#ai

The company’s stock has been extremely volatile recently. Will the already low morale take an additional toll on the share price? Within my team, even with AI assistance, I haven’t seen more code being delivered. In fact, performance in terms of code output has unfortunately declined.

https://www.aljazeera.com/amp/gallery/2026/6/11/photos-indias-workers-are-training-ai-robots-to-take-their-jobs

With a smartphone strapped to her head, Indian housewife Nagireddy Sriramyachandra films herself slicing mangoes to train artificial intelligence-powered robots to take on household tasks in the future.

Earning 250 rupees ($2.6) for one hour of video, her mundane recordings are invaluable for global tech companies teaching machines how to move like humans in the real world.

Man, it’s a pretty great time to be at Quest Software right now. They’re investing in a ton of new tools and training to help us sell more, which is smart.

And the tracking systems are next-level management can see exactly who’s driving the extra productivity and revenue, so the right people get rewarded. No guesswork.

We’re a leaner company these days too, which means there’s nowhere to hide how productive you actually are.

I’ve never seen so many VPs this eager to support such a small team. While other companies are cutting those big roles, Quest is doing the opposite. It’s actually pretty refreshing.

And with the data and AI bo-m happening, their early investments are paying off big time. Now they’re doubling down on security and migrations. At this rate, we’ll be the next SpaceX before long.

I need to check in with other managers here because I'm hitting a wall and getting seriously worried.
​It feels like so many tech teams across the board - UHC Tech, ETIPS, CDO, CE, OG, OI etx are completely stepping on each other's toes. We’re all scrambling to find unique problems to solve, but the truth is, someone else has usually already done it. Everyone is just trying to look busy. It's becoming a toxic rat race wrapped as evolution and exciting advancement.
​AI has made this so much worse, so fast. What used to take us months of architecture and building now gets wrapped up in days. Because of that sudden speed, I haven't had any real, substantive work for my team of six for several months now. Just minor fixes and changes here and there.
​Now, our funding is being questioned. At this rate, looking ahead to 2027, I don't see how we survive the next budget cycle. I am genuinely terrified for my team and their jobs.
​How long can a company sustain this kind of overlap? Are any other managers seeing this cliff approaching, and how are you keeping your people safe?

You can bring in a person off the street and have them run a prompt to generate code.

The next set of layoffs are scheduled, July 15th, Sept16th, Nov 18th and Jan. 20th. AI is suppposedly going to replace all of the those roles. The rumor is a 25% headcount reduction globally.

What’s the deal with this new practice of screening candidates with an AI cultural fit exam? What do they even ask on that thing?

Reports have shown that the average data center has a turn over of 7 years. After 7 years, you either add to, scale out or build a bigger better revamped datacenter. For AI, the estimated average is every 2-3 years at 1 billion (or more) each time.

Companies are now looking for ways to back out of it after already throwing 500 million or more into it without looking like it was a mistake. Dare I say they are using AI in order to try to figure out the best spin control to justify pouring money into AI and NOW trying to back out of it. LOL

Is or does Citi fall into this category? I dunno but I do know that other companies are pumping the brakes just a bit and are looking at exit strategies.

“$DELL NEW SEC FILING SHOWS MORE LAYOFFS ARE COMING

In March we reported Dell quietly cut 11,000 jobs. The new 10-Q covers the 13 weeks after that. It sped up.

$227M spent on severance in 13 weeks, up 75% from a year ago. $242M is already set aside for severance not yet paid.”

The discussion stems from Dell’s latest Form 10-Q, filed June 9, which provides an update on the company’s financial performance and operational outlook. The filing shows Dell recorded $227 million in severance-related expenses during a recent 13-week period. The amount represents a sharp increase from the same period a year earlier.

The company also disclosed that an additional $242 million has been reserved for future severance payments, a figure that has fueled speculation that more workforce reductions could be ahead.

