#corporateculture

I never looked at this stuff until they decided employees like myself were no longer needed.

The Centene corporate website says that Elizabeth "Betty" Brinn is the founder of Centene. Nope! Not even close to reality.

Elizabeth "Betty" Brinn founded a nonprofit entity called “Family Hospital Physician Associates” (FHPA). After her passing. Brinn's original nonprofit organization was sold to investors and converted into a for-profit operation after Michael Neidorff took over as CEO and the company was renamed Centene Corporation.

​I’ve been here five years, pre-dating the Pagero acquisition. It used to be a decent place to work.

Today, it’s a masterclass in corporate self-sabotage.

​Leadership is gutless and incompetent.
The European leadership, from the MD down to every single manager under her, is the most thoroughly useless group of people I’ve ever worked for.

The executive level is no better. The new president hasn't got a clue what is going on, and the previous one was just a tyrant. Management positions are simply handed out as participation trophies to people who have hung around long enough, regardless of whether they have ever actually done the job.

They have zero industry experience, zero strategy, and zero spine. At month-end, they’ll breathe down your neck to pull in deals just to pad their fragile forecasts. But the second a customer escalates an issue? Absolute ghost town.

They're glorified spreadsheet jockeys who would rather hide behind a monitor than pick up a phone and face an angry client.

​The legal division is bleeding out.

Don't even get me started on the legal side, which is where I am based. Agile competitors like Legora and Harvey are absolutely destroying us.

Our grand answer was Coco, which is a masterclass in delivering nothing. It is barely an upgrade and it arrived far too late to make a difference.

To add insult to injury, the year-on-year price increases are an absolute joke. Reps are haemorrhaging renewals on an hourly basis because we are charging a premium for a second-rate platform.

​Operations are a daily car crash.

The bare basics do not function. Internal sales systems don't talk to each other, billing is a daily disaster, and delivery manages to botch almost every single deal we close. I don't sell anymore; I’m just a full-time professional apologiser.
​Pay is outright theft.

Management actively robs reps by stripping deals away from them so they don’t get paid. My target has skyrocketed by 70% over the last three years, while my OTE hasn't moved a single penny. That is a massive, insulting pay cut, yet they demand you bleed for this place while giving you zero support.

​Product teams live in a fantasy world.
They are completely detached from the reality our customers face. They’re more obsessed with padding their egos on conference stages and webinars than ensuring the tech actually functions. And just like leadership, when the product inevitably breaks, they immediately go into hiding.

​The $800m Pagero sla-ghter.

TR blew $800m on Pagero, a genuinely fantastic product with a stellar reputation. Their genius strategy? Erase the brand, bleed out the top-tier talent who actually built it, and drive it straight into a brick wall.

They buy things they don’t understand and systematically destroy them.

​The bottom line:

Competitors are all over us, customers are absolutely fed up, and senior leadership refuses to take a shred of accountability for the mess they've created.

​Would I recommend working here?

Not a chance in he-l. If you get an offer, run.

If you’re already inside, update your CV yesterday.

This is a hopelessly broken, completely fu---d up company run by cowards who haven't got a clue.

Call me crazy, but Verizon is turning into a horrible company that seems to enjoy torturing its employees. I'm sorry, but it feels intentional at this point. No wonder morale is nonexistent.

I asked AI to go through the posts about USAA on this website and others (Reddit, Glassdoor, etc) and summarize the company culture and its management and here is what it had to say - Do You Agree?

Executive Summary
USAA has undergone a fundamental transformation from a "gold-standard" employee employer to a workplace characterized by deteriorating trust, bureaucratic dysfunction, and leadership credibility collapse. The transition occurred primarily between 2022-2024, accelerating through 2025-2026. While USAA's benefits package (cash-balance pension, 401k matching, healthcare) remains genuinely strong, the operational and cultural experience has degraded significantly.

The archive tells a story with a clear arc: pride → shock → anger → cynicism → survival mode. USAA's workforce — a community built on military identity — describes a company that has progressively devalued its own people through repeated reduction-in-force (RIF) cycles (2022, 2023, 2024, 2025, and 2026), an aggressive outsourcing program to India, AI-driven headcount reduction, and management communication that employees repeatedly describe as opaque, political, and dismissive. The most psychologically significant finding is not the layoffs themselves (those are corroborated by public record) but the identity betrayal: the "military community" narrative that USAA markets to the public is experienced internally as a cover story — the forum's sharpest and most recurring accusation.

