#corporateculture

Polluting the world w its non environmental products Animals have broken down nervous systems near data centers. Stop the madness

So on today’s call, he said there are 18:000 people in operations.
We have 10,000 contractors at the new USBank India , and the plan is to turn all 10 ,000 India contractors to USBank employees.

He said we need to view USBank as an asset and that he was very excited to see our assets building in India. We need to embrace and need excited about the 20,000 space new headquarter in India.

So in summary, he is very excited to see 10,000 US based employees OFFShored to India.

Are these people clueless? They see profit by cutting expenses and get excited and think we should be excited to see our job gone or our co worker losing their jobs to India?

Did I miss anything else on calll today? I only listened to the Q and A, which was very rushed, of course

I’ve had a lot of time to think about Centene over the weekend. I’ve talked about most of this in pieces before, but when you put it all together, the picture doesn’t look good.

Well-run companies are building their own technology, automation and AI skills because those things will run the business in the future. UnitedHealthcare said on its July 16 earnings call that AI is already used across its administrative work and in nearly every provider and member interaction. It is even automating complex claims that once required people to review them. UnitedHealth is investing about $1.5 billion in AI and wants 80% of prior authorizations processed in real time by the end of 2027. Like them or not, they built much of that capability through Optum and they own it.

Centene is going the other way. It is pushing out thousands of people who understand its systems, data, business rules, and history. Then it is reportedly paying Cognizant between $500 million and $1 billion to use TriZetto for claims, billing, and customer service. At the same time, cut-rate SOW tech jobs are showing up for work that looks a lot like what former Centene employees were doing. The jobs didn’t disappear. They were moved somewhere cheaper, with less ownership and less accountability.

Centene’s Q2 filing says it expects to spend $355–$405 million on severance and contract exits, plus another $85–$115 million on outside companies helping with “enterprise optimization.” That doesn’t include the full reported Cognizant deal. This isn’t cutting costs as much as moving them from employees to vendors.

Here’s the scary part. Centene already has the highest ACA prior-authorization denial rate among major insurers at 25%. In Medicare Advantage, 93% of its appealed denials were overturned. Those numbers suggest the decisions already need work. Now Centene wants to automate more of them through a system run by someone else.

What happens when that system is wrong thousands of times? Who checks the rules? Who stops it? Who can reverse the decisions? Who inside Centene will know enough to push back when Cognizant says everything is working as designed?

UnitedHealthcare has publicly said doctors will still be involved when care is denied and that its call centers will never be fully automated. What has Centene promised? Who will make sure it happens after so many of the people who understand the work are gone?

A Cognizant TriZetto business also had a data breach affecting roughly 3.4 million people. It was not necessarily the same TriZetto platform Centene may use, but it is still a fair reason to ask hard questions about security and giving one vendor this much control.

The board and leadership changes add another piece. Lauren Tyler, who has experience in audit, investor relations, HR and private equity, joined the board in June. Paul Diaz, a healthcare private-equity leader and former CEO of Kindred and Myriad, joined in July. That same day, former WellCare CEO and Centene executive Ken Burdick left the board. Now Drew Asher is leaving the CFO job. Maybe none of this is connected. But add the buyouts, layoffs, new leadership structure, board changes, Cognizant deal, and replacement SOW jobs, and it sure looks connected.

Reporters and analysts have plenty to cover with earnings, membership and medical costs. But somebody should also be asking what the full Cognizant deal includes, how many Centene jobs are being replaced by vendor jobs, who will own the rules and data, what all of this will really cost, and how Centene gets out if TriZetto doesn’t work.

There are still missing pieces. If you’re seeing public SOW postings, job titles, rates, vendor names, work moving offshore or teams being replaced, share what you know. No names or confidential information. Just help fill in the picture.

• This isn’t simplification. Centene may be handing over its ability to run itself, one SOW at a time.*

Obviously internal group travel to these non-sales useless conferences still happening during layoff/travel freeze; saw these on linkedin today.