The filing follows reports that Dell eliminated roughly 11,000 positions earlier in the fiscal year as the technology giant continued efforts to streamline operations and reallocate resources toward faster-growing segments of its business.

Alongside the quarterly report, several insider-related filings were submitted to the U.S. Securities and Exchange Commission. Forms 4 and 144, filed on June 8, disclosed changes in beneficial ownership and planned sales of restricted stock by company executives. Another Form 4 filed on June 9 by Silver Lake Group detailed a transaction involving Dell’s Class C common stock.

The workforce-related disclosures come as Dell experiences rapid growth in its artificial intelligence and infrastructure businesses. The company reported that revenue from its data center operations surged 181% year over year to $29 billion. Much of that growth was driven by demand for AI-focused servers, where revenue increased 757%, underscoring the industry’s ongoing investment in AI computing infrastructure.

READ: Dell shrinks workforce by 10% in fiscal 2026, annual reports show (March 17, 2026)

While the filing does not explicitly announce additional layoffs, the size of Dell’s severance spending and the substantial reserve set aside for future payments have prompted renewed scrutiny from investors and market observers. The company has not publicly detailed any new workforce reduction plans beyond the restructuring activities already disclosed.

As Dell continues to expand its AI and data center operations, the latest SEC filings showcase the balancing act many technology companies face as they invest aggressively in high-growth sectors while reshaping their workforce to support those priorities.

https://americanbazaaronline.com/2026/06/10/dell-sec-filing-signals-more-workforce-cuts-as-severance-costs-climb-482584/

Their intentions are clear, they want to replace as many people as possible with AI.

ServiceNow recently laid off hundreds of employees. This organizational restructuring aligns talent with its AI focus. A source confirmed a three-figure number of roles were eliminated. Affected functions included sales and product marketing. The company continues to invest in AI capabilities and new talent.

https://www.hrkatha.com/news/servicenow-cuts-hundreds-of-jobs-as-company-cites-ai-efficiencies/

It's already feeding on its own exhaust, and it's way too expensive. Hallucinations are the feature, not a bug. It's an excuse - to offshore, to cut headcount permanently (and dump the extra work on whoever's left), and to save face for leaders who are too embarrassed to admit they bought into the most obvious hype in history.

Could this be in store for PepsiCo as well?

https://techcrunch.com/2026/06/10/opendoors-india-exit-is-fueling-a-bigger-conversation-about-ai-and-outsourcing/

Intuit announced significant layoffs affecting 3,000 employees. This represents 17% of the company's global workforce. The company attributes these cuts to an AI pivot and restructuring efforts. Offices in Reno, Nevada, and Woodland Hills, California, will close. Intuit also signed multi-year AI agreements with Anthropic and OpenAI.

Mountain View, California

https://unitewithpriti.co.uk/news/intuit-layoffs-2026-why-3000-employees-are-paying-the-price-for-an-ai-pivot/

Elon Musk: Coding Was a Top Job for Decades. It Will Be Dead By the End of the Year.

Still too much vagueness around how they are going to fix the execution at this company. AI buzzwords isn’t going to be it.

I had to laugh at some of the most basic execution problems ML pointed out regarding emails or tickets. Embarrassing for us.

The Wall Street Journal evaluates how leading US corps stack up in 6 areas: AI readiness, innovation, talent readiness, financial fitness, resilience and agility.

Cisco is one of the clearest winners in the entire table. It ranks #5 overall with an Overall Score of 78.9, and it is #1 out of 21 companies in Technology Hardware & Equipment. The profile is unusually balanced: AI #13, Innovation #13, Talent #20, Financial Fitness #57, Resilience #11, and Agility #37.

This is not a one-factor story. Cisco screens as a balanced infrastructure compounder: strong in AI readiness, strong in innovation, financially sound, resilient, and organizationally agile. The strategic implication is that the market often talks about AI in terms of chips and hyperscalers, but the WSJ model is also rewarding enterprise network infrastructure. Cisco’s ranking suggests it is viewed as a durable enabler of the AI and connectivity cycle, not merely a mature hardware incumbent.

