#accountability

Q2 sales will lack both plan and the latest exec forecasts. Substantially. SVP of sales and several Director / Sr. Directors in sales will finally be fired in August. Not for missing the target, but for missing their own forecasts now several quarters in a row.

ARR in the current quarter will shrink vs end of previous quarter (for the first time). That will be the catalyst for the bigger changes:

KKR will continute to re-shuffle the board to drive more accountability.

CEO still believes that "product is fine, everything else is the problem". He'll be fired, too. Timing just depends on interim and long-term succession plan. Nobody will miss him as he's been over-promising on outside investment / recapitalization / acquisition and under-delivering.

Once that happens, the power center of gravity will shift away from product groups. Don't need as many PMs and engineers if the goal is no longer just growth (which has been embarassingly lacking). PE firms are happy with high profitability / low growth or lower profitability with higher growth (rule of 40). Any combination works for them long term and the company will be reconfigured to set and maintain the direction.

All of this will be disruptive, causing more internal power fights. Good people will leave for better opportunities (which exist for them) why others will be RIF'ed in certain areas. That will leave the company with lower cost, but also understaffed in important areas. That imbalance will prolong recovery time.

In short - long term (18 months+), Omnissa will be fine.
Short term (12-18 months), it's going to get ugly. Opportunities for smart people to navigate the disruption.

You read it here first.

PPDM was the biggest steaming pile of horse shiiiiit from day #1. Everyone who worked on it should be fired on the spot!

My customers are ripping it out of their test environments, which they could never get to fully work, in droves. What a complete joke of an Enterprise software product. Pathetic.

One of the biggest mistakes this “leadership” made was creating a 5x RTO policy for everyone because of the actions of a few.

The understanding has always been that the push toward 5x RTO was driven, at least in part, by concerns about a small number of people who weren’t meeting expectations under the 3x8 policy. Whether that’s true or not, those people are largely gone. The ones paying the price today are everyone who complied and remained.

Instead of holding poor performers accountable, leadership rolled out a blanket policy that treats everyone like they need to be monitored. High performers, average performers, and low performers all get the same treatment. That’s completely a$$ backwards.

Good people managers manage performance. They don’t replace performance management with one size fits all policies that punish the majority because of the minority.

So, the unintended consequence is the new 8 & skate culture.

People who used to go above and beyond now focus on just checking the box. Badge in, sit for eight hours, badge out. Time that once went into extra work is now spent commuting. Discretionary effort has simply been replaced by compliance.

The irony is that the policy intended to improve accountability has actually reduced it. When you stop rewarding results and start emphasizing attendance, don’t be surprised when people optimize for attendance instead of outcomes.

If someone isn’t doing their job, you deal with that person. You don’t build a policy that discourages the very people you should be trying hardest to keep.

I am seeing First Line Supervisor lying about their move to Edmonton. They have already told their friends that they will not move. But, when talking to me, a subordinate, I am told how committed they are to move to Edmonton, and all the benefits of moving there. Looks like FLSs are allowed to lie without any consequence.

With the former Head of Cloud Migration no longer with the organization, many employees are questioning why the same leadership structure and operating model continue unchanged. This includes leaders such as Hewitt, Orella, Kaul, Lucero, and other program management leaders. These are highly compensated leadership roles, and employees naturally expect clear technical strategy, strong execution, measurable outcomes, and accountability. If these roles are not delivering the expected value, there is an opportunity to redirect those investments toward higher-impact engineering initiatives.

In the US, we cannot see where we stand on SCORE so we have no idea how we are progressing towards our quota. We cannot see all of our backlog. Is this the same globally?

Some of these leaders only have 4–5 direct reports, yet they carry themselves as if they're God's gift to the program. Instead of leading, it feels like their job consists of asking Gemini to write emails and forwarding them.
What's even more concerning is that some Assistant Directors seem to lack fundamental leadership skills. It appears they earned these positions through politics and bootlicking rather than proven performance, yet they're still trusted to make important decisions.
Even worse, several have never consistently come close to hitting quota, but instead of taking accountability, they blame the frontline teams. Leadership is about owning results, developing people, and setting the example—not shifting responsibility.
If someone can't effectively lead a team of five, it raises serious questions about the standards for leadership.