Does Mahoney or whoever the CFO is knows? Folks being gotten rid of should shoot them a message and copy paste the links

https://www.linkedin.com/posts/activity-7488698047141666817-nik8
https://www.linkedin.com/posts/ebonytravis01_disabilityinclusion-advancingtogether-activity-7489794621032648704-cZEH

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

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Sam Mehta now president and CEO effective immediately with Kubasik being found inconsistent with l3h code of conduct

Company wide, just Boston?
Can anyone confirm or is this just heresay and rumors?
Of so, why even move forward with interesting internal applicants?
Doesn’t that just alienate loyal employees?
Personality, I think all the bad policies of outsourcing, visas, dei, etc is coming home to roost.
You get what you vote for and I don’t see this fixing anytime soon.
I think this is it for what we know and expect in corporate America.
We’re all just cogs in an 8 billion human machine.

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.™

For too long, they had layers on top of layers of reporting lines for the ‘CISO’ that made no sense. His title wasn’t even a CISO but a VP, that reports to a VP that reports to a VP. That made no sense. Now, hes the CISO of a company that will see his value.

RV gets a seat on the OpenAI board. Now a McKinsey exec gets a board seat at BNY. What’s next in this game of thrones?

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.

Bad Visit yesterday . My store just had a horrible corporate visit. Focus areas were mainly STH and center core. Failing score card, store manager put on action plan final warning. Day after visit store manager is conspicuously absent from store.

A bunch of buddies who were politically selected walking around campus pretending they own the company in Belgrade and laughing and walking around all day protecting each other and posting pictures on LinkedIn where each sends a like to one another within 5 minutes. Typical drzavna frima behavior, where the general manager has yet to speak with his employees on the floor .. and not to mention the HR Director that has no clue what she is doing, because basically she is doing what she is told lol, but as everyone can see they cant raise food allowance for employees for 10 dollars in 10 years, but what they can do is post pictures how they are going out to diner with very important people ...

From Payments Dive:

Fiserv is seeking to dismiss the lawsuit filed last year for the shareholder class action lawsuit.

In other news:

I did not know that John Gibbons was not only added as a defendant in the revised filing but he is now Chief of Staff a the IRS. FU--ING FIGURES.

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.

Nothing else. Just good old greed. When will they figure out that if you put profit above everything, you destroy the company? Then there's no profit for anybody.

They've known about it for a while. And they still set up layoffs. We're living at an age where record earnings don't provide any job security for employees. How messed up is that?

Managers are wary of not having any humans left to control and exploit their hard work to generate wealth for the globalist rich 1%. Nerds can now exploit bots and managers’ jobs are becoming redundant.

https://www.linkedin.com/posts/cruzcorral_pip-corporatehumor-work-activity-7434656145543409664-9dID?utm_medium=ios_app&rcm=ACoAACDWavgB0LGL5W2TtBE3pepi5Q5gBI1-dF8&utm_source=social_share_video_v2&utm_campaign=copy_link

Its official!! Infosys is coming to take over the projects in CSO org. God only knows how secure ATT data will be after that. So, employees are supposed to train them only to be told bye bye in 4-6 months!! These id--ts at the top never learn from the past and what is happening in India right now... India just bashed up Meta top leadership citing a small technical glitch only to suppress freedom of speech and forcing them to block insta accoutns of a number of people who are protesting against the government!! Yet Stinky wants to send work to India and Indian companies...stinky will eventually realize how d-mb it was to move work to offshore and foreign companies but not before making a costly mistake just all other billion dollars mistakes he did in the past.

What surprises lie in store? What choices are being made to manage the end of quarter numbers? Not for employee benefit certainly, but to make the board think that real work is being done.

Shudder.

From Gemini:

Prompt: Rank the top 20 layoffs by number of employees laid off in the last 12 months by company

Feedback:
Over the last 12 months (August 2025 to August 2026), corporate workforce reductions have been heavily concentrated in tech, telecom, automotive, and financial services. The primary drivers remain corporate restructuring to fund massive AI infrastructure expansions, automation of legacy processes, supply-chain shifts, and cost realignment.

