#accountability

This rests at your feet.
Kept hiring from the Boyz club for CEO and here you are.
Pathetic.
Not surprising.

Some workplaces say they want honesty.

They don’t. They want compliance.

The moment you question dysfunction, challenge bad leadership, or point out what everyone else is quietly seeing, you become “difficult.”

That is how toxic cultures protect themselves.

They make integrity look like insubordination.

If you are trying to stay honest in that kind of environment, you need more than good intentions.

You need strategy.

A few things I’ve learned during my career:

1/ Document patterns, not feelings.
One bad meeting can be dismissed. A pattern is harder to ignore.

2/ Ask questions before making statements.
“What outcome are we solving for?” lands better than “This makes no sense.”

3/ Keep your tone boring.
If they can make the conversation about your reaction, they will avoid the issue.

4/ Talk about the work, not the person.
Focus on process, deadlines, expectations, and decisions. Keep ego out of it.

5/ Know who is safe.
Not everyone who agrees with you privately will stand with you publicly.

6/ Know when the culture is the answer.
Some places are not broken. They are operating exactly how leadership allows them to operate.

Integrity still matters. But in the wrong room, it needs strategy.

Have you ever worked somewhere where telling the truth made you the problem?

The LeBron James Innovation Center was built to represent the future. Instead, it increasingly feels like an extraordinarily expensive monument to executive vanity, an architectural masterpiece filled with empty desks, empty language, and far too many empty suits.

Walk through the building on an average day and the most impressive innovation may be how successfully leadership has made actual leadership disappear. There is hardly anyone there, accountability is even harder to find, and yet the people in charge continue performing their roles as though everything is working perfectly.

From facilities leadership to the executives supposedly responsible for product design, development, and engineering, the operating model appears remarkably consistent: protect the narrative, protect the hierarchy, and never acknowledge the widening gap between what is presented in meetings and what is actually happening.

The building is world-class. The leadership seems better suited to a corporate costume department.

These leaders speak endlessly about innovation, collaboration, courage, transparency, and psychological safety. Nike has apparently perfected all five, as presentation slides. In practice, when someone raises a legitimate concern, challenges a failing process, or points to a red flag, leadership rarely addresses the issue. It simply begins treating the person who identified it as the issue.

Nothing says “innovative culture” quite like punishing the people who notice what leadership would prefer not to see.

Real leaders confront uncomfortable information. Empty suits manage the optics. Real leaders create clarity, accept responsibility, and protect their teams. Empty suits schedule another meeting, repeat the approved vocabulary, and wait for someone more disposable to absorb the consequences.

At the LeBron James Innovation Center, there is no shortage of impressive titles, carefully staged presentations, executive theater, or self-congratulation. What appears to be in critically short supply is ownership.

The irony could not be sharper: a building dedicated to innovation operating within a culture that can discourage honesty, punish dissent, and reward people for maintaining the fiction that everything is fine.

Innovation does not come from dramatic architecture, expensive equipment, slogans painted on walls, or executives pointing at presentations about “the future.” It comes from capable people being trusted to challenge assumptions, expose weaknesses, and solve difficult problems without fearing professional retaliation.

When leadership treats critical thinkers as disposable while protecting those who preserve the status quo, the organization is not engineering the future. It is engineering its own decline, apparently with executive approval.

Nike still has extraordinary talent. What the LeBron James Innovation Center appears to lack is leadership worthy of that talent.

But perhaps that is the building’s greatest innovation: proving that you can spend a fortune creating a monument to the future, fill it with empty suits, and still expect everyone else to pretend the emperor is fully dressed.

https://www.tradingview.com/news/prnewswire:3f8bc5859ebaa:0-did-humana-inc-insiders-breach-their-fiduciary-duties-to-shareholders/

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Nike Innovation Leadership: World-Class Excellence in Strategic Seat-Warming

Please join me in recognizing the extraordinary contributions of certain Nike Innovation directors—the courageous executives who collect enormous salaries while bravely enduring back-to-back meetings about meetings.