I lost count how many times ISG engineering would openly brag about overinflating estimates for work and intentionally leaving features partially finished as an "insurance policy" for future job security. How's that working out for ya'all?

BNSF utilizing drones to track worker performance and efficiency, while operations testing as a secondary measure…. “In the event a violation of company policy or safety violation is viewed” during the process of rail and equipment inspections in yard and mechanical facilities.

There seems to be a large amount of spin from the company executives about these outages, but nothing mentioned about the real cause.

CFO Ackland speaks about "good mobile signal strength" being available at certain locations during the outage. However, that radio signal is completely useless if the core / IMS network elements have failed.

The CEO and CFO both said that mobiles camped onto other provider's networks during the outage and that emergency calls would have still been possible.
However, if the customer's own radio (RAN) signal is still active (and core network has failed), mobiles WILL NOT move to other carrier's networks for the purpose of initiating emergency calls.

The company needs to come clean about what really happened to cause the outage.

Moreover, in the current political climate, all risks to network integrity need to be removed. Allowing offshore operation & maintenance access to Australian networks is an unacceptable security risk.

While offshoring may be cheaper, telecommunication companies should re-consider this horrible risk to Australia's critical infrastructure.

For years, many of us watched the ISG organization abandon the very disciplines required to build successful enterprise software. Some spoke up. Most stayed silent. Leadership either didn't listen or simply didn't care.

Now the bill has finally come due.

Products are being shut down. Teams are being eliminated. Many good people are paying the price—not because they failed, but because leadership failed them.

This wasn't bad luck.

This wasn't "market conditions."

This wasn't AI.

This was years of poor execution, weak leadership, and a culture that stopped holding itself accountable.

Engineering operated without meaningful deadlines. Roadmaps became wish lists instead of commitments. Deliverables slipped quarter after quarter with few, if any, consequences.

Product Management became meaningless. Engineering dictated schedules and features it repeatedly failed to meet. The competition, with 1/10th the resources, moved three to five times faster in their velocities. Customers were promised capabilities that never materialized. Eventually leadership stopped publishing roadmaps altogether because they had lost all credibility.

None of this should surprise anyone. When an organization rewards excuses instead of execution, failure becomes inevitable. When commitments mean nothing, customers eventually notice. When accountability disappears, poor quality follows. When mediocrity is tolerated long enough, it becomes the culture.

No engineering organization succeeds without discipline. No product organization succeeds without accountability. No enterprise software company succeeds when deadlines become optional and execution becomes negotiable. The market eventually exposes every weakness that leadership chooses to ignore.

That's exactly what happened.

Companies the size of Dell don't fail overnight. They fail one missed commitment, one ignored warning, one delayed release, and one poor leadership decision at a time.

Eventually, reality always wins. The bill has finally come due.

1. The Segment leaders have been over promoted. Most have never delivered at Fiserv and then we put them in more impactful jobs hoping for different results!

2. FIG is heavy in the SVP area (ex - Core Sales, 3 SVPs managing a handful of people running Core migrations. Same in the RM area.. lots of Chiefs and then lots of Chiefs that have Zero knowledge of the business. Clients are frustrated!

3. Net new logos SE team logs a lot travel expenses... where are the new sales? (ZERO because they are visiting existing clients because the leadership is measuring T&E as productivity!!!!!) - Measure SALES and Golf, Steak and Wine dinners - so much waste in that group.

4. If you REALLY care to know where the skeletons are... call / interview the tenured SVP and VPs that exited in the last 6 months since Divya got there. They will tell you why they left and what rocks to look under! The institutional knowledge lost is mind numbing and the clients are suffering.

5. Lots activity and no results. FIG is never a double digit growth business. But, it is also not a negative growth business. The people you have left there will sink it further.

And.. yes, I have tried to speak up... no one cares! The SVPs are merely trying to get to the next paycheck and vesting... they are not driving CHANGE!

