#company

Saw where HCL is under investigation
for VISA violation along with Microsoft , colleges and other business

As a reminder, please do NOT take the survey!

“Secretary of Labor Keith Sonderling added that some of the largest IT firms in the world — including Cognizant, Infosys, Tata, ‌Wipro, ⁠HCL and Capgemini, as well as Adobe — would also be suspended from the Permanent Labor Certification (PERM) program.

“We will not accept any new or process any pending permanent labor certification applications involving these companies,” the newly confirmed secretary said. “Since 2009, just these companies alone have requested almost 3 million foreign workers.”

https://nypost.com/2026/10/08/us-news/trump-admin-cuts-off-microsoft-from-major-visa-program-accuses-tech-giant-of-fraud-and-abuse/

This explains what has happened to the company

https://sites.libsyn.com/543657/army-of-id--ts-996

Today COO told in meeting no more layoffs now for a year. Congratulations to all of us who survived 😎😎

There were 5

Email the secretary of labor with all of Verizon’s labor violations and outsourcing. Hans ruined a great company and Dan is accelerating that demise by continuing to outsource and reducing American workers

https://x.com/rapidresponse47/status/2108205448063037667/video/1?s=46

https://www.news18.com/amp/world/us-suspends-microsoft-infosys-tcs-wipro-cognizant-green-card-programme-over-h1b-abuse-10373451.html

Fiserv is next ? May be.

https://www.foxbusiness.com/politics/vance-suspends-microsoft-others-from-foreign-workers-applying-green-cards-accuses-company-visa-abuse

Enrique Lores is a pile of dog sh-t

Vance said Microsoft laid off 6K Americans last year while securing 6,300 H-1B visas and nearly 3K green cards. "For every worker that Microsoft laid off, they replaced that worker with 1 1/2 foreign indentured servants,

End of an era…

I love how he didn't even get to write his own notice, and they made it clear he's out before the year ends. I can't wait to see more of our useless c-suite get canned.

Any layoffs next week ? When will the org changes be finished

Go to the intranet home page.

Go to the WE are turning your feedback into real change tile and click the link.

Scroll all the way to the bottom.

Click the tiny little Learn more about what we are not changing tile near the bottom.

The message isn't surprising but the way they tacked it on at the bottom behind a relatively tiny tile is pathetic and hilarious.

By far

Starting at the top this time? Wonder how many other SVPs are out....

Continued outsourcing of our core network....

https://www.sdxcentral.com/news/verizon-exec-overhaul-claims-chief-network-officer-adam-koeppe/

What would it be like working at Pratt in DPHM or OBPHM? How does it compare to the tech sector or other sectors? What is the technology like?

Independent game studio Gravity Well has laid off more than 40 developers due to a withdrawal of funding. The studio's leadership is actively seeking a new financial backer to continue operations. Employees were kept informed of the potential for layoffs if new funding was not secured. A reduced team will work to keep the studio running in a challenging industry climate. The studio has encouraged other businesses to consider hiring the affected developers.

https://wnhub.io/news/hr/item-52319

An archaeology and land survey company is undergoing significant leadership layoffs. The entire executive team, including the CEO and CFO, will be affected by these cuts. This move impacts the company's top management positions. The firm is based in Phoenix and employs approximately 600 individuals. The specific reasons for these extensive leadership layoffs were not detailed.

Phoenix, Arizona

https://www.bizjournals.com/phoenix/news/2026/10/07/chronicle-heritage-phoenix-layoffs-closure.html

For those planning to get outta here before the major reductions at sites in the next year, does the month counter for 401K vesting go up on an anniversary date or month end?

https://www.reuters.com/business/finance/wells-fargo-faces-regulator-probe-over-efforts-boost-black-homeownership-wsj-2026-10-07/

Love this for Charlie! Probe Charlie too!

Did I miss an official announcement?

Is that it for the year?

Hertz’s story has been more restructure and squeeze efficiency out of the organisation than slash thousands of jobs. It’s layoffs season hopefully we remain intact. Thoughts?

This company deserves to fold. The levels of customer service are terrible. Every executive should put a much bigger focus on this. Your platform used to be good. Now it’s horrible.

With Nov 2 fast approaching, what’s the news on folks deciding to return (or not)? I heard the exception of having few colleagues in the office is sketchy, comments?

Kelly King is posting this on LinkedIn. I don't want to hear anything he has to say after what he did to BB&T.

It seems the rumors where wrong, or PayPal is delayed. Should we not already be talking about the new Orgs and what the plan actually is? Instead it is silence. It almost seems that everyone is going to wait now for 3 years till the "transformation" is completed.

Why are most of these reqs frozen?

They are behind the schedule.

CUMMINS SHARE PRICE WENT UP TO OVER $700 AND TODAY IT THE SHARE PRICE IS JUST OVER $500 IS THERE SOMETHING THERE NOT TELLING US

Train performance is in the tank.
238 late
61 on time
62 early.

Sure as heck isn’t anybody in the c-suite, their too busy planning what to do with their millions from the merger.

What are your thoughts?

Does anyone know if this is the date or when in October.

Worked for the company for many decades, they let me go because they were outsourcing to TCS. They took what was an incredible IT team both onsite and operational and left it in the hands of a third world country. They sacrificed years of experience and knowledge to save money and outsource to a team that can't replicate the experience the company once had.... All to save money. Shame on this "American" company.