Their impact is difficult to measure, primarily because there isn’t any.

These visionary leaders have perfected a revolutionary management model:

• Protect your title.
• Protect your salary.
• Protect your friends.
• Protect the appearance of importance.
• Under no circumstances protect, develop, or advocate for the employees doing the actual work.

When talented people ask for support, mentorship, career development, or basic accountability, leadership suddenly becomes powerless. But when someone posts an uncomfortable truth online? Incredible. Immediate alignment. Urgent conversations. Executive escalation. A flawless demonstration of speed, collaboration, and decisive action.

Apparently, deleting criticism is the only deliverable this leadership team can complete on schedule.

Imagine if they invested that same energy in developing employees, removing barriers, making decisions, or producing something more valuable than corporate theater and expensive calendar invitations.

But let’s be fair: warming a premium office chair all day while protecting a six-figure salary is demanding work. Sometimes you barely have enough energy left to say “people first” before doing absolutely nothing for those people.

Innovation isn’t dead. It’s just trapped in a meeting, waiting for approval from someone whose primary contribution is occupying a director-level seat.

Just delete it.™

The best employees get blamed and cut while the lazy, gossipy, rude ones get protected. Why does it work this way?

Name me another company where folks like this could thrive?

We should never want to, nor stand for, living in a society where corporations such as Humana can simply do WHATEVER they want to do.

There are written laws for which they mist adhere to AND there are unwritten laws, which we often call morals, ethics, and goodwill, which these corporations should adhere to.

Humana is failing on both fronts of written and unwritten laws.

Time they either cease to exist as a corporation or please leave Louisville as your home base so that your stench of corruption will not rub off on other local corporations, communities, and our citizens.

I’m not sure why analysts continue treating each new Centene C-suite promise as if the last one was delivered.

In 2021, Centene told investors it was targeting a 3.3% adjusted net income margin, with the benefits of its margin-expansion plan expected to materialize in 2023 and 2024.

Drew Asher was specifically named as one of the executives driving it.

Here is what Centene actually delivered, using its own adjusted earnings and premium-and-service revenue:

• 2021: 2.58%
• 2022: 2.48%
• 2023: 2.60%
• 2024: 2.58%
• 2025: 0.59%

Four straight years of approximately 2.5%, followed by a collapse to 0.6%.

They didn’t briefly reach 3.3% and fail to sustain it. They never reached it at all.

Employees were reorganized, outsourced, offshored and RIF’d in the name of “margin.” Meanwhile, the executive specifically charged with delivering margin expansion missed Centene’s own target every single year.

Apparently, “accountability” is another expense Centene decided to eliminate.

Question to the Board: when does Drew get RIF’d???

Target:
https://filecache.investorroom.com/mr5ir_centene/114/CNC%20MS%20Conference_Final.pdf

Results:

https://investors.centene.com/2022-02-08-CENTENE-CORPORATION-REPORTS-2021-RESULTS

https://investors.centene.com/2023-02-07-CENTENE-CORPORATION-REPORTS-2022-RESULTS

https://investors.centene.com/2024-02-06-CENTENE-CORPORATION-REPORTS-2023-RESULTS

https://investors.centene.com/2025-02-04-CENTENE-CORPORATION-REPORTS-2024-RESULTS

https://investors.centene.com/2026-02-06-CENTENE-CORPORATION-REPORTS-2025-RESULTS-AND-ANNOUNCES-2026-GUIDANCE

In the name of ai, he brought his stooges and now ki-ling actual working groups in verizon. He is super biased toward enterprise ai group led by hi* no respect for other groups who have shown millions of actual saving on ground. 0 fair chance for others to even present their work.

To ensure fair and objective decisions, review system/login data for attendance, leave, WFH, and actual work activity. Use verified records and job impact rather than assumptions or personal relationships.

​In corporate settings, toxic behavior rarely stems from ignorance. Adults in leadership positions know when they are micro-managing, publicly correcting, dismissing input, or shifting goalposts.