Source:
https://www.wsj.com/rankings/best-companies-for-the-future/full-rankings-2026

The Wall Street Journal evaluates how leading US corps stack up in 6 areas: AI readiness, innovation, talent readiness, financial fitness, resilience and agility.

Optum does not appear as a standalone company in the uploaded table, so I used UnitedHealth Group as the closest listed proxy. UnitedHealth ranks #89 overall with an Overall Score of 57.7, ranking 6th out of 44 companies in Health Care Equipment & Services. Its strongest factor is Financial Fitness Rank #48, with Innovation at #85 and Agility at #130.

The weaknesses are Talent Readiness #297 and Resilience #283, which are notable for a large health-services platform. The strategic read is that UnitedHealth, and by proxy Optum, screens as a financially strong, moderately innovative healthcare infrastructure company, but not as a fully resilient or talent-leading organization. The table supports a “platform with scale advantage” thesis, but not an unqualified future-readiness leadership thesis.

Source:
https://www.wsj.com/rankings/best-companies-for-the-future/full-rankings-2026

The Wall Street Journal evaluates how leading US corps stack up in 6 areas: AI readiness, innovation, talent readiness, financial fitness, resilience and agility.

Wells Fargo ranks #187 overall with an Overall Score of 52.3, putting it above the bank-sector average of 48.7 but outside the top quartile of the full 500-company universe. The positive surprise is AI Rank #16 and Innovation Rank #66, both strong for a traditional bank. That is not a trivial finding: among large banks, Wells Fargo screens as more forward-positioned on digital and AI-related readiness than its overall rank implies.

The problem is execution culture and adaptability. Wells ranks #386 in Talent Readiness and #453 in Agility, which are severe offsets. The data reads Wells Fargo as a bank with meaningful technology potential but weak organizational velocity. Strategically, that creates a familiar incumbent-bank problem: digital investment is necessary, but not sufficient, if employee systems, operating model, and institutional agility remain behind the curve.

Source:
https://www.wsj.com/rankings/best-companies-for-the-future/full-rankings-2026

https://techcrunch.com/2026/06/10/opendoors-india-exit-is-fueling-a-bigger-conversation-about-ai-and-outsourcing/

The Wall Street Journal evaluates how 500 leading US corps stack up in 6 areas: AI readiness, innovation, talent readiness, financial fitness, resilience and agility.

AT&T ranks #375 overall with an Overall Score of 44.2, making it a clear laggard in the table. The headline surprise is that AT&T has a strong AI Rank of #33, close to Verizon’s #26 and well above many industrial and financial firms. Innovation is also not terrible at #181, which suggests the table does not see AT&T as technologically irrelevant.

The issue is that AT&T fails to convert AI readiness into broad future-readiness. It ranks #390 in Talent Readiness, #352 in Resilience, and #465 in Agility, which overwhelms the positive AI signal. The Goldman-style read is that AT&T looks like a company with technological investment capacity but legacy operating drag. The data suggests it may understand the AI transition, but the corporate system does not yet look adaptive enough to benefit fully from it.

Source:
https://www.wsj.com/rankings/best-companies-for-the-future/full-rankings-2026

The Wall Street Journal evaluates how leading US corps stack up in 6 areas: AI readiness, innovation, talent readiness, financial fitness, resilience and agility.

Oracle ranks #91 overall with an Overall Score of 57.7, just below the Software & Services industry average of 58.1. Its standout attribute is extraordinary: Innovation Rank #7, one of the best scores in the entire dataset. Talent is respectable at #106, but the rest of the profile is less convincing.