Core Diagnosis: USAA leadership has entered a self-preservation mode driven by regulatory pressures (OCC cease-and-desist orders, 2024-2025), first annual losses in 2023-2024, and profit restoration goals. Employee reactions indicate a broken social contract: the company that historically "took care of its people" has repeatedly executed layoffs, reorganizations, and mandates that employees view as punitive and arbitrary rather than business-driven.

The pattern is clear: USAA leadership is in self-preservation mode, using employees as costs to be managed rather than stakeholders to be valued. The result is a culture of cynicism, burnout, and quiet quitting.

Bottom line: Thelayoff.com's USAA board documents the slow institutional breakdown of a mission-based employer into a cost-optimization exercise — and the psychological cost was paid, as the posts show in their own words, mostly by the people who built the "family" the company now sells.

Another quarter. Another victory lap. Another round of Atlassian executives congratulating themselves on their spectacular financial performance.
Revenue growth! AI! Record numbers! What an incredible time to be an Atlassian!
Unless, of course, you're one of the 1,600 employees shown the door in March.
Eight months later, severance has run out, and many former Atlassians are still unemployed.
But hey, how about that Williams Racing sponsorship? And congratulations to everyone enjoying Sales Club in Costa Rica! Nothing says "Build with heart and balance" quite like celebrating in paradise while former colleagues struggle to find work.
Meanwhile, Canva just announced a restructuring affecting more than 1,200 employees, and Microsoft is offering voluntary buyouts to 60,000 workers.
Apparently, the hottest trend in Big Tech isn't AI. It's figuring out how many humans you can eliminate while celebrating record performance.
And here's something current Atlassians might want to consider.
If strong financial results didn't protect 1,600 employees in 2026, what makes anyone think 2027 will be different?
Another restructuring? Another strategic realignment? Another AI-driven efficiency initiative?
Nobody knows what's coming. But one thing should be painfully obvious by now: You're only indispensable until a spreadsheet says otherwise.
Remember "Open company, no bullsh-t" and "Build with heart and balance"?
Perhaps Atlassian needs a new corporate value:
Celebrate the numbers. Forget the people.
So enjoy those quarterly earnings celebrations. Enjoy Formula 1. Enjoy Costa Rica.
Just remember that the people laid off in March probably thought they were safe, too.
1,600 in 2026. How many in 2027?
Because apparently, at Atlassian, everyone is a team player.
Until they're an expense.

There has been large-scale cultural change in the workplace the last 15 years. It’s not limited to Fidelity. Assuming this is a Fidelity-specific problem and punishing Fidelity’s workers to try to get them to revert to an office culture that no longer exists is short-sighted and cruel. No wonder we are all miserable.

Let’s check in with our good old pal Gemini to see what he has to say on this topic.

The top 10 reasons employees cite for Canon USA being a difficult or "bad" place to work include:

1. Friction in Cross-Cultural Management

A recurring complaint involves a deep cultural disconnect and "us vs. them" tension between American managers and their Japanese overseers. Workers report that Japanese leadership holds ultimate decision-making power, frequently disregarding open suggestions or context provided by regional staff.

1. Lack of Career Advancement and Slow Promotions

Many current and former employees feel that career growth at the company is stagnant. Employees frequently complain that promotions take an exceptionally long time to earn, and internal mobility is limited.

1. Lower Compensation Compared to Competitors

Salary dissatisfaction is a major driver of negative reviews. Employees often report low starting pay for many roles and annual merit increases that fail to keep pace with inflation or market rates at competing tech and imaging firms.

1. Poor Corporate Communication and "Siloed" Culture

Many reviewers express frustration with highly disorganized internal communication and a lack of transparency from upper management. Teams often feel siloed, leading to a chaotic or confusing atmosphere when new corporate strategies are rolled out.

1. Office Politics and Perceived Favoritism

A significant portion of negative reviews highlight a highly political, cliquey corporate environment. Employees state that management positions and opportunities are frequently given to favored individuals rather than based strictly on merit, work ethic, or tenure.

