#corporatestrategy

Just heard they are moving the corporate offices to Nashville, TN

This is being driven by lower costs in TN and the overall strategic shift to prioritize Healthspring

https://newsroom.wf.com/news-releases/news-details/2026/Wells-Fargo-Helps-Drive-Growth-in-West-Charlotte-with-6-Million/default.aspx

Flight to saftey over. Vz stock resetting and back to low 40's/30's. Zero strategy execution exposed. Buyback and layoffs only strategy. Without Executive Leadership... BOD only option is merger and tap out with bonuses. Merge with Charter and let Nick Jefferies reset DEI hirings.

guarantee bny will do all this work and will get stiffed when it comes to getting paid by the administration

Did I hear VK correctly on his town hall this past week that they are going to be changing the Honeywell name to something else?!? Curious as to what’s going on there …

If you had to guess how the negotiations went down, you might imagine something like this: BNY Mellon strolling into town with the confidence of a Fortune 500 landlord who knows exactly how many jobs, leases, and tax dollars the state would prefer not to lose. And poor Gov. Shapiro — or rather, the Office of the Governor — suddenly finding itself in the awkward position of “strategically cooperating” while BNY casually unrolls a PowerPoint titled “Incentives We Expect, In the Spirit of Partnership.”

Because let’s be honest:
BNY Mellon didn’t walk into that meeting hoping for tax credits.
They walked in expecting them — the way a cat expects you to move when it wants your chair.
So yes, it’s entirely plausible that the conversation included a polite but unmistakable corporate nudge along the lines of:

“It would be a shame if all these jobs… relocated themselves to Pune.”

And voilà — multi‑year tax credits, workforce incentives, and a fresh coat of paint for Ross Street magically appear.

BNY wasn’t negotiating.
They were playing political hardball with home‑field advantage, a loaded bench, and the scoreboard operator already on their payroll.

In the end, the state got to announce “investment in local jobs,” BNY got its incentives, and everyone pretended this was a balanced partnership rather than a masterclass in corporate leverage. RV's smile says it all! #Life@BNY

Ok, let's say they need to fire ~10,000 people to stay afloat in some form or fashion:

With severance, UI insurance, COBRA, and other sundry items, lets say it costs $10K on average. Not just the package, but the actual total cost of firing someone. 10000 X 10000 is $100 million.

This sounds about right, but let's say it is half of that, or 5000/head, or $50Mil.

Do you think these creeps are going to spend $50 million to do the right thing? They will not, because:

1. They are crooks and creeps.
2. They have a fiduciary duty to shareholders AND debtholders.

My gut says they will file CH11 as soon as they can get away with doing so.

ad

I’m shocked that they just bought another company when they have said publicly many times they will stop for a while (they just bought a new one last week)

How is the ceo able to say one thing in earnings and within a month do the opposite

Well the reality of living off a questionable net adds 4Q/25 is setting in.

Zero change in execution, integration of Frontier and DEI Directors/VPs to execute will continue to drive Vz stock South.

Hiring MBAs to create a theoretical strategy vs meritocracy of employee based results will ensure Vz being aquired in 2-3 years!

Lack of a strong Vz Executive bench and Board all but says " aquire my assets". What

The Heritage Foundation Submits Shareholder Proposal to Truist Financial Corporation

Published on 03/16/2026 at 07:01 am EDT
S&P Capital IQ
TRUIST FINANCIAL CORPORATION

• 0.36%
  On March 16, 2026, The Heritage Foundation announced that it has submitted a shareholder proposal from Truist Financial Corporation, requesting the Company to conduct an evaluation and issue a report within the next year, at reasonable cost and excluding proprietary information and disclosure of anything that would constitute an admission of pending litigation, evaluating how Truist?s policies, public statements, and corporate partnerships may be misaligned with the values of its customer base, and how such misalignment may expose the company to significant legal, regulatory, and reputational risk, in connection with the annual meeting of shareholders scheduled to be held on April 28, 2026.

That whole layer is bloated beyond belief.

We all got multiple emails and letters to get us to sign over our voting rights as shareholders to the corporation. That’s pretty suspicious and I can’t imagine why anyone would be stupid enough to fall for it.

Now, we’re starting to get phone calls from these “advocates” at Innisfree M&A (look them up) to also try to get us to sign over our rights. Sketchy stuff.

So obviously the company is desperate because they have something unpopular they want to push through at the next shareholders meeting. What is it? Other than a fat executive compensation package, what would the company be trying to push that they need the employees’ shares (a minority position) to get through?