Source:
https://www.wsj.com/rankings/best-companies-for-the-future/full-rankings-2026

The surprising weakness is AI Rank #262, especially given Oracle’s public positioning around cloud infrastructure, data, and enterprise software. Financial Fitness is also weak at #327, while Agility is only #230. The table appears to reward Oracle for durable innovation capacity, but not for being a fully balanced future-readiness leader. The analyst implication is that Oracle has strategic assets, but the ranking does not view the company as operating with the breadth of Microsoft, Salesforce, Adobe, or ServiceNow.

The Wall Street Journal evaluates how leading US corps stack up in 6 areas: AI readiness, innovation, talent readiness, financial fitness, resilience and agility.

Verizon ranks #149 overall with an Overall Score of 54.5, which places it above the median but not in the leadership tier. Its strongest dimensions are AI Rank #26 and Resilience Rank #48, a combination that says the company is being credited for technology readiness and durability. In the telecom group, Verizon sits 2nd out of 3 listed companies, behind T-Mobile but well ahead of AT&T.

The problem is operating speed. Verizon’s Agility Rank is #447, one of the weakest in the dataset, and Innovation is only #250. The strategic read is that Verizon screens as a resilient, AI-aware incumbent, but not as a company that is structurally fast-moving. That matters because telecom is moving toward network automation, edge compute, enterprise connectivity, and AI-enabled service models, where organizational velocity will increasingly separate winners from regulated-utility-like carriers.

Source:
https://www.wsj.com/rankings/best-companies-for-the-future/full-rankings-2026

AI agent to take over CFO role nd HR head roles

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.

Anyone hearing of layoffs within CRIU for analysts who work cases? This whole AI CoPilot bullsh-t is getting everyone on edge. Doesn't help when C14s consistently say "AI might be taking our jobs soon".

Funny how the people pushing the most disruptive AI initiatives never seem to apply them to themselves. If we're serious about efficiency, the first AI agent we should build is one that replaces the Corporate GTF function. It would likely have a lower operating cost, generate fewer slide decks, require fewer alignment meetings, and produce a higher ROI than the "AI transformation" efforts it's replacing.

As an added benefit, it would stop forcing BU’s to absorb initiatives they never asked for in the first place. The BU’s already know their customers, markets, and operational realities, they don't need another round of centrally mandated AI programs designed far from the front lines. If the goal is truly to create shareholder value, replacing the function imposing these initiatives may be the most impactful AI deployment available.

Yes, it includes St Paul based jobs. Authorization cards have started.

Of course being replaced by ai is not impossible, and obviously scary, yet hilarious to think about our executives regurgitating data organized by ai because they won’t even know what’s incorrect.

So we rolled out these AI tools last week. You know who you are. They are a complete disaster. The tools provide minimal value and very tedious to use. They actually make our work much more difficult, all to improve “quality”. This is going to lead to a backlog of work. What is the play here? Create a disaster on purpose so some higher-up finally gets that AI ain’t all it’s cracked up to be?

Anyone who is familiar with the dunces unable to write more than a sentence for themselves recognise the telltale signs. Stuff like repeated use of "It's not X, it's Y". Explains why he says so much, yet there's so little substance.

What a joke.

People managers will either be offered to go back to IC or let go. Is this true? With AI what's the role of managers anymore?

All Health Insurance companies will accomplish by leveraging AI over human being workforce is to provide a lesser quality of services and product to whom should be their customer base.

Will AI save corporations millions if not billions of dollars, which will make shareholders money and also C-suite executives bonuses.

But at the cost of it membership having a lesser, albeit cheaper, quality of services.

Problem is, all Health Insurance corporations consider shareholders to be their customer, not their membership. That is the problem with allowing public stock traded corporations to administer government funded products, such as Medicare.

All Health Insurance companies will accomplish by leveraging AI over human being workforce is to provide a lesser quality of services and product to whom should be their customer base.

Will AI save corporations millions if not billions of dollars, which will make shareholders money and also C-suite executives bonuses.

But at the cost of it membership having a lesser, albeit cheaper, quality of services.

