#culture

"Moving The Goalposts": BofA Downgrades Nike, Slashes Target As Turnaround Story Delayed

to just ki-l nike off
maybe they should market shoes to only smurfs

I’ve been seeing ad becoming senior manager and some avp becoming senior director. Anyone else encounter this?

Quietness' speaks volume-

After reading these threads, I will never see puffer vest the same way again! LOL 😂🤣🤣

A quote from the judge from the Caddyshack movie; decades ago. Also applies to your current lack of promotion.

Please update the org chart
Employees need to know if they are in or out
If they are out…please hurry up & finish it
Announce layoffs. Instead of pretending…
It is not happening
Respect is one of the company values-
Secrecy is not ….

What’s going on with Nike?

https://www.reddit.com/r/OutOfTheLoop/comments/1wpvchz/whats_going_on_with_nike/

Wells Fargo Managers are also threatening to make CONTRACTORS ineligible for rehire and are refusing to give reviews to the agencies. For nothing. Out of spite. Save your reputation & don't come to work here.

Saw a bunch of leaders pat themselves on the back for releasing Chatgpt plugin.

Seriously!! Do these vanity projects achieve anything other than a bullet point for few people's resume?

Have the "leaders" taken a moment to think how many customers would know that they have to install a nike plugin in chatgpt to access that functionality. Even if they are technically saavy, why would anyone care to install it? Would they not just search for the product or go to nike.com and buy it?

Please tell me how much revenue you generated for nike from your vanity project?

I am sick and tired of working my a-s off and seeing nike stock go down while these mo--ns push out cr-p that nobody wants. And collect big paychecks while they are at it.

Integrity - If you say you are going to do something, do it. If it’s part of your job, do it. If it’s not part of your job and you can help someone by doing it, do it.

Respect - Respect coworkers even if they are from different departments, or different levels. If you’re a higher level than someone you should be mentoring them not ignoring or brushing them off.

Accountability- Do your work, and do it right. Respond to emails. If you don’t know something, say you don’t know instead of not replying. Follow up on your responsibilities, even when you’re tired. Make sure people that depend on you have what they need and they feel like they can rely on you.

Customer Focus- Always think about the customer, whether it’s an individual or a fortune 100 company. Prepare pause and confirm. Always think of ways to make the customer experience better and communicate those ideas to leadership even when it’s “not your job”.

Inclusivity- Working with people from different backgrounds, whatever that means in your role. Treat them with respect and remember we are all on the same team regardless of their background, role, education level, union/non-union etc. We are one team. We are one Verizon.

If Verizon focused on promoting managers and employees who followed and enforced these values and got rid of the ones who didn’t, the company would be a better place.

Happy Friday.

Our OD and SSEM continue to show the their incompetence. We now have to track things on a spreadsheet cause they don’t know how to use actual tools to lead the business. This is a prime example of why Cisco is continuing to lose market share. These two should not be in any leadership position. OD does not know how to lead. SSEM wants to be a mini-OD instead of leading SEMs in leading their SEs.

Does anyone know what the he-l happened to the IPF calculation? What the heck did Cisco change specifically? I have a split of people getting decent IPFs, but quite a few people getting absolutely sc--wed too.

Meeting Summary:

The "All" "Hands" gaslighting festival in full force today.

Disregard how this company and its leadership is objectively and universally despised by its workforce, customers and students; those feelings are invalidated because Cengage has SEVEN PERCENT EBITDA.

According to MH, "REVENUE GROWTH" is the only marker of a healthy company. Not culture -- REVENUE. Just ignore the incongruency here that everyone on staff is looking for a way out and/or laid off; we are healthy because we now churn more cash to service our debt! F your feelings.

A group of complete Chuds tossing around buzzwords and saying nothing.
Max comedy.

An audience of 1: Wall Street backslash Apollo.

Director told my team she wanted 100% participation. Haven’t done it. Don’t want to be a part of this BS. Can they see if it’s me who has not done it?

Yes, an AI bubble burts would be bad but what's currently happening is worse. They have ALL the leverage right now. There's no mobility for anybody to push back on how awful this place and others have become.