1. Layoff Anxiety and Low Job Security

Discussions on platforms like The Layoff highlight persistent fear regarding structural reorganizations, corporate mergers, and staffing reductions. Workers note that ongoing cost-cutting measures have severely damaged company morale.

1. Overwork from Understaffed Teams

Following waves of structural downsizing and budget restrictions, remaining individual contributors frequently report severe work overload. Reviewers state they are expected to take on the responsibilities of eliminated roles without receiving additional compensation.

1. Slow Adoption of Modern Technology

Despite being a prominent technology and imaging manufacturer, employees complain that Canon USA's internal infrastructure is remarkably slow to adapt to modern systems. Implementing new internal tools, software upgrades, or process changes can reportedly take years.

1. Lack of Diversity in Leadership

While the company's entry-level staff is broad and varied, multiple reviews note a distinct lack of diversity within middle and upper management. This creates an environment that some employees describe as "segregated" or exclusionary for diverse talent aiming for leadership roles.

1. Pivot Toward Outsourcing and Automation

Recent employee reports point to a corporate shift toward sending backend support jobs overseas, outsourcing tasks, and aggressively pushing AI tools. Employees feel this transition compromises support for both internal personnel and external customers.

All year, the talk at our company has centered on Project Aegis, responding to AI, and shifting how we work toward being more Agile and collaborative. What I see instead are tech teams running like it’s the year 2000.

I can’t make sense of how some people on my team have been at State Street for 20 to 30-plus years, deliver no measurable value, and still have no pressure to change. Management feels toxic, and some of the project managers in GTS seem disconnected from the work and the builders. Leadership takes credit for good results but rarely owns the mistakes.

I’m a newer grad who came from FAANG, and this place feels like somewhere careers stall out until retirement. I’ve never worked somewhere this dysfunctional that is also this comfortable with it. The firm doesn’t seem ready for the digital age, and it looks even further behind on AI. People with 20 years of tenure would not survive a single review cycle in tech.

I’m not sure whether my experience is unusual or part of a wider pattern. We’re walking into offices where desk utilization is under 15% on any given day but told to comply for productivity and collaboration (while MD+ are OSL or 2 days a month in office). The messaging is so butt-backwards that I can’t believe what I’m seeing.

I have been following this site for a few years with never commenting. I recently left voluntarily. Never forget the bank will never appreciate the sacrifices you make for the institution. They will grind you up and sp-t you out without hesitation. And it’s only going to get worse in the coming years. Don’t let them take advantage of you and hold their feet to their fire and never forget they are your adversary and not your friend. Take advantage of them before they do it to you. You have been warned.

https://youtu.be/16Kp9NVfbEU?is=8LR41A_drLohb_aa

Really felt like I hit the jackpot after graduating and I worked hard building my skills and contributing. It felt like “they take care of me, so I will do my best to make that worth it” Was an EP for several years.

9 years later and I don’t recognize this company. No transparency or empathy. Maybe it was always that way, and all the corporate buzzwords just don’t work anymore. They really do not care how much this impacts their employees at all. I just hate it here, it’s sad man.

BNY su-ks. It’s full of JPM career coat holders now. I hope it fails miserably

Maybe I’m overthinking this, but at some point you have to wonder whether all of the transformation, optimization, prioritization, realignment, simplification, restructuring, strategic focus, operational efficiency and whatever other terminology happens to be in circulation this quarter is actually accomplishing anything, or whether we’ve simply developed a more sophisticated vocabulary for saying, “We’re changing things again.”

Every organization evolves. Priorities change. Markets change. Technology changes. Customers change. Nobody reasonably expects a large company to operate exactly the same way forever.

But there’s a difference between genuine transformation and constantly rearranging the organizational furniture while insisting that everyone admire the new floor plan.

Every new initiative inevitably seems to be the one that will finally simplify everything created by the previous initiative that was also supposed to simplify everything.

First we centralize because decentralization created inefficiencies. Then we decentralize because centralization created bottlenecks. We consolidate roles to eliminate duplication, discover nobody has enough bandwidth, and distribute the responsibilities across three other teams. Layers get eliminated to “flatten the organization,” only for new layers, titles and reporting structures to gradually reappear.