Problem is, all Health Insurance corporations consider shareholders to be their customer, not their membership. That is the problem with allowing public stock traded corporations to administer government funded products, such as Medicare.

All Health Insurance companies will accomplish by leveraging AI over human being workforce is to provide a lesser quality of services and product to whom should be their customer base.

Will AI save corporations millions if not billions of dollars, which will make shareholders money and also C-suite executives bonuses.

But at the cost of it membership having a lesser, albeit cheaper, quality of services.

Problem is, all Health Insurance corporations consider shareholders to be their customer, not their membership. That is the problem with allowing public stock traded corporations to administer government funded products, such as Medicare.

All Health Insurance companies will accomplish by leveraging AI over human being workforce is to provide a lesser quality of services and product to whom should be their customer base.

Will AI save corporations millions if not billions of dollars, which will make shareholders money and also C-suite executives bonuses.

But at the cost of it membership having a lesser, albeit cheaper, quality of services.

Problem is, all Health Insurance corporations consider shareholders to be their customer, not their membership. That is the problem with allowing public stock traded corporations to administer government funded products, such as Medicare.

All that Humana and other Health Insurance companies will accomplish by leveraging AI over human being workforce is to provide a lesser quality of services and product to whom should be their customer base.

Will AI save corporations millions if not billions of dollars, which will make shareholders money and also C-suite executives bonuses.

But at the cost of it membership having a lesser, albeit cheaper, quality of services.

Problem is that Humana and all Health Insurance corporations consider shareholders to be their customer, not their membership. That is the problem with allowing public stock traded corporations to administer government funded products, such as Medicare.

Question posted on AI service:

'How does anything get fixed if customer service is automated and doesn't know the answer'

AI answer would surprise the leadership!

'That's a real problem, and many people run into it.

In theory, automation is supposed to handle common issues quickly and route unusual cases to someone with the authority and knowledge to solve them. In practice, some organizations over-automate customer service because it's cheaper, creating a situation where:

The automated system only recognizes a limited set of problems.
The customer has an issue outside those categories.
The system keeps looping through scripted responses.
Reaching a human becomes difficult or impossible.

When things do get fixed, it's usually because one of these happens:

The customer finds a path to a human representative.
The issue gets escalated through a supervisor or specialist team.
Public pressure is applied (for example, through social media or formal complaints).
The company notices a pattern of failures and updates its systems.

There's also a broader organizational issue: customer service often isn't the group that actually fixes problems. They act as a bridge between customers and the departments that can make changes. If that bridge is entirely automated and poorly designed, information about new problems may never reach the people who could solve them.

A common criticism of excessive automation is that it works well for routine cases but fails precisely when customers need the most help—novel, complex, or unusual situations. Those are the situations that typically require human judgment.'

Sounds like AI is now smart enough to replace the leadership teams. And it won't slurp when drinking its coffee.

Hey AML personnel, why are we letting them step all over us? Threatening to fire us if we don’t meet production. Implementing AI that doesn’t work. At the end of the day (well probably year) we will be laid off for the AI we are ultimately training. Let’s stop doing so much. We can only do what we can do!!! Layoffs are inevitable, and you know that.

Layoffs have impacted specific industries like technology and media organizations. However, the broader job market continues to evolve with new demands. Demand remains strong in essential services, infrastructure development, and emerging technologies. Healthcare, artificial intelligence, skilled trades, and clean energy are key hiring sectors. This indicates a structural shift in the labor market, not a broad decline.

https://www.storyboard18.com/trending/jobs-hiring-now-where-opportunities-still-exist-despite-layoffs-across-industries-100518.htm

https://www.linkedin.com/posts/businessinsider_salesforce-layoffs-jobcuts-activity-7470150259428593664-KMqZ?utm_source=share&utm_medium=member_desktop&rcm=ACoAAA4Bi0oBs8Ddvldtd9fxma6xbBuG6OaOo4I

https://cryptobriefing.com/salesforce-layoffs-ai-stock-decline/