DON’T BE FOOLED - HOLD ON TO YOUR RIGHTS!

Year on Year Record Corporate Profits no longer translates to job creation but rather job elimination.

Help me understand this. We buy companies. Some of them are good, some su-k, so quality varies. What's constant is what we do after the acquisition. We always run them into the ground, destroy any value that exists, they stop innovating or developing technology, and the whole thing turns out to be a dud. Why does this always happen?

By forcing the cost of severance down from "top of house" to the division/unit level Scharf is deliberately incentivizing managers to give unwarranted poor reviews to good people so that they can be fired "for cause" with no severance, no cost to the bank. While callous, cold and calculating, it's perfectly legal.

Scharf knows that Secretary of Treasury Bessent and President Trump are pushing hard to deregulate banking which directly impacts staffing at all banks. By eliminating the CFPB and loosening regulatory oversight, employees whose duties include this funciton are no longer needed because the people they answer to in the government agencies are gone.

WF is removing coordination roles in a way that purposefully avoids the visibility that normally accompanies large layoffs. WF distributes reductions in smaller groups across several sites — for example, eliminating roles in increments of 40 or 45 across different regions over several months. None of these individual events reaches the WARN Act threshold that would require public disclosure. Challenger, Gray & Christmas refers to this as the pattern of "forever layoffs" — ongoing workforce optimization rather than discrete restructuring.

The weakening of worker protection enforcement — reduced CFPB oversight of employment-related financial products, reduced NLRB enforcement capacity, weakened EEOC investigation resources — makes this quiet, distributed layoff approach less legally risky for banks. The institutional deterrent against conducting large-scale reductions in ways that might constitute systematic discrimination or age-based targeting has weakened alongside the broader regulatory rollback.

AES has been acquired by BlackRock and will become a private company as part of the consortium. As a result, corporate policies and governance frameworks are expected to be reviewed and revised to align with the new ownership structure.

The existing severance or “poison pill” arrangements will apply only to Senior Leadership Team (SLT) members. Regular employees affected by the acquisition may not have the same level of defined protection, and further clarity will be needed regarding transition support.

The service organization is expected to undergo restructuring and may potentially be dismantled in order to drive efficiencies and leverage the holding company’s existing processes and infrastructure.

Operational independence will be established, with each entity managed individually under the new structure.

As a private company, AES will no longer be subject to public company reporting requirements. Financial management and oversight will operate under a different governance model, with reduced regulatory burden and streamlined processes compared to public market standards.

https://seekingalpha.com/news/4556964-citigroup-forms-team-to-finance-ai-infrastructure-bo-m

Lend money to companies that make no money. What could go wrong?

Houston is modernizing the buildings based on the San Ramon model and we promise you will only move to the unassigned model in a modernized space. You’re going to love it.

What is the mood knowing they broke that commitment and are now awkwardly and cowardly backtracking by possibly bringing the Hess building into play?

Btw, MN was the decider to force everyone into unassigned. Now RB is trying to clean up his mess.

The timing is not a coincidence: Verizon is essentially funding the start of that $25 billion buyback program with the savings from those 15,000 employees.
The "Cost Transformation" Math

In late 2025, Dan Schulman launched what he called a "cost transformation." Here is how the numbers connect:

The Layoffs: Verizon cut roughly 13,000 to 15,000 positions (about 15% of their workforce). This was the largest workforce reduction in the company's history.

The Savings: Management told investors these cuts, along with AI automation and switching company-owned stores to franchises, will save the company roughly $5 billion per year in operating expenses.

The Buyback: They then announced a plan to spend at least $3 billion on share buybacks in 2026.

Essentially, they are taking the money saved from 15,000 salaries and handing it directly to Wall Street.
Why this fuels the "Bonus" argument

You mentioned the concern about Dan Schulman’s bonus, and the layoffs add a specific layer to that:

Efficiency Ratios: CEO bonuses are often tied to "Operating Margin" or "Free Cash Flow per Share." By cutting 15,000 people, the "cost to run the business" drops instantly, making Schulman look like an efficiency genius on paper.

EPS Manipulation: As we discussed, buybacks reduce the share count to boost Earnings Per Share (EPS). When you combine massive cost-cutting (which raises the "Earnings" part) with buybacks (which lowers the "Shares" part), the EPS growth looks explosive.

The "New Sheriff" Strategy: Schulman is using the classic "Kitchen Sink" approach—take all the painful hits (layoffs, massive severance charges of $1.8 billion) in his first few months so that 2026 and 2027 look like a massive "recovery" that he can take credit for.