Top 20 Mass Layoffs by Headcount (Last 12 Months)

Rank Company Headcount Cut Primary Industry Primary Stated Driver / Context
1 Oracle ~30,000 Tech / Software Enterprise-wide cuts (approx. 18% of workforce) to redirect capital toward AI data center expansion.
2 UPS ~30,000 Logistics & Shipping Operations downsizing driven by reduced Amazon volume and network automation.
3 Citigroup ~20,000 Financial Services Multi-year corporate overhaul streamlining management layers and back-office functions.
4 Volkswagen ~19,000 Automotive Early retirement, voluntary departures, and cost reduction during EV transition in Europe.
5 Amazon ~16,000+ Tech / E-Commerce Management layer reduction, fulfillment automation, and shifts in AWS/retail teams.
6 Nestlé ~16,000 Consumer Goods Global multi-year operational efficiency and supply-chain automation program.
7 Cognizant 12,000–15,000 IT Services "Project Leap" initiative shifting delivery models toward AI-assisted IT operations.
8 Verizon ~13,000 Telecommunications Workforce optimization, debt mitigation, and expanded automated customer operations.
9 Dell ~11,000 Tech / Hardware Restructuring legacy PC/hardware divisions to pivot resources into AI server infrastructure.
10 Microsoft ~8,800 Tech / Software Targeted cuts and voluntary buyout programs (Rule of 70) across cloud and gaming divisions.
11 Meta ~8,000 Tech / Social Media Trimming Reality Labs and corporate operations to fund AI super-talent and compute clusters.
12 Procter & Gamble ~7,000 Consumer Goods Supply chain adjustments and organizational restructuring to counter tariff cost pressures.
13 HP 4,000–6,000 Tech / Hardware Multi-year workforce transformation targeting AI-driven operational efficiency.
14 Takeda Pharmaceutical ~4,500 Pharmaceuticals Centralizing corporate functions and reducing R&D pipeline redundancies.
15 Block ~4,000 Fintech Restructuring to cap headcount and pivot toward an "AI-native" operational model.
16 Cisco ~4,000 Tech / Networking Reallocating enterprise capital into AI networking, security, and optical hardware.
17 Intuit ~3,000 Tech / Software Replacing underperforming roles with investments in AI product development.
18 Morgan Stanley ~2,500 Financial Services Wealth management and investment banking cost-realignment.
19 Nike ~1,600+ Retail / Apparel Corporate overhead reduction and technology group restructuring.
20 Autodesk ~1,350 Software Sales organization restructuring amid shifts to automated self-service and cloud platforms.
Structural Trends
Capital Re-allocation to AI: Over half of the technology and IT service companies on this list explicitly framed workforce reductions not as simple distress cuts, but as cash re-allocation to acquire high-demand AI compute clusters and specialized AI talent.
Shift to Attrition & Voluntary Buyouts: Enterprise giants like Volkswagen and Microsoft favored structured voluntary buyout packages, early retirement programs, and hiring freezes over abrupt mass-termination events.

"Anthropic is hiring an “Insider Risk Investigator” to investigate employees, conduct sensitive interviews, analyze internal logs, and look for insider threats." the CEO is worried the younger generation works for money instead of the company’s ‘mission.’ He’s right I always use ExxonMobil’s corporate buzzwords and statements to pay bills. The mission is for employees; the paycheck is for executives.

This isn’t a layoff post, but it’s a precursor. Word is finally leaking out that Senior Managers are getting individual reports on employees… how active they are, and they’re also able to select platforms by seal ID how much time every employee is spending in each program. What they promised wouldn’t happen is here. Word is leaking out all over corporate sectors and mid managers are warning ppl.

Get a hobby and put from under the boot.

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.

No one has seen corporate officers out in public or at work centers. Are they hiding in their corporate refugees and private equity firm gated enclaves? They obviously recognize outside their fawning and servile sycophants they are loathed and despised by employees and customers. It is obvious they are going to extreme measures to conceal their whereabouts. We have to face our coworkers and customers everyday. Why do we continue to tolerate cowardly leaders, who have no skin in the game and steal all our profits?

It's such a simple concept that's been proven true over and over again: treat employees like they matter, and they'll make a difference. But when you treat people like cr-p, even if it's just some, everyone notices. The respect you lose isn't just from that one person, it's from everyone watching. This place used to understand that. Now it's just another lesson they'll learn too late.

We grind, we sacrifice, we build just to have them step on us and move on like nothing happened. Cisco has lost whatever soul it once had.

The upstream has been gutted. We are staffed for copy and past Guyana and copy and paste Permian. With the Horizon challenge nothing is copy and paste now. Executives baffled why everything isn’t like Guyana and Permian. Endless effort being expended to hold their hands and explain to them why everything isn’t not as easy as Permian and Guyana. Sadly they aren’t smart enough to understand so just keep yelling at the teams to find a way.

The lifting of consent order on Citibank by the OCC and the Federal Reserve this year is not quite a sure thing.