The last guy who actually knew what he was doing was Ivan Seidenberg. I know some of the current management doesn't like him either because he ki-led the pension, but at least he actually knew the nuts and bolts of the business and legitimately wanted us to have the best cell phone and fiber optic network. All downhill after that. Lack of knowledge, lack of regulation, while at the same time the executive compensation took off like rocket ship. Damn shame. good luck to all.

Good move on Travis V. He was obvious, d-mb as dirt.

However, you need to do the same for the rest of the clowns in ISG - Directors, VPs, SVPs. A couple are okay but most have no business doing what they're getting paid to do. Just look at their track records. Their failed records speak loud and clear who should hit the bricks.

How Dell managed to bring in so many incompetent dipshiiiits in high ranking positions is a mystery.

The main problem is that our government contracts public traded corporations such as the above mentioned to take tax payer government funds and allow these companies to make administrative decisions on what claims get paid or not. The main issue with that is these are profit-based corporations required to put shareholders profits before members. The Medicare & Medicaid Members are secondary to them in regards to being their customer. The shareholders are their priority customer.

It is time for the government to drop these public stock traded health insurance corporations and find a way to contract with not-for-profit, non-public-stock-traded, companies to administer Medicare Advantage and Medicaid.

I am astonish to discover after some research, how many of those middle management people at Centene have just a high school or just or just a CNA. I cannot reasonable understand how they can provide with real leadership and evaluate people in a real balanced way. What can we expect from people without any education to The Cost-Efficiency Model: Corporations often prioritize the ability to "do more with less." A manager who can reliably enforce corporate mandates and keep the department functioning within budget—regardless of their academic credentials—is often viewed as "effective" by the organization, even if they lack the capacity for the systemic, empathetic leadership. I understand now, why the government is checking and following the health care organizations....

I’m not exactly a fan of Trump, but I do give him and, more importantly, Oz credit for cracking down on healthcare fraud. We all know the health/medical system has flown largely under the radar. That time appears to be over and I’m all for rounding up rogue doctors, hospital administrators, nurses, pharmacists, DME providers, etc.

Six years is enough time to judge a strategy and its results. Nothing has improved.

Leadership shouldn’t be evaluated by speeches, memos, or slogans. It should be evaluated by results.

Has the company become a more attractive place to work? Has it become easier to recruit top talent? Has morale improved? Has the culture become stronger? Has the strategy delivered the long-term results shareholders and employees were promised?

Those are the questions the board should be asking and the answer to every single one is NO.

I think it’s fair to ask whether the current strategy and the leadership behind it is the right one for the company’s future.

No leader should be immune from accountability. A truly market-based culture should hold leadership to the same standard it expects of everyone else. Nobody else with this poor performance would still be around. Get this loser out while there’s still something to save.

Every time I try to create a post, this captcha expires. Guess what I have to say is too long-winded. Here, let me reach out to copilot to assist with condensing the pertinent pieces of information:

The LACK of financial accountability and the LACK of governance has been around for at LEAST the last 6 years. If only you knew how many millions of the taxpayer dollar has been WASTED on applications, contractors, unnecessary airfare and travel, and failed ENTERPRISE LEVEL projects led by directors with no institutional knowledge (i.e, OMG, what’s the difference between a 1500 and UB-04?). Now, all of a sudden you wanna be good stewards of taxpayer dollars? Well, you know what they say: You only miss the water when the well runs dry. I won’t elaborate because clearly, spirit is protecting me from saying too much, but if only you can take a walk in my shoes……. You might understand. Get to know God. This is just the beginning. And no I’m not JUST talking about this job. It, ALL OF IT is going to get worse. And no, I’m not the Bible thumper who was being bullied earlier. 😂😂

I’m younger. I don’t have a pension. I’m here because the job makes financial sense for my role. Call that “market-based” if you want. But if a better opportunity comes along, I’m gone.

Most of the employees around me everyday are much closer to retirement than I am. Some are already beyond the Rule of 75. If a voluntary package comes along, they’ll likely take it. If not, they can afford to wait it out.

The irony is that the current strategy is pushing out the very people the company should be trying hardest to keep.