IBM faces existential pressure from structural irrelevance in the defining technologies of the era, chronic inability to convert scale into growth, and accelerating displacement of its core cash engines. While the company remains profitable today—with roughly $67–69 billion in annual revenue, solid free cash flow, and a durable installed base—the trajectory of its business model, competitive position, and technological relevance points toward progressive marginalization rather than long-term survival as a top-tier technology power.
Legacy Anchors That No Longer Generate Momentum
IBM’s most defensible assets are also its greatest liabilities. Mainframes and associated transaction-processing software still handle a large share of global financial transactions and core banking workloads. High switching costs create a moat: replacing decades of COBOL and specialized systems is risky and expensive. That installed base delivers recurring software revenue and cash, but it does not expand. Recent quarters have shown sharp declines in mainframe-related sales (infrastructure down 7% in one key period, with transaction processing particularly weak), even after launches positioned as AI-capable (such as the z17). Management has acknowledged that customers redirected capital expenditure toward servers, storage, and memory to secure supply amid AI-driven shortages and price pressures.
The problem is deeper than one quarter. AI tools are lowering the cost and risk of modernization. Automated code translation, agentic systems, and cloud-native alternatives make migration more feasible. Once customers move workloads off the mainframe, the associated high-margin software stack is also at risk. IBM has repeatedly stated that mainframe dollars pull through substantial software revenue; erosion of the former threatens the latter. A business whose primary defense is “it is dangerous to leave” rather than “it is advantageous to stay and expand” is not built for growth markets.
Persistent Failure to Capture Platform Shifts
IBM has a decades-long pattern of missing or under-participating in the major technology transitions that determine industry leadership. It was late and weak in personal computing, largely missed the initial public cloud wave, and has remained a minor player in infrastructure-as-a-service. Current cloud market data consistently places IBM in the low-single-digit share range (around 2%), far behind AWS (roughly 28–31%), Microsoft Azure (20–24%), and Google Cloud (12–15%). The top three control the large majority of the market and are growing faster in absolute terms, fueled by AI infrastructure demand.
Hybrid cloud and Red Hat (acquired at a high multiple) provide a more relevant offering for regulated enterprises that need on-premises and multi-cloud flexibility. Yet this has not translated into market-share gains or growth rates that close the gap with hyperscalers. Software now represents roughly 45% of revenue and is the stated growth engine, but organic growth has been uneven and recently decelerated. Acquisitions have bulked up the portfolio, yet they also add integration risk, higher debt, and the burden of justifying elevated purchase prices through accelerated expansion that has not consistently materialized.
In generative and agentic AI, IBM’s watsonx and Granite models emphasize governance, enterprise data, and hybrid deployment—sensible differentiators for regulated industries. However, the company has not established leadership in foundation models, training infrastructure, or the developer ecosystems that drive platform lock-in. Customers are spending heavily on AI capacity from NVIDIA-centric and hyperscaler stacks; IBM’s share of that incremental wallet is limited. Consulting engagements around AI exist, but evidence suggests some AI-related work displaces rather than expands traditional services revenue.
Structural and Cultural Handicaps
IBM remains a large, complex organization (hundreds of thousands of employees) operating across many countries and product lines. Speed and adaptability suffer under such scale. Recent profit warnings and guidance cuts explicitly cited failure to adapt quickly enough when customer spending patterns shifted and large deals slipped. Layoffs continue as the company attempts to reallocate toward higher-value software and AI, a recurring theme rather than a one-time reset.
Debt levels elevated by acquisitions constrain strategic flexibility. Quantum computing is frequently cited as a long-term opportunity, yet commercial scale remains years away (fault-tolerant systems targeted later in the decade), and current contract value is modest relative to overall revenue. Betting the narrative on a technology that is still pre-commercial while core businesses face pressure is high-risk.
Competition is multi-front and intense: hyperscalers in cloud and AI platforms, specialized software vendors in data and automation, pure-play consultants (Accenture and others) in services, and nimble AI-native firms that can iterate faster. IBM’s integrated stack (technology + consulting + research) is marketed as a strength, yet integration has not produced superior growth or share gains against more focused competitors.
Financial Reality Versus Narrative
Revenue growth has been low-to-mid single digits in most recent years, with occasional better quarters followed by slowdowns. Profitability and free cash flow remain respectable, supporting a dividend and buybacks, but the market has repeatedly punished misses and lowered guidance. Valuation multiples have compressed relative to growth peers. A company that generates cash from a shrinking or stagnant core while struggling to build new high-growth engines is on a path of gradual relative decline. Survival in the absolute sense (continuing as a going concern) is plausible for years due to the mainframe annuity and enterprise relationships. Survival as a relevant, competitive technology leader capable of attracting talent, capital, and the next generation of workloads is far less assured.
The historical pattern is consistent: IBM identifies the right themes (hybrid cloud, AI, quantum), invests and acquires, yet fails to achieve the scale, speed, or product superiority needed to redefine its trajectory. In an industry defined by platform power, network effects, and rapid iteration, that pattern is terminal for leadership. The installed base buys time; it does not buy a future. Without a decisive break from low-growth legacy dependence and a demonstrated ability to win in the platforms that matter, IBM’s long-term survival as more than a cash-yielding utility for aging enterprise systems is improbable.

I think something else is brewing here. Many managers have been unavailable and attending meetings. There doesn't even seem to be a sense of priority on the projects we are working on. I think we've all just become numb to the noise and continue to work until something happens. Happy hump day. I'm taking a 3 hour lunch because no one's around to reprimand me anyway.

guess theyre fed up of us now lol