Through all of this, employees are expected to remain agile, engaged, innovative, customer-focused, cost-conscious, strategically aligned and apparently capable of interpreting PowerPoint slides containing six arrows pointing in different directions.

Maybe that’s modern corporate life. Or maybe the machinery of transformation has become a permanent business function unto itself.

The question I keep coming back to is pretty simple: Are we actually building a better organization, or have we just become exceptionally good at continuously reorganizing the existing one?

What makes this harder to dismiss as simply “the way things are in IT” is talking to friends at other technology companies. Their experiences sound completely different. They’re excited about their jobs, optimistic about their companies’ trajectories and enthusiastic about what they’re building and where their organizations are headed.

They talk about growth, innovation, opportunity and the future, rather than another cycle of restructuring, uncertainty and waiting for the next organizational announcement.

And maybe that’s the part worth thinking about.

Perhaps constant disruption isn’t an unavoidable feature of working in technology after all. Maybe there really are companies where transformation means building toward something, rather than repeatedly dismantling, reorganizing and renaming what’s already there.

There’s something to be said for working somewhere with momentum, where leadership appears to have a destination in mind and employees can actually see themselves as part of the journey.

Maybe the ultimate measure of transformation isn’t how many organizations, reporting structures and strategies a company can change. Maybe it’s whether the people who work there can still look at where the company is headed and genuinely say, “I want to be part of that.”

Curious whether others are seeing the same thing.

But at least they provided working class or middle class jobs.

Unlike my snobby local hospital systems and chains that hire their friends, family and insiders. Even Kaiser does nepo hiring.

It su-ked I was laid off at Cigna but grateful they gave me a chance as a total outsider.

People have said you reap what you sow. Zero transparency in how things are run and excessive corporate greed will be their undoing.

Delusional and tone deaf coupled with toxique positivity - does the boat need to completely capsize before they wake up?

Actually hate working here, not dislike, not just unhappy.

It’s a cesspool and a huge part of many problems facing teams across the LOB stems from GP&T Product.

East or west discover is the best

Ive worked for this company for longer than a decade and every single management team Ive worked under has been dysfunctional. State Street does not promote internally, they always go to the market for the latest shiny people and they come in clueless and cause chaos being parachuted down on people already in their roles. The diversity initiatives have also given the company many seriously incompetent female leaders. Seriously, if you are an average working male you are sc--wed in here. SVPs are made redundant leaving whole teams leaderless for months. These teams fumble on and no one takes any accountability. There is a culture of ¨denial¨ at the top as they all try and survive the chaos in the place. Communications are awful. They destroy careers in here, they leave people on the scrap-head internally but still in a job (day after day of awful, mindless purgatory!). No one cares! The place will make you ill and a nervous wreck from looking over your shoulder.

Zero innovation. Everyone just works on improving what has already been done.

Xerox saved Lexmark from being wiped out as a wholely owned subsidiary (since 2016) of Ninestar Corp (formerly Apex) trying to operate in the US against bans of forced Uyghur labor.

Forced labor producing printer parts and toner.

Now the Lexmark management run the show at Xerox and insist on their "Legacy Lexmark" differentiation.

Add "identity crisis" to the list of headwinds.

One phrase that immediately makes me question a job during an interview is a manager saying everyone is like family. I'm old enough to know that can only mean you're expected to put work ahead of your own life. And again, I'm too old for that cr-p. That's what's making the job search even harder.

Feels like more and more people are focused on keeping their jobs rather than actually delivering results. There's so much internal politics going on, and it seems like managing perceptions has become more important than making real progress.

Too many talkers, not enough doers. Instead of finding ways to grow the business, people seem more interested in managing expectations and coming up with excuses for underperformance.

At this rate, I wouldn't be surprised if next year's financial results look pretty ugly.

Is cutting 20% so I’d say that’s an ominous outlook for everyone
Really a u c k s when companies get that grossly wealthy on our backs and labor then greed out for top execs and then cry poor mouth to employees.
IBM used to never layoff they even had engineers pairing just to keep them on the payroll.
Long gone are those days of loyalty.
House of cards at the house of fidelity???
We shall see.

Yes, the job market is not ideal, but I don't know anybody who didn't have a job within three months. Plus, leaving Citi can only bring you better pay, benefits, and culture. Being laid off is a win at this point.

