Where is the accountability?

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

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

Common examples include:

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

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

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

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

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

OpenText stock is so low, it looks like it borrowed a time machine and went back to July 2015, probably the last time someone in leadership accidentally made a sensible decision.

After decades of people working relentlessly, building systems, carrying delivery, solving problems, and keeping the machine alive, it is truly inspiring to watch a parade of strategic geniuses take over and prove that destruction can also be executed with confidence, PowerPoint decks, and executive bonuses.

The company will survive, of course , companies like this always do. The people who built it get discarded, the decision-makers get rewarded, and families like mine get to wonder how loyalty, experience, and decades of hard work are supposed to turn into food on the plate.

But no worries . I am sure the next 'transformation initiative' will fix everything. Maybe another reorg, another acquisition, another round of cuts, another leadership memo full of brave words and zero accountability. Because apparently, when stupid decisions fail, the solution is to execute them even more relentlessly.

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

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

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

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

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

Who's next?

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

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

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

LEAD BY EXAMPLE!!

UNSTABLE PILLARS - FOSTER A HEALTHY ENVIRONMENT, DRIVING BUSINESS ACCOUNTABILITY

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

Start with Divya please.

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

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

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

SCOTUS rules 8-1 and zero Vz accountability.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Other banks under investigation include Wells Fargo WFC.

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

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

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

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

M@rk, Kev, and Sean,

You can go to all the conferences and spin the story how you want, but it is not working. Results speak louder than spin. Investors are not buying it.

If you work on a control team, your days are numbered. Work that can’t be automated by AI is being shifted to business accountability people. Huge effort to get rid of most controls. Nothing left for anyone to do.

$38.57 and $82.74, these are critical factors in a stock's performance. It's one of the quickest and easiest ways to evaluate stock performance. Everyone gets this one. Evidently, the board does not. There is only person bearing the responsibility here.

Content and technology company Thomson Reuters faces a shareholder vote at its annual meeting on Wednesday over its U.S. government contracts for services that some investors and employees say may help power the Trump administration’s crackdown on undocumented immigrants.

https://www.reuters.com/legal/legalindustry/thomson-reuters-faces-shareholder-vote-over-ice-contracts-2026-06-10/

Company and management expects excellence but the company can't even pay you correctly or resolve a pay issue within a 6 month time span. And then they tell you you're the problem for trying to solve your own problem since no one will actually help you resolve issues.

The most difficult part about working for this company is dealing with the company itself.

As an Intuit employee I lost all my savings on Intuit stocks. I hold him accountable.

Is it really the elephant in the room anymore? Is it a value add when you just create extra work to validate your existence and add work to teams that are already understaffed? We all know it’s to validate the existence of SB but this is just getting out of hand. Every week they recreate work that our teams are already doing. We have to pivot and adjust to keep up with this nonsense. WE don’t want your “help.” They create processes that aren’t efficient just to “look busy.” BTW - we have a procurement team that will manage POs from start to finish. In fact they do this for the ENTIRE company. I prefer to go to them! It’s simple. So why does SB want to hoard unnecessary work that creates a layer for everyone else? One guess - JM could never admit that her team doesn’t add any value. Instead we all have to drop what we are doing when they pull something new and inefficient out of their hat. They’ve run out of work and now they are digging for things. Get over it! Admit the work is fake and you are trying to take other peoples work to make yourself look “busy.” Insert eye roll here!

I am so tired of getting blamed for projects that went wrong because management approved bad plans.

What are waiting for and why are you so passive? Shareholders have been wiped out and you seem like all is fine. Not it is not! There is one scoreboard for a public company and you are losing. You will be out of a job at some point unless you take decisive action. This company need to be broken up into to pieces (Merchant and FI). Your team is not capable of dealing with the size and complexity as it is comprised today.

Our manager just sits there nodding while other teams blame us for everything. No pushback, no defense of our work, just silence while we take the hit. I mean, he looks bad in the whole thing as well, he should at least care about that. But nope, just lets it happen.

Staying quiet when someone stole my credit cost me a promotion and I regret it every day.

The disaster starts with our OD. He is out of touch. He is only a numbers manager and unable to lead. Does not have competency to lead. Blames everyone else for his failures. He is the common denominator. Unable to take responsibility and accountability. His answer is always to fire someone else or ask someone to be fired. We need a new OD.

One upper management leader once mentioned that competitors (Cadence) were more efficient. A few colleagues who once worked at Cadence also said the same. Why? Have our leaders thought about the underlying reason, or they know the answer but they can't change since such reform will damage their own benefits?

I am writing this to explain to the rest of Verizon about a pervasive and ongoing culture of discrimination, hostility, and bias within our workplace that directly violates standard conduct and zero-tolerance policies. Throughout my tenure, I have routinely witnessed and been subjected to an unsustainable environment where discussions surrounding race are treated contentiously and divisively. Furthermore, the workplace culture frequently involves highly offensive and inappropriate language, including racial slurs, antisemitic remarks, and derogatory comments targeted at various ethnic and cultural groups, specifically Black, Italian, Irish, Hispanic, and immigrant communities. This toxicity is further compounded by frequent misogynistic behavior and a fundamental lack of respect for employee dignity.

The persistence of this behavior is directly tied to the current management team, who have demonstrated a continuous failure to enforce company policies, address ongoing misconduct, or implement corrective actions. By refusing to intervene, leadership has effectively condoned a toxic workplace culture, damaging employee morale and exposing the organization to significant liability. Because the current management has shown they will not foster a safe, inclusive, and respectful environment, I request that higher leadership step in immediately. To resolve these systemic issues and ensure the safety and well-being of the staff, I strongly urge a formal review of the current management team, up to and including demotion or termination, alongside the immediate implementation of strict accountability measures.

NY CSSC Brooklyn. All the offices in NY.

Most managers and up at Verizon would not make the cut in today’s landscape. A lot of them were simply at the right place at the right time. They would buckle under today’s pressure, scrutiny, and expectations. Many got there because they knew someone, checked a DEI box, metrics were easier, opportunities were abundant, and the market practically carried people upward.

Today you have to fight for every sale, every customer, every opportunity, while dealing with shrinking compensation, unrealistic expectations from people who had it easier, and bootlickers with Stockholm syndrome who are just happy to finally be a baby shark in the corporate tank. Different era entirely. A lot of the people preaching “adaptability” never actually had to survive in the environment they created.