That "90%" complete line from the C suite is more about checking the boxes and implementing controls, not actually achieving clean data.

Rogers Sports & Media recently laid off 230 news media workers across six radio stations nationwide. This action followed the company's significant investment in Maple Leaf Sports & Entertainment. Union representatives criticized these decisions as prioritizing corporate interests over employee welfare. Negotiations for collective agreements had been protracted, with allegations of stalling tactics by the company. The layoffs highlight concerns about the future of local news coverage in Canada.

Vancouver, BC

https://pressprogress.ca/rogers-layoffs-stemmed-from-corporate-decisions-taking-precedent-over-workers-union-says/

Has anyon else who retired from Mobility Management get a letter sating that Life Insurance was canceled and not eliegible for even the $15K of insurance? Just more of AT&T cutting promised benefits then daring you to challenge them when they/Fidelity Benefits center have all documents which they never share

How does it make sense that private companies receive billions in American taxpayer dollars to run government funded programs (like Medicare and Medicaid), but are then allowed to lay off American workers and offshore those exact jobs overseas?

1. How does this build our economy?
   When public funds pay for these contracts, shouldn't a primary goal be keeping those tax dollars circulating within the U.S. economy? Offshoring eliminates middle-class administrative jobs, taking wage tax revenues and local spending power completely out of our communities.

2. How does this benefit the average citizen?
   The standard corporate argument is "cost savings," but rarely do those savings translate into lower healthcare costs or better services for the public. Instead, taxpayers fund the contracts, domestic workers lose their livelihoods, and profits go to corporate margins. (Sarah)

3. Why are foreign entities allowed to manage our sensitive data?
   This is the most concerning part. Millions of members' Social Security numbers, home addresses, financial details, and medical/disability records are being accessed, processed, and stored in databases overseas. Even with Business Associate Agreements and basic CMS/HIPAA compliance, sending sensitive American data outside U.S. legal jurisdiction creates obvious security and privacy risks? Were we not just trying to ban TikTok for data reasons but sending our most private information is okay to send overseas?

Most of these are rhetorical as I know the main answer is that this is for millionaires/billionaires to gain more money and that they don’t actually care about the American people.

And Sarah if you’re wanting to reinvest into the company, why don’t you use some of your massive salary?

They are using reviews to set us up for termination with no severance. It’s happening to well-respected employees who have propped this company up for years through all their corporate governance issues, consumer abuses and scandals. (I like to believe there are still some good managers here, but they are reporting to people who have made it to the top at Wells Fargo. People don’t make it to the top at Wells Fargo without being ruthless and narcissistic.)

Don’t assume your review is a meaningless routine HR checking of boxes.

• If you disagree with something written in your review, politely and factually correct false claims in writing. Ask for specific examples of where you failed, and submit your written rebuttal to add to your personnel file.
• Do not lightly sign a review you disagree with, or a disciplinary write-up on the spot. Add a brief note next to your signature stating that you receipt-only sign and disagree with the assessment.
• Maintain a file on a personal device of past positive reviews, emails, chat logs, and project data (however you can do so within company policy) to prove your performance. Assume you may need it.

There is a unique kind of professional dread that comes with sitting in a mandatory weekly roundtable for a company with no remaining backlog. Being asked what are you working on when the answer is effectively nothing, because we are sitting ducks turns corporate communication into pure performance art. It highlights a painful gap in leadership when routine replaces reality, forcing employees to invent micro-tasks just to fill the silence.

We all good with this? Crazy.

I’ve never seen this many heartless creatures concentrated in one workplace. Compassion? Don’t make me laugh. They recite corporate buzzwords like malfunctioning robots ,repeating “values” and “culture” they clearly don’t understand. And the managers… delivering the same recycled ice‑breaker lines like they’re reading from a script written in 1998. “It’s nice seeing your smiling face again.” Really? Try actually looking at people’s faces before you sp-t out that nonsense.
And for the love of basic honesty, stop putting words like culture, team, or mentorship anywhere near the name ExxonMobil. Those words don’t belong in the same galaxy.

Next week is Culture Week, everyone! Get ready for the toxic leaders of one of the world's most contemptible, companies to gaslight their employees into thinking we have a culture that goes beyond mistreating people, devaluing them and underpaying them. You really can't make this sh-t up.