If you’re feeling like the machine is marginalizing you or undermining your talents…start observing what is happening to cash cow Guyana 🇬🇾. A classic case of operational excellence meeting over delivery and short term aggressive production guidelines. The accelerated production is starting to manifest its self hard…with well failures and increasing water and gas conning. Every new FPSO will only uplift legacy declines and there is no chance in he-l delivery 1,700,000 bopd for any consistent amount of time, by 2027 we will see -25,000 bopd month on month…it will be shocking…PIPs get intentional

ALL HANDS EMAIL:

The most interesting part of this email isn't that leadership changed the name from "First Friday" to "All Hands." It's the wording itself: "We'll discuss where we're headed, how we'll win, and how we'll work together to get there." That's a great message for a company that's apparently still trying to figure out where it's headed.

Think about that for a minute. Five months ago we were told the new structure was the result of months of planning, analysis, research, modeling, workshops, consultant input, and executive alignment. We were told there was a strategy. We were told there was a roadmap. We were told this was the answer.

Now we're being told we're going to discuss where we're headed.

Those are two very different things.

If leadership had confidence in the structure, we'd be talking about execution. If leadership had confidence in the strategy, we'd be talking about results. If leadership had confidence in the decisions made over the past several months, we'd be talking about growth, adoption gains, customer wins, and operational improvements.

Instead, we're still talking about direction.

That's what should concern employees.

The most successful organizations I've been part of didn't spend this much time explaining themselves. They spent their time supporting customers, developing products, empowering employees, and producing measurable results. The results told the story. The results created alignment.

Here, it feels like the opposite. Constant explanations. Constant repositioning. Constant alignment meetings. Constant reminders about the strategy.

At some point, employees start asking a simple question:

If the strategy is working, why does it need so much explaining?

The reality is that trust isn't built through presentations. Trust isn't built through slogans. Trust isn't built through renamed meetings.

Trust is built when leadership's predictions become reality.

Unfortunately, many of the predictions made around the May reorganization have not matched what employees are experiencing on the ground. That's why skepticism continues to grow. Not because employees are resistant to change, but because they've spent months watching reality diverge from what they were promised.

The challenge leadership faces today isn't convincing people that we'll win. The challenge is convincing people that the people making the decisions actually understand why so many of the previous decisions haven't produced the outcomes they expected.

Because at some point, employees stop evaluating presentations and start evaluating results.

And that's where the real conversation begins.

Help... Cengage is sinking!

Let’s get back to this HP! We are on the ropes but we have amazing people and ideas!

The eleven rules are:

Believe you can change the world.

Work quickly, keep the tools unlocked, work whenever.

Know when to work alone and when to work together.

Share — tools, ideas. Trust your colleagues.

No Politics. No bureaucracy. (These are ridiculous in a garage.)

The customer defines a job well done.

Radical ideas are not bad ideas.

Invent different ways of working.

Make a contribution every day. If it doesn’t contribute, it doesn’t leave the garage.

Believe that together we can do anything.

Invent.

I will start - The organisation is starting to fail across the board with all of the reorganizations. The talent pipeline weak. We are seeing a huge proportion of the new grads leaving but more concerning is the 15-25year range who have frankly had enough of the BS. No raises, more BS and the opportunities are less. The new D and S model is so much worst than the old system (sounds like our PA system) and only helps the HIPos. And Darren will retire just before the s hits the fan. Goodbye long term growth.

In hindsight, he said he wished he had not exposed Pioneer employees to Exxon’s “notoriously cut-throat and dysfunctional culture” but instead pursued takeovers of other US oil companies such as Range Resources or Endeavour Energy Resources.

https://finance.yahoo.com/energy/articles/shale-tycoon-claims-exxon-ceo-124336695.html

https://www.ft.com/content/ad6d56fa-6a6e-43bd-8f12-205a3f94ac0e?syn-25a6b1a6=1

In hindsight, he said he wished he had not exposed Pioneer employees to Exxon’s “notoriously cut-throat and dysfunctional culture” but instead pursued takeovers of other US oil companies such as Range Resources or Endeavour Energy Resources.

https://finance.yahoo.com/energy/articles/shale-