Record profits. Billions in buybacks. Wall Street applause.
And on the ground? A culture running entirely on fear, silence, and institutional burnout.

Question a flawed strategic decision, push back on an impossible deadline, or bring real operational truth to the table, and you are immediately marked as a problem. Upward mobility isn’t tied to engineering rigor or delivery; it’s reserved for yes-men and political preservation.

The Leadership Disconnect: Middle managers and Directors have virtually zero autonomy—they exist merely to absorb blowback from the top and pass down unreasonable demands. Meanwhile, executive layers operate with zero accountability, handing down aggressive mandates and public criticism while remaining completely insulated from the ground reality.

HR Is Not Your Ally: Don't let the glossy "culture of care" slides fool you. Going to HR with a genuine grievance doesn't solve the issue—it puts a spotlight on you as an inconvenience to be managed out. The unspoken rule is clear: keep your head down and stay silent.

Human Cost of Record Margins: When restructuring hits, loyalty means nothing. Thousands of people who sacrificed weekends and gave years of their lives to keep legacy platforms alive are cut loose with the bare legal minimum severance—all so executive bonuses stay padded and margin targets look pristine on paper.

The outside sees a global payments powerhouse. The inside is an engine running on intimidation, fear, anxiety, and disposable talent. From Vira, all the way to Yanilsa, Luba and other SVPS, the work is exhausting, it’s demoralizing, and people deserve to know the reality before walking through those doors. these are the most toxic people I've ever worked with.

I came in wanting to do good work and bring new ideas, but the environment has worn me down. If you're already feeling the same way, think carefully about whether staying is worth it.

Go-Go other higher-ups have been showing up at various United Way events.
As usual, they’re only a chance to get their pictures taken in their #66 jerseys and then leave as soon as they can.
I haven’t seen Tractor Man, which is unusual because he always shows up for these events.

Different jobs, but same makeup budget.

Only difference is that one received a huge early payday for poor results and the other gets to be on Fox TV 5 nights a week as a paid commentator. I thought there is a prohibition about being significantly employed outside the Bank.

Guess Ford Jr. is working remote and putting in his 40 hours over the weekend.

The hotel giant is preparing for another round of corporate layoffs. This marks the second such reduction in two years. Previously, over 800 positions were eliminated in November 2024. The company is the world's largest hotel operator. Further details on the scope of these new cuts are not yet available.

Bethesda, Maryland

https://www.bizjournals.com/washington/news/2026/10/29/marriott-corporate-layoffs.html

Well, I've seen it all now. The customer had the rights to the code, so the account is losing it up to their Git host.

Now, the real shenanigans will start. I can't believe this was allowed to happen. I miss my EDS days, customer owned the data, EDS owned the code.

The State is going to use this against us. I don't like this at all. What special flower allowed this to happen? Probably one of those new banker managers. I'm just shaking my head & rolling my eyes.

Layoff 120000 corporate employees. Then you will get super positive free cashflow.

Corporate greed at its finest.

1. Profit Above All
2. Total Transparency, Zero Privacy
3. Loyalty Is Compliance
4. Healthcare Is a Commodity
5. The Narrative Is the Truth

LOL, "double-speak" at its best

I’m hearing this is just the beginning of InfoSys if your job can’t be outsourced over seas you will likely become an I9 employee which is why they had us fill out I9 forms last year. And if you don’t take the offer you don’t get a severance and you’re just out of a job. A very slimy way to get out of having to pay you a severance. Several team members I know are not taking it.

Like clockwork it's October they are 'functionally eliminating' another training role. Program Owners are on the chopping block today. Forcing a large number of people to all jockey for the same limited roles they are 'replacing' it with. When you spend billions on AI you've got to make up that money somewhere. This company hasn't been the same since David Joyner ascended and started bowing to stake holders as kings

Ethics, that is why it is crooked

#COP #Alaska had employees attend talks from politicians #Begich and #Sullivan boasting about how many oil & gas jobs they ‘created’ in the midst of more current COP layoffs and nasty previous recent layoffs of 25% in 2025-2026 and surprise layoff of North Slope workers of 12.5%.
Shows how politicians lie and
how much COP management doesn’t care about or respect employees.

https://www.facebook.com/reel/1737607930680356