#culture

Verex pharmaceuticals is notorious for having "layoffs".

It boils down to whomever does not fit this mysterious company culture where asking questions is considered offensive or uncalled for.

How do you exhibit change towards being more successful without asking questions??

More and more employees are coming to this site to share their experiences under current leadership. Leadership, starting with Ramon, needs to take ownership

Yes, you heard it right. Your compensation and maybe even job will depend on how much of this garbage you repeat.
Yes, they are the worst batch of leaders NM has ever seen.
Yes, they spent millions of dollars and over a year to dream up what you just saw.
Yes, it was absolutely underwhelming.
Yes, they gave you absolutely nothing new.
Yes, there is no way this will work.
Yes, NM is in huge trouble.

Comcast has perfected a strange kind of prison: one where the doors are technically unlocked, but everyone is too afraid to walk out.

That was Comcast for me. Sad energy. Re-org after re-org. Everyone seemingly operating with cortisol dialed sky high, with the stress slowing ki-ling them.

And I kept asking myself: why do you guys choose to be a Comcast corporate slave? Is the paycheck really worth surrendering that much of your time, energy, and peace?

The only difference between being a slave back then and today is that you have to house and feed yourself.

if we look everywhere online about Fiserv, there’s just nonstop pessimism and bitterness about the company and the stock price.

let’s just take a step back, right now could be the worst of the worst.

many of us here respected Fiserv before that’s why we joined the company or bought the stock.

the turning point for Fiserv stock is probably here or near. it’s always been one solid cash cow business model.

Not only are they laying people off so we have to pick up the slack of having less teammates but now they are adding all these new initiatives on top of it. Are they trying to burn us out? Because a lot of my coworkers feel the same but everyone is too afraid for their jobs sake and just yes manning their managers. It’s kind of ridiculous.

First, they let go of the very people who were delivering things. Teams and leaders who were delivering agentic solutions were let go.
The worst part is that they retained bootlicker SDs who wouldn’t deliver a single feature but were good at playing politics.

Those SDs retained their useless teams, many of whom have little to no exposure to technology beyond community college, and they are now responsible for designing some of the worst customer experiences. We are expecting to be AI first company with these kind of people.

But hey, thanks, Tanya and Nancy, for this brilliant display of leadership.

In case you are not aware of the timeline, this is why we are not popping from the news related to Muse.

Stripe launched as the exclusive premier partner on September 8, 2026.
Shopify showed up next on September 21, 2026.
PayPal, third to the party, joined September 22, 2026 (CMO praising FK like he's the savior lmao)

Now a billi to the UofO Scool of Engineering!

PHK really trying to bury last week’s string of bad news. Also, I wonder how Travis feels about slowly losing his inheritance. I guess there’s more where that came from.

How about Unc move some funds to Inc so we don’t have to do any more layoffs?

I’m starting to think hiring incompetent people is just part of the Fossil business model. Hire someone who can’t handle the workload, then magically redistribute their responsibilities to the people who actually know what they’re doing. ✨

The hoops we jump through to accommodate people who are slowly dragging morale — and apparently the company — even further downhill are truly impressive.

And once they’re hired? They scurry under a rock so no one can ask the dangerous question: “So… what exactly do you do here?” Meanwhile, higher-ups quietly cover for them because admitting there’s a problem would probably require admitting who made the hiring decision in the first place. 😌

Truly, a fascinating organizational strategy.

If you’re still in a corp retail location I’d get out now !! The “3 year” promise is a scam, a lie!!!

Does anyone else feel that a certain group of people take forever to approve the data access request for others ??
You have to reach out to them 10 times before they would even respond.

Heard it went over like a lead balloon.

The big push for broadening assignments and mobility is a trap. Supervisors want to move people into their groups as new Pip material so they don’t have to put their buddies in the lower rankings. Avoid at all costs being the new guy. If you are upstream and your new group is full of downstreamers there is zero hope. New project with downstream project manager who needs your expertise? Run don’t walk away. Total trap. You will do the work and get no reward other than a pip while the downstreamers take the credit.

I see many b5s having the same exact responsibilities as b4s. I’ve heard you don’t even get that big of a salary bump moving up to b4, if any. This is unlike any company I’ve ever heard of. It seems it’s either you’re a band 3 or a peasant. What is going on?

Sales folks.... we're all doing it but is it true some folks were sacked for fudging their external collaboration stats???

Go back and look at posts from 1 year ago

https://www.thelayoff.com/fiserv?page=20&sort=active

It's so clear zero progress has been made at all

I’m looking for a serious discussion here: no trolling, rage bait, etc.

I’m assuming if you’re still here, you either have no options or genuinely enjoy whatever culture we have left, especially if you got in before COVID.

Anyway, what do you think about the new structure changes? What do you think the plan is?