As the job market improves, us younger employees with transferable skills will have more options. Five-day RTO, presence reports, and constant uncertainty make it easier to say yes to those opportunities.

Replacing us won’t be cheap, and it won’t be quick. Hiring costs are higher, onboarding takes time, and it can take years before a new employee reaches full productivity. Then, if the culture hasn’t changed, they’ll leave too.

The solutions is straightforward - - Offer a voluntary separation package to employees who are already considering retirement instead of waiting for attrition.

Return to a 2–3 day hybrid schedule to improve recruiting and retention. If leadership insists on five-day RTO, then compensation will have to become much more competitive.

Hold individuals accountable for performance. If someone isn’t doing the job, manage that directly. Don’t build policies around the assumption that everyone needs to be treated the same because a few people aren’t performing.

The company talks a lot about being “market-based”… The labor market is about to remind them what that actually means.

Let’s call it out the directors of the UR Department are world class actresses but little to no experience actually doing the front line work
They attempt to put on world class performances but the workers know
It could be so much better

Hybrid work should be evaluated on outcomes and deliverables, not solely on days in office or commute distance. If managers are meeting their commitments and supporting their teams effectively, a 2-day in-office cadence can be reasonable under current policy. Where concerns exist, they’re best addressed through documented feedback via HR or leadership channels, rather than informal assumptions. Let’s keep the focus on accountability and results for everyone, at every level.

I'm constantly asked to train new hires, but I have way too much on my own plate to be doing that. It's not part of my job and I can't keep up with my own work when I'm spending time explaining things to people who should have been better trained before they started. And the new hires are just as frustrated because they're not really being trained properly. They're just expected to pick things up as they go. This is entirely management's fault and they need to do something about it.

Is this going to be Nike's independence day? Check out the unforced error discussion here.
Come on marketing and merchandising leaders... You can do better!
Will we ever learn and improve? No one at the top echelons ever pays for their mistakes, do they? Instead the rank and file suffers.

https://finance.yahoo.com/markets/stocks/articles/nike-self-inflicted-wounds-risking-070000329.html

We now have more Vice Chairman's than business leaders - we have a Chief Growth Officer who NEVER grew anything ever and a Chief Performance Officer who presided over the largest DECLINE in performance in the companies history. You can't make this up. Isn't the CHRO supposed to be in charge of organization structure? Time for Takis to clean house with all of this overhead.

Why is that whenever I search for Randal Stephenson he has an ear to ear grin? He has a very big smile and laugh for someone who cost the company over $100 billion. Maybe he lives a very comfortable life after making nearly millions in executive compensation. It makes me just sick inside whenever I see a picture of him. I don’t mind the massive business blunders but just don’t be walking around with the cheekiest grin.

In order to protect my investment, I would prefer to see the decision makers replaced, than the workers, who deliver the revenue. I can get into debt myself, I don't need their help. I want them to report revenue!

How's that working out for our executives?

How many layers of executive management exist between the CFO and a person who actually does some work? I'm looking at an example now that shows 5 layers, all based in Houston, all execs and none actually doing anything other than talking about other folks work. It's embarrassing to see the greed given the pain they're causing the rest of the organisation. Too many snouts in the trough and it needs to stop.

The UK Works Council is only there to give a veneer of respectability to whatever DXC HR choose to do. There is no accountability. They never push back strongly just approve as they are asked to do like good pets. Try talking to them and they just say there is nothing they can do.

What they should do in all conscience is resign from the works council so HR can't say "this was approved by the works council".

how can pals hold each other accountable? they cant. so the consultants who keep hiring their buddies to make a "strategy team" paid 3x what managers are paid can do whatever, rif whoever, and answer to no one with smirks and sarcasm. not new...like last cmo who brought in 4 MD leader pals from caremore. Its gross and cold. Remember yesterdays rifs pay for the next exec.

Every day, associates at BNY Mellon share raw, unfiltered feedback on TheLayoff.com—concerns about ongoing job cuts, shrinking mobility opportunities, and a workplace culture that feels increasingly uncertain. What’s striking isn’t just the volume of comments, but the silence that follows. People are asking whether Executive Leadership genuinely cares about what employees are experiencing or whether these voices are simply being ignored.