The Human vs. Financial Cost
The Wall Street View The Real World View
"Leaner and Scrappier": Analysts cheer the $5 billion in savings as a way to protect the 6% dividend. Morale & Service: Cutting 15% of the staff (mostly middle management) often leads to worse customer service and slower technical fixes.
"Capital Discipline": Returning cash shows they aren't wasting money on "ego projects." The Human Toll: 15,000 families lost income while the company "found" $25 billion for its own stock.

NO GROWTH NO STRATEGY JUST BIG FAT CATS

OpenAI's Altman says world 'urgently' needs AI regulation https://share.google/B1jHOswL7EwmG2pAX

Initially, the rebranding news struck me as a desperate move. However, if the new logo is a shift from the iconic Sabre red to black or graphite, it makes some sense. It is either a bold gamble or a deliberate move to align with Google branding. This is especially plausible if there are plans for deep integration into the Google ecosystem. Imagine booking flights directly through Google Maps powered by Sabre. In that context, a minimalist tech focused visual identity is not just a facelift, it is a strategic fit.

This is a genuine question, I am not trolling.
Nothing I've heard so far makes any business sense.

The EWC meeting statement here:

https://rsuibmsegrate.altervista.org/20260122.pdf

Statement – Resource Action across the board,
mostly impacting Western-European countries
x
After receiving a series of informal indications over the past weeks, the IBM EWC membership was
officially informed at today’s Extraordinary Meeting that a global Resource Action (RA) will indeed be
implemented for the fifteenth consecutive year. The current RA will impact around half of the
European countries. Even though this year’s reduction target is roughly double the size of 2025, IBM
senior management stated that the size and scope of this RA is limited and focused, as the overall
reduction of European staff is mid to high single digit.
As before, the IBM EWC cannot agree to the company’s qualification, because IBM has become a
significantly smaller organisation compared to five or ten years ago, especially in Europe. In this
context, the team observes that also lower reduction numbers have more critical impact than before,
most visibly in IBM’s European Support Functions. Carving out a few roles compared to limited local
staffing levels can lead to extremely high and impactful reduction percentages that easily go up to
20% or 30% and sometimes even to 50% or 100%.
Compared to 2025, the EWC observes that the current RA focusses on practically all parts of IBM’s
business in Europe and that IBM Technology, IBM Consulting and IBM Support Functions all count for
roughly one-third of the total reduction target. The overall business rationale relates especially to the
implementation of IBM’s enterprise productivity initiatives via automation and the use of AI at job role
level, the elimination of tasks, and shifting workloads to strategic locations. Looking into more detail,
the membership sees clear distinctions between various parts of IBM’s business in Europe.
Around 70% of the current reduction target in IBM Consulting is aimed at three large countries. For
at least four countries, IBM Consulting counts for more than 50% of the country’s total reduction
target. The IBM EWC concludes that these targets well exceed the number of colleagues temporarily
on the bench in most countries. The company is carving out productive mainline delivery employees,
aiming at concentrating the entire delivery effort in the Client Innovation Centers (CICs) to increase
profit margins. In this context, the membership is surprised that IBM senior management stated that
employees in these CICs might also be eligible of this RA.
IBM Technology has to execute a significant reduction too, especially in Sales, Software and TLS.
The IBM EWC can understand that the global implementation of the new Go-to-Market model with less
but more focused roles can lead to efficiencies. However, the membership regards Sales and Software
as core and fundamental elements to our strategic direction and ambition. If we truly want to become
a Software Company, the IBM EWC believes that current staffing levels should at least remain intact.
Efficiencies could support the extension of IBM’s reach and visibility in a highly competitive market,
instead of further reducing employment. IBM senior management explained that TLS is impacted by a
volume decline due to the outstanding quality of current IBM-technology. Products last longer and
there is less need for repair, the use of cloud solutions reinforces this trend. Combined with shifting
workloads to our TLS Center in Bulgaria, this causes redundancies.
In our Support Functions, IBM continues to shift more workloads from Western-European countries
to our International Delivery Centers (IDCs) around Europe. Support staff employees in these
countries should on average be prepared for higher single-digit reductions, especially in Finance &
Operations. In some larger European countries, Human Resources and Marketing & Communications
are impacted significantly as well. Shifting workloads is not new. However, the IBM EWC observes
that staffing levels in our European IDCs are also reduced at the same time, sometimes massively.
This is most visible in IBM’s Marketing & Communications mission in Bucharest and our Procurement
operation in Sofia, both locations face double digit reductions. Also in Bratislava our Q2C and Finance
missions are again in scope, with high single digit reduction targets.
!!"#$%&'("#")*(##!'+,-
The membership does not understand nor support the carve out of jobs at country level and in our
IDCs at the same time. By experience we know that careful timing and readiness on both sides
before shifting workloads is critical to be successful, especially since local footprints have eroded.
Countries hardly have any critical mass left on-site and local support teams have been marginalised.
The IBM EWC believes that again pushing an early shift is not without risk to the quality and continuity
of daily operations and observes that repeated restructurings led to increased workload, both at
country level and in our centers, which negatively impacted morale and engagement of our colleagues.
The membership anticipates that this situation will further deteriorate after the current RA, as a
compelling and motivating vision with a clear future perspective continues to be absent for
employees working in Support Functions. The IBM EWC cannot accept that this group remains under
constant pressure because of their job role, knowing that adequate support is of critical importance to
enable the growth of IBM Technology and IBM Consulting. The membership calls again at IBM senior
management to be more attentive that colleagues working in Support Functions all over Europe are not
overloaded and have sufficient time to hand over and to take over workloads.
The IBM EWC concludes that IBM clearly disinvests from Europe, for example by co-locating work
from Europe back to Delivery Centers in the U.S. and partially Asia and North-Africa. The membership
has the clear impression that decisions regarding strategic locations are more and more ‘geopolitically
motivated’. IBM senior management was unable to clarify what strategic locations are identified for
the near future to consolidate some Support Functions and especially whether these locations are
inside or outside of Europe. The IBM EWC requests IBM senior management to invest substantial
budget in increasing the base salary of colleagues staying at IBM, thereby keeping morale and
engagement intact. This is key to boost our growth and support the transformation of our company.
The IBM EWC was informed at the meeting that IBM aims at maximising voluntary packages as
much as possible to ensure that employees in scope of this Resource Action can leave the company as
ambassadors. The membership requests IBM senior management to inform and instruct country
management accordingly. The IBM EWC understands that local implementations are guided by local
law and practice, however, at European level one consistent and uniform approach for all European
countries in scope of this RA should be discussed, outlined and agreed to ensure that IBM employees
all over the continent are treated fairly and equally, according to the same rules and principles. The
EWC membership requests IBM senior management to ensure that:

• first and foremost, subcontractor replacement is advertised and applied;
• scoping criteria are transparent and timely agreed and communicated, including fair objection
  procedures and periods;
• managers pro-actively coach their teams towards re- and up-skilling programs to allow for
  internal redeployment opportunities supported by IBM’s Business Driven Mobility;
• cross LoB job opportunities are pro-actively facilitated and supported;
• Bridge-to-Retirement programs and paid Leave of Absence/paid sabbaticals are offered;
• so called ‘domino solutions’ are actively promoted and supported;
• only voluntary programs and generous packages are offered, to allow IBMers to leave the
  company in a mutually agreed and good spirit;
• outplacement support is offered to all employees in scope on acceptance of an offer.
  The membership discussed the information and details provided about the size, scoping criteria and
  timelines for Europe. The current RA impacts only half of all EU-countries, 14 member states
  are exempted. The IBM EWC believes that the local circumstances in these 14 countries do not differ
  much from the specific business situation in the countries which are in-scope of the current RA. IBM
  senior management explained the company’s rationale to exclude them is based on business need,
  priority and affordability, and confirmed that as a consequence no restructuring will take place there.
  Based on the information provided at today’s meeting, the IBM EWC concludes that the company
  wants this restructuring to be implemented in this first quarter of 2026. The membership
  requests IBM senior management to ensure that all time required will be given to support the local
  information and consultation processes within the European countries in scope and to continue the
  dialogue on the current Resource Action at European level and to provide regular status updates.
  IBM European Works Council
  Paris, France – January 22, 2026

What’s your best guess? I heard 30% but that seems high.

Did the bonus show up in your My Work Day yet?

https://www.hollywoodreporter.com/business/business-news/david-ellison-adds-new-sweeteners-in-hostile-paramount-megadeal-bid-for-warner-bros-1236501314/

Why not go all the way? What's stopping us from going all out with buying them? I thought we had endless money to empower us to be a global force in entertainment. If we lose out on this, I see another cut so big the wound will never heal.