​Organizations often grant "grace" downward, expecting employees to absorb poor managerial behavior under the guise of "leadership style" or "stress," while treating an employee's emotional reaction or boundary as a performance issue. This asymmetric tolerance erodes psychological safety and corrupts institutional security.

​When bad behavior is ignored at the leadership level, it signals professional accountability and workforce engagement practices are optional for the powerful.

If the new SA position only covers MOW’s PTO. Who will cover open territories with no RTM? I’m not sure many DMs have the ability to do actual real work. Will they pile it on other RTMs? Good lord this is a mess. lol

The Commercial Central Area did not show up in FY26. New Area and Operation Leaders are needed. The other areas have their act together based on all the accolades they received.

They’ve hired another PayPal leader, and I’m honestly very happy about it. At this point, anyone would be an improvement over Tanya J. and Nancy C.

I just hope the new leader recognizes how much of the old leadership culture is still holding us back—and how slowly some teams in the digital space move.

I also hope they take a hard look at the ridiculous structure we have today, where it takes 5–6 stakeholders just to get a single button added to a digital page.

I’m really hoping this brings a meaningful cultural shift, with more accountability, faster decision-making, and a lot less bureaucracy.

New York's labor movement is grappling with the rapid integration of artificial intelligence across various sectors. While some unions see AI as a potential tool to assist workers, others are actively fighting to prevent job displacement and protect professional expertise. A common thread among workers, union leaders, and elected officials is the demand for transparency, accountability, and worker-centric AI governance. Different unions are adopting varied strategies, from proactive partnerships with AI developers to preemptive negotiations and legislative advocacy. The overarching concern is ensuring that AI implementation prioritizes human workers and their rights.

New York

https://thechiefleader.com/stories/ai-and-labor-in-new-york,57362

Poor decisions, no talent, no accountability, pretty much every day is a disaster. Layoffs are just the end result.

Any progress rooting out employees with fake degrees, and moving them out.

How is this STILL happening? This should be one of the easiest things imaginable to get right... you’ve only had YEARS to figure it out…. I guess I shouldn’t be surprised at the incompetence.

We’re being told five-day RTO is important enough to monitor and enforce, while the system they’re using to monitor it can’t even produce an accurate report.

And we’re supposed to trust this data enough for it to impact employees? What a fu-k!ng joke.

Extracts from an article originally published in Australian newspaper "The Age" on 13/08/2026:

Link to the original article:
https://www.theage.com.au/technology/telstra-boss-lands-11pc-pay-rise-in-year-of-1200-job-cuts-20260813-p60nvy.html

Telstra chief executive Vicki Brady says “ultimate accountability” for July’s national Triple Zero outage rests with her, after the company’s board stripped $607,000 from her short-term bonus.

Brady was speaking as the company delivered its annual results on Thursday, with Telstra’s net profit rising 2.7 per cent to $2.4 billion. Brady’s total pay rose 11 per cent, to $6.8 million, and the telco says the failure that cut off Triple Zero calls has cost it almost no customers.

“There were things within our control that triggered the outage,” Brady said on Thursday, describing the board’s reasoning.

“As CEO, ultimate accountability rests with me for the outage.”

Telstra directors cut her individual performance multiplier by 20 percentage points, leaving her a short-term bonus of $2.762 million. Then-group executive of global networks and technology Shailin Sehgal took the same reduction, and the rest of the senior executive team, including chief financial officer Michael Ackland, lost 10 points each, taking a further $1.29 million out of the bonus pool.

Brady said the external investigation was still running and the board could impose further consequences through FY27 pay once it reports

This masthead (The Age + other publications), first revealed the outage was caused by a server that had reached the end of its supported life almost a decade ago and was never replaced, despite newer devices costing less than $30,000.

In its full-year results on Thursday, Telstra revealed its direct workforce is now 4 per cent smaller, at 29,334, and the telco has signalled it will keep cutting as it simplifies the business. The job losses lifted its redundancy bill by $92 million to $206 million.

That cost-cutting helped drive a full-year result that has delivered shareholders a bigger dividend and a fresh $1 billion share buyback.