The Executive Committee has chosen not to acknowledge the discussions happening across these forums, and that silence speaks loudly. Associates want transparency. They want accountability. They want leadership to show that they understand the human impact behind restructuring decisions. Instead, the absence of communication creates more anxiety, more speculation, and more distrust.

So here’s the question for Executive Management and the broader community: If thousands of employees are expressing the same concerns, why is leadership staying quiet? Silence may be a strategy, but it’s not stewardship. It’s not engagement. And it’s not what a global workforce deserves.

It’s time for leadership to step forward, listen openly, and respond honestly. Employees aren’t asking for perfection—they’re asking for acknowledgment.

The Vz Board needs a complete overhaul based on performance.

Today in WSJ you can read how JP Morgan Board and CEO Jamie Dimon named actual candidates under evaluation for next CEO when Jamie retires.

Meanwhile Verizon Board removes Hans and allows for a hostage video from a broom closet to announce immediate removal from CEO roll.. but not before $24M payment.

The fact the Board had zero transition plan and actual promoted from current Board further highlights the Boards failure.

The stock trend to $30 further validates firing Board.... we need Shareholders and PE investors to take over.

Why the F do we have a Chief Growth and success officer?

We're so top heavy its laughable now

What an embarassing situation for them.

Our OD’s bias has created a toxic culture work environment. His comments about people on our team and those that support our team are sickening. He is NEVER willing to give anyone a fair chance cause of what he hears from others and what he perceives. He is NEVER is willing to listen to other opinions and thoughts. Our OD will never be held accountable for his bias and comments that are toxic.

Laptop, badge and COU and he said also password. Why? Is this the standard now?

Hello, as the BNY People Leader and member of the BNY Executive Committee, there are many posts on this forum the scream loudly for executive leadership attention. People concerns for accountability and transparency on topics related to business transformation and responsible leadership, stewardship of Human Resources and governance. While this forum is outside of PeakOn surveys and other formal feedback mechanisms, the readership here would like to have honest dialogue with you and your peers about company behaviors that have created a beyond toxic workplace environment with restrictive RTO policies, forced and falsified performance ratings, a constant cycle of fear and doom related to real estate closures, layoffs, consolidations, offshoring, onshoring, H1B visas, short staffing, reductions in force, staffing shortages within key departments, offshoring of entire job families, the continued buildup of Pune as the largest growth location within BNY, voracious cost cutting, ageism, forced and voluntary terminations, lack of severance, lawsuits, concerns about WARN Act circumvention, USA EEOC complaints, false optics and disclosure issues, etc., etc.. Should you and your staff be interested in reviewing and addressing my employee feedback beyond retributive PeakOn surveys, we would strongly encourage your direct involvement and attention. You and your EC colleagues are choosing to remain silent on all of these topics while ignoring company bylaws. Please come out… come out wherever you are!!!

ExxonMobil is stacked with unnecessary layers of management, and too many people hide in those layers instead of doing real work. Flattening the organization would cut costs, eliminate pointless hierarchy, and force people to actually earn their salaries. A leaner structure would improve accountability, reduce inefficiency, and stop the cycle of managers managing other managers who contribute nothing.

When Mr. Gerstner became CEO, IBM was facing one of the most challenging periods in its history. He made difficult decisions, refocused the company, preserved IBM as an integrated enterprise, and helped restore its competitiveness. His leadership demonstrated that successful executives must balance long-term strategy, financial discipline, innovation, and customer focus.

A Lou Gerstner Leadership Academy could teach future leaders about:

Leading through major organizational change.
Making tough decisions under pressure.
Putting customers first.
Driving accountability and execution.
Building a culture focused on long-term success rather than short-term popularity.

Whether someone agrees with every decision he made or not, Mr. Gerstner's turnaround of IBM remains one of the most significant corporate leadership stories of the modern era. There are valuable leadership lessons that today's and tomorrow's IBM leaders can still learn from his example.