The Letter to Leadership was good and their call to action, this is ours. Leadership and the Board absolutely need to get their sh-t together, stop the leader revolving-door with swag bags of cash and create stability, but as employees need to stop making things worse too. There’s a difference between calling out real problems and constantly telling the world Crown is dying (when we aren't), collapsing or broke when the facts don’t support that. That noise gets repeated, becomes a narrative and adds to the confidence problem we already have. Hold leadership accountable, challenge bad decisions and demand better, but stop creating new problems while everyone is trying to fix the existing ones. Help each other, stick to facts, protect the business and move forward. Enough is enough, we need to be the examples to the leaders because they need it.

There have been way too many anti immigration and blatantly nationalist posts here. Its obvious this site has become rage bait for far right provacateus and I can no longer participate. Leaving the table.

Mr. Angelakis, here are a few places to start.

There is a tremendous amount on this board about leadership—specifically, about serious leadership behaviors that were allowed to continue for years. Employees have described HR complaints being swept under the rug, a culture in which leaders surround themselves with people they trust and then continue promoting those people to maintain loyalty, and questions about HR's role in allowing these patterns to persist.

As someone else pointed out, the fact that the 53rd floor has to come here to learn about what is wrong with the culture tells you exactly what you need to know. They need a mirror.

For you, Mr. Angelakis, I will spell out a few examples. Perhaps others can add to them.

Example #1:

Nester has a well-known reputation for berating employees, including in front of other colleagues. Multiple employees have experienced what they describe as extreme anger and verbal abuse. It is particularly troubling when someone who can appear composed and professional can suddenly become so angry that other professionals are reduced to tears. Yes, tears.

That is not a psychologically safe workplace.

It is especially troubling because psychological safety and respectful leadership are principles we routinely promote through our integrity and leadership training. Yet, according to employees who have raised concerns, HR has been aware of this behavior for years. The response, as described by multiple people, has essentially been: "Yes, he has an anger streak. We're working with him. He has been told to get it together."

But if the behavior continued, what exactly changed?

Despite years of complaints and concerns, Nester continued to be promoted, ultimately reaching the CFO role. That raises a fundamental question: What behavior does Comcast actually tolerate when the individual involved is considered valuable to the business?

It becomes even more troubling when you consider the impact on other employees.

Nester had the opportunity to fill the Controller role and selected a highly tenured, strong, well-regarded and well-liked woman for the position. After experiencing what employees describe as his repeated outbursts, she ultimately decided that she had had enough.

The timing is somewhat unclear to me, but she was in the role for only a relatively short period of time before an email went out to her colleagues saying she had decided to spend more time with her family and would be leaving—in just two weeks.

Employees knew there was more to the story. According to those familiar with the situation, she had approached Mr. Croney, who had the ability to intervene, but no meaningful action was taken. Nester remained in his position.

Let that sit for a minute.

A highly respected, 30-year veteran reaches a senior position in the company, experiences behavior she apparently finds unacceptable, and ultimately decides that leaving is preferable to remaining in that environment.

That is a remarkable statement about culture.

We talk about being a "family." We celebrate being a great place to work. We talk about integrity, respect and psychological safety. Yet if the accounts described by employees are accurate, what employees actually learned is that when someone is considered sufficiently valuable to leadership, others may be expected to tolerate his behavior—or leave.

And now, Nester has been removed from his CFO role as part of the broader business changes, not because he was held accountable for the behavior employees had been reporting for years. Even more strikingly, Comcast has apparently determined that he remains sufficiently valuable to retain and involve him in SpinCo.

So the questions become:

Where was Mr. Strahan throughout this?

Where were the SVPs of HR who knew about these concerns over the years?

If the solution was to give someone a coach and hope the behavior changed, what happened when it didn't?

At some point, coaching stops being accountability.

Example #2:

Another example is the Comcast Listens program.

Many people on this board have described their complaints as disappearing into a black hole. There is an additional issue worth examining: the program sat under the former head labor attorney, against whom employees had reportedly raised concerns.

The concerns described by employees included inappropriate s-xual comments or innuendos, flirting with junior employees, and an alleged relationship with someone on his team. If those reports are accurate, there is an obvious question:

How can an employee trust an integrity or complaint process when the person overseeing that process is himself the subject of serious employee concerns?

And again: where was HR leadership? Did Mr. Strahan ever review Comcast Listen complaints or get feedback from his SVPs of HR?

Where were the senior leaders responsible for ensuring that the person running an integrity program was held to the same standards the program demanded of everyone else?

The issue isn't simply whether one individual behaved badly. The larger issue is whether leadership consistently applies the same standards to people at the top that it expects from everyone else. Speaking of leadership "walking the talk..."

Jason spoke at the conference about compression, reducing layers and improving execution. Those of us in the business who are being asked to eliminate layers are paying very close attention to whether those principles are actually being applied consistently. Until roughly six+ months ago, there were three—yes, three—EVPs of HR reporting into one another: EVP to EVP to EVP. One has since left, but Mr. Strahan and Ms. Penna remain EVPs.