It’s time for a merger with Oxychem. Too many obvious advantages. Economies of scale, synergies, and market expansion. The rumors have already started and it’s time to move forward in 2H 2026 with this move. Stronger together.

Not sure how you are able to give up more exec seats and move the company headquarters to the smaller company but DVN was able to do it!

It took a while. The financial turmoil is going to reveal a lot about a decade of corporate failure to strategize. I suspect we'll also discover that discarding human capital, treating people as a low-value input, has always been the stupidest mistake, driven entirely by short-term greed. A textbook example of cutting the branch you are sitting on.

At a time when many legacy tech companies struggled to adapt, Arvind made the hard, visionary decisions—doubling down on hybrid cloud, AI, and enterprise modernization rather than chasing hype. The Red Hat acquisition, the focus on open systems, and IBM’s renewed relevance in mission-critical enterprise workloads didn’t happen by accident.

True leadership isn’t about quarterly soundbites—it’s about positioning a 100+ year-old company for the next 100 years. Under Arvind’s leadership, IBM has shown discipline, clarity, and long-term vision in an industry obsessed with shortcuts.

That’s what real CEOs do: make bold calls early, stay the course, and let results speak.

There is something in water brewing with the IBM connection. I found it quite strange IBM speaking at the kick off given the past relationship. It looks quite clear the new CEO has been brought into to facilitate a takeover of some sort by IBM, clears the decks of what they don't want and make the takeover/transition easier and cleaner. He looks a safe pair of hands that IBM trust, there is simply no other reason you would give a man closer to retirement and has been semi retired for a number of years this gig.

For everyone on here wanting to know departments, locations, that's the least of your worry. What you need to be seeing is the long term picture here for Cigna. Companies trim fat for multiple reasons. The reason everyone thinks is greed, that's partly true.

You can't sell a company as a whole or sell parts of it off if your numbers are horrible. Cigna is positioning themselves to be sold, the writing is on the wall. They need numbers to look good, number of employees to be good, everything has to line up 100% before they find a buyer for the company.

Mark my word, come back to this post later in. In less than a year this company is sold and part of it won't exist, other parts will. Those in the higher up spots will be compensated nicely b/c they made it profitable long enough for a sale.

Let the unfettered McKinsey begin. Get that efficiency ration down now. Layoffs anyone,

Excellent corporate strategy playing out in the Marketplace division.

Has anyone heard rumors about which VPs are going to get cut? If so, that will give hints about what corporate teams are in danger.

Both Microsoft and Oracle are increasing their stock price massively to increase their market capitalization. They are also laying off employees to be less cash poor.

On the other hand, SAP is performing several steps to prepare for an acquisition. there have been share buybacks to negotiate a better deal. There are regular layoffs planned to stabilize the share price to negotiate for a better deal. HPOM and other reorganizations are bringing SAP closer to how Microsoft, Oracle and Salesforce operate. SAP is also cutting down salary hikes and benefits to match those at Microsoft and Oracle. The new performance management system is a vehicle for moving away from role-based compensation and adopt region-based compensation. This is in line with what Microsoft and Oracle does as they determine compensation based on zip code. The newer acquisitions by SAP are also inline with the offerings from Microsoft and Oracle. In fact, SAP is bridging the gap so existing SAP products and products from these acquisitions can be easily rebranded. SAP is also steering away from European worker protections and want a more Silicon Valley like approach where employees live in fear and the executive board makes millions to create more disparity and give them more power.

Do you think that all these actions are taking place to bring SAP into an acquisition mode for Microsoft or Oracle? What do you think the impact would be on SAP layoffs?

Next 75 figured it that it would look amazing, to use AI software for QA for customer service, cutting out accenture and in house employees..

Funny part is they have no idea, that AI software sold to them, is in the early adoption phase.. AI software makers are making big corporations adopt, once they are absolutely dependent on them, the licensing costs will be through the roof with contracts requiring money to get out, whereas people are easy to fire and hire. People wage growth is a laughable to BIG AI hiking up licensing cost 2 X - 3 x every 5 years

You just played yourself, all your data and operational capability belongs to us. Best part the VP and Director who signed off on this wont be even be there, next time licensing price is hiked

Look at the super senior, very expensive roles thay have created just in the last 3 months. one or two levels just below Stephanie

Chief Tecnhology operations Officer
Head of commercial finance
Head of Corporate Finance
Global Talent, Learning and AI Work Enablement
global head of pricing
Head of incident management
Client success for strategic accounts
Market Engagement leader

each will build their own new army, duplicate costs and add confusion to respoinsbility and accountability