Who knew that accountability really meant managing things HORRIBLY for a couple of years and then applying reactive management and tossing human beings out of the back of the plane they could never fly or land? Their plan going forward? Buy AI pre-built tools and outsource everything to automation. These guys are totally clueless how to run a company.

Why are people investing in the stock at all? They’re easily the worst band of do-nothings I’ve EVER seen in my 20+ years of working in enterprise companies. If the analysts and investors could peek behind the curtain they would be horrified!

Nike Innovation has perfected a remarkable process: take an exciting idea, overcomplicate it, poorly position it, leave it half-finished, and then ceremoniously dump it on Inline’s doorstep.

“Here you go, team. Innovation!”

Except it isn’t innovation. It’s a tu-d wearing a futuristic PowerPoint deck.

The concept is incomplete. The consumer story is vague. The business case is missing. The execution is barely house-trained. Yet somehow, everyone stands around admiring the bowl and congratulating themselves on the flush.

Then Inline gets handed the plunger.

They have to clean it up, make it manufacturable, explain why anyone should buy it, and somehow turn the whole steaming pile into an actual product. When it struggles, Innovation can conveniently claim that Inline “didn’t protect the vision.”

What vision? The one circling the drain?

Nike Innovation doesn’t deliver finished solutions. It delivers Innovation tu-ds™: expensive, poorly positioned droppings packaged with buzzwords, dramatic renderings, and absolutely no toilet paper.

Just Flush It

Welcome to Nike Innovation, where we fearlessly reimagine everything except leadership, accountability, and how people are treated.

Here, “innovation” means arranging the same executives into exciting new organizational charts and announcing the results in a presentation titled The Future of Innovation.

The process is revolutionary:

Talented people generate the ideas.
Talented people do the work.
Management adds “strategic guidance.”
Leadership presents the outcome.
The people who created it are reorganized, deprioritized, or shown the door.

That’s the famous Nike carrot-and-stick model.

The carrot: You get to tell people you work at Nike Innovation—the magical place where the future of sport is supposedly invented.

The stick: You eventually realize the most carefully engineered product is management’s protection of management.

Failure is pushed downward.
Credit is pulled upward.
Accountability disappears somewhere in the middle.

But don’t worry: after treating the people doing the work as disposable, leadership will schedule an all-hands meeting about courage, belonging, vulnerability, and putting athletes at the center.

Because nothing says “innovation culture” like frightened employees listening to protected executives explain the importance of taking risks.

Nike Innovation doesn’t have a shortage of brilliant people or powerful ideas. It has a system that consumes both while congratulating itself for being visionary.

The employees innovate.
Management appropriates.
The PowerPoint celebrates.

And when the people responsible for the work are finally exhausted or eliminated, leadership can proudly announce another transformation.

Nike Innovation: If we rename the dysfunction often enough, eventually someone might mistake it for progress.

With all the focus on productivity and transformation, should S&T also be looking at its own organizational structure?

As more infrastructure moves to cloud, the traditional I&O footprint is changing, but we still seem to have multiple organizations with overlapping responsibilities across I&O, Common Services, Tech Strategy, Deployment and Transformation. In some areas it is difficult to understand who actually owns the work versus who coordinates, governs or gets the visibility.

India Operations is another example where the operating model and accountability are not always clear. There is a perception that resource quality has declined and that PepsiCo is increasingly being used as a stepping stone, while it is not always clear how performance and outcomes are being monitored.

Common Services also seems to overlap with Operations and other teams, without a clear understanding of what it uniquely owns.

Maybe the bigger question isn’t just whether I&O should be consolidated. Should S&T be looking at simplifying its overall structure, combining overlapping organizations and reducing some of the senior leadership layers? If we expect the rest of the organization to become leaner and more efficient, shouldn’t S&T be asking the same question about itself?