So, Mr. Angelakis, here is a very straightforward question:

Will the same standards being applied throughout the rest of the company also apply to senior HR leadership?

Will layers be eliminated based on organizational effectiveness, accountability and the needs of the business? Is splitting the head HR role over two EVPs not a severe duplication that actually reduces quick execution and increases cost complexity - the very things Jason said we're addressing?

Will we continue to see a culture in which relationships and loyalty protect certain people from the same scrutiny and accountability being applied to everyone else?

Because that is ultimately the issue being raised repeatedly on this board.

It isn't about one person.

It isn't about one incident.

It is about whether Comcast's stated values actually apply when the person involved is powerful, well-connected or considered valuable to the organization.

If leadership truly wants to understand the culture, don't just look at the people who stayed.

Look at the people who left.

Look at the complaints that were made repeatedly.

Look at who was promoted despite those complaints.

Look at who was protected.

And look at who ultimately decided that the only way to protect themselves was to walk away.

That is the mirror.

This week Sep 21-25 is International Week of Happiness at Work. How ironic!

https://internationalweekofhappinessatwork.com/

With all the cr-p management are pulling we should unionize!

Train still stalled?

Was anyone else listening in on the Leadership Development call on Tuesday? Things were going as expected, until the final comments when the male leader suggested that the way to increase our revenue per employee is to encourage people to leave voluntarily. Did anyone else catch that? Seemed like they said the quiet part out loud

Just confirmed on C15 level in a meeting, so unless you guys want to be on a PIP better adhere to it because your manager will land in hot water for it, and there is nothing managers hate more than taking responsibility for their employees.

This new WE initiative happening - they made a big deal about it on GK’s last company townhall but has anyone actually seen any progress, aside from badge access in MN hub? It’s supposed to help employees reduce the nonsense in their day to day jobs, but nonsense seems to be only increasing.

Nothing more to do. Nothing more to accomplish. Nothing whatsoever.

Move along now ….

The Chevron that I’ve known and loved for 25 years it’s just not the same. Our share of cost for benefits has increased so much, the changes in our disability plans and mental health has been astounding. Did you know that if someone dies in your group now, they send you a phone number? They don’t send Chevron people to help. How does this even make sense? We’ve made so much money this year and we are whittling away. What made Chevron special.

Call starts in less than an hour. Get your 🍿 ready!

How is it working for other primes such as LM, NGC, etc vs L3Harris?

We're averaging an HRBP leaving almost every 2 months since the reorg in wave 2. Are we going to do away with this pool model? It's confusing and not working.

So many Cengage openings being posted, and so many people posting their farewells. Cengage is looking bleak. ET freaking out about salesforce and the lack of pipeline. NK still thinks things are steady and stable and is in disbelief- that’s what you get for firing everyone who are not yes people and are living in reality telling you that reality.

uk office is toxic
clueless managers
80% of sales team on have had burn out in last year

My 31st service anniversary was 7 months ago. I've never heard a rude word directed toward me from my L3 until this year, and today was the the 3rd time since January. It made me angry and I interrupted him without thinking and told him to stop talking to me as if I was one of his ignorant children. I have 31 years of service, blah, blah, blah. Is this the new style of leadership with RTO? Anyone else seeing an increase in rude behavior from our leadership?

I was genuinely happy to see that we are finally building a GCC for a bank—something we have all been looking forward to. However, as we have moved into execution, it increasingly feels like a single-person agenda. It no longer feels like a Truist GCC; it feels like a “T-GCC.”
The leadership style has been non-collaborative, with a lack of maturity and, at times, an abrasive communication style. There seems to be a strong personal agenda to maintain 100% control, creating significant friction and politics very early in what should be a long-term strategic capability.
I have always had great respect for SA, but I feel he has placed too much control with T. I am not sure whether he—or others involved—fully recognize how much friction and a negative culture have already been created.
We are already behind on this initiative, and I am concerned the current direction is taking us further away from where we need to be. I am becoming skeptical about moving my function into the GCC because I genuinely question whether it will help us achieve what we intended.
It is also surprising that HR, Risk, GSD… are allowing this to continue. what is our GCC partner doing about it ?
What we seed today will grow within the GCC. If we continue to seed friction, politics, and a lack of collaboration, that is the culture we will ultimately build.

I find it disgraceful how many leaders take credit for successful projects that they have nothing to do with. Good leaders highlight their team success, not su-kout all the credit.

The way this company allows these providers to speak to us is disgusting! They way they’re allowed to b!tch whine call us names mock us complain that everything is our fault……but theres no ASL and no immediate help. And the second we bite back because we’re enforcing the company’s F$cked up rulesAnd we’re the ones on the hook for it?!?! Unreal