Verizon paid employees, can we come together and do more. We can cry about an infinite number of reasons why the work is hard, yet we stay and we quit putting in any effort. Since we are stuck together at work, do we have the professionalism to help each other, or are we going to pout and refuse to put in any effort? We can avoid RIF, but a collective lack of effort only provides the company reasoning for further RIF and rebadging.

This site addresses many groups but overlooks the one that has always been, and remains, in charge, the Anglo Alliance. They dictate both the culture and its declining quality, contributing nothing of substance while speaking white.

Their individualistic cuddle culture makes them hyper-sensitive to their own emotions, yet they still preach nationalistic sermons of teamwork. They target DEI, H1Bs, and non-Anglos for their own failures, excused by therapists who tell them it is not their fault.

Where is the Anglo self-accountability that their own self-help books supposedly encourages.

Dear John. We would like some market based accountability on your dismal performance as Chief Ego Officer. All your inflated projections that don’t make a dent in your very poor performance. If we are treating talent based on performance you should have been gone a long time ago you mo--n.

Some leaders are remarkably skilled at standing near innovation and taking credit for the temperature.

They wander through the work, ask carefully rehearsed questions, nod with executive concern, repeat whatever language is currently fashionable, and then disappear before anything difficult requires courage, judgment, or accountability.

Their greatest innovation is turning self-promotion into a full-time position.

While talented people build, test, fail, solve, and push through resistance, these leaders focus on the truly important work: remaining visible, politically protected, and conveniently adjacent to every success.

No meaningful decisions. No barriers removed. No risks taken. Just endless positioning dressed up as leadership.

It is an impressive performance, really.

To contribute so little while appearing so important requires a very specific kind of talent. Real innovators leave behind better products, stronger teams, and meaningful progress.

Performers leave behind meeting invites, talking points, and the lingering question of what exactly they do all day.

Dear ex members of the ELT,
It has now been proven that you were completely remiss and liable for the total destruction of this once great company. You placed personal ambition above fiduciary duty, personal gain and opulence above shareholder value and introduced a culture where sycophants were promoted and prudent employees dismissed. It is time you put your hands up and explained and took account for this. You have hurt a great many people, their families and loved ones along the way. Whilst at least one of you is a known narcissist, the silence is deafening. Where is this empathy that you all so dearly told us we must have?

Apparently Erik Day and other MB managers are saying they laid people off because sellers said they wanted more accounts in Tell Dell? Has anyone else heard this too?

How incredibly insulting!!

Nike employees below management already know how the system works. The people closest to the work carry the deadlines, solve the problems, document the processes, train the teams, and rescue failing projects. Management controls the narrative. When the work succeeds, leadership takes the visibility. When it fails, an individual contributor takes the blame.

Employees are told to be bold, challenge convention, speak candidly, and bring their full selves to work. But the real rules are very different. Do not challenge the wrong manager. Do not expose incompetence. Do not question favoritism. Do not document too much. Do not become inconvenient. And do not expect HR to protect you from leadership.

At LBJ Innovation, politics can matter more than performance. Personal relationships can matter more than expertise. Loyalty to management can matter more than loyalty to the work. Employees quickly learn that speaking up is only encouraged when what they say is safe, flattering, and easy to ignore. Raise a serious concern and suddenly the conversation becomes about your tone. Document a pattern and you become difficult. Ask for accountability and you become the problem.

The same company that publicly celebrates inclusion can become remarkably efficient at protecting itself when employees raise concerns about discrimination, retaliation, disability, or unequal treatment. That is how fear becomes culture. It does not require everyone to agree. It only requires enough people to understand the consequences of speaking honestly.

Employees watch underperforming managers survive while strong contributors disappear. They watch favoritism get reframed as trust, political loyalty get rewarded as leadership, and self-preservation get dressed up as business judgment. They watch the people doing the actual work treated as replaceable while those managing appearances protect their titles, reputations, and stock awards.

Most employees see it. Few feel safe enough to say it. That silence is not proof that the culture is healthy. It is proof that the consequences are understood.

Nike does not have a shortage of talent. It has a leadership accountability problem. Innovation cannot thrive where employees are afraid to speak. Inclusion cannot exist where vulnerable employees are treated as liabilities. Accountability cannot exist where managers control the story and workers absorb the consequences.

Culture is not what appears in a town hall, an employee survey, or a presentation about values. Culture is what happens when someone tells the truth and leadership decides what to do with them.

The people doing the work already know what the culture is.

They live it every day.

Spin doctor Louie just handed you nothing again while blaming tariffs, prices of fuel, inflation, and some other world event outside anyone's accountability. Yeah, we know the everything is up, except for our own income year after year.

Worked here some time ago, the management was terrible. Their so called 1, 2, and 3rd level leaders were extremely terrible human beings. They treated people poorly and there was no recourse for the staff. The higher level management just believed their lies, no accountability, it was a really terrible gruling experience.

Tick tok... amazing how Congress is zeroing in publicly on Verizon/Jack Smith artic frost.

Amazing Hans fired when first surfaced.... other Execs named who ate no longer here either.

Finally, the Vz Board gets exposed on Hans failure.

I know people don't want to hear that but it's true. Hear it out.

BAIN is running the company now. That's why there is such a stark deviation from the way Dell has always operated in the past. Bain & Company is one of the top global Management Business Consulting firms - emphasis on the term "Business Management" since Dell has exercised very little of that discipline up until now.

Rest assured BAIN is going over the portfolio with a fine-toothed comb. They are looking at delayed and failed projects. They are looking at the number of employees per project. They are looking at burn rates. They are looking at abysmal productivity ratios. They are looking at fixed, variable, and sunk costs associated with underwater ROI for numerous projects that have failed year in and year out.

The truth is Dell operated with little to zero accountability in the past. Now there is accountability and people are surprised?? It should be the other way around. We should all be surprised it took MD this long to clean up the fat, the bloat, the waste, the inneficiencies, the lack of execution, the lack of accountability. And whether you want to believe it or not, he's cleaning it up to get the company ready for sale before he retires.

Granted, Wall Street loves these types of moves because layoffs in particular artificially prop up EPS on the income statement. Investors love that. However, when there's no one else to lay off, and productivity is still floating around 3%, Dell is dead in the water. That's a fact! That's why MD is trying to sell pieces/parts before it caves in on itself. Dell has run its course.

BAIN Is calling the shots now people. Get used to it. The more layoffs we have, the more you can assume long overdue waste and bloat are being discovered in the numbers.

They stage the whole cycle so they can manufacture nonsense feedback. The entire year I kept asking my manager for a real project because I was under‑utilized and stuck doing basic data analysis. I even reached out to others for work, but he blocked everything and insisted that all assignments had to come “directly from him.” Then in the PA meeting he claimed I “didn’t build credibility.” How exactly was I supposed to do that when he deliberately prevented me from taking on meaningful work?

Over the last decade, this company shifted more and more toward hiring and promoting people who are friendly and easy to manage, instead of those who are smart and willing to challenge the status quo. Anyone who asks tough questions or push for better ways of working are immediately labeled as difficult and punished, while yes-people are rewarded. This is exactly why you hear less debate, see less accountability, and see fewer ground breaking ideas. Maybe it’s time to recognize that agreeableness is not the most valuable trait for a company’s success.

Related note, but toxic positivity is also overwhelmingly present here.

Every year the "top" contributors get to go (with a plus one) to the Diamond Club event. Waste of $$$$. Always, a 5 star place. Top entertainment. Stop the Waste. They have to have 1 person from each group nominated.

What does the strategy team actually do?

They spend their time building polished, fancy decks, but there’s often no execution plan because execution isn’t part of their mandate.

I also want to build a rocket. But do I have the budget, resources, talent, or infrastructure? No. Anyone can propose ambitious ideas if they’re not accountable for delivering them.

So how do we justify the existence of these teams?

In the November layoffs, VCG eliminated entire strategy teams. Yet in the new organization, they’ve rebuilt another army of people doing…strategy.

I hear that Jira Boards are being heavily scrutinized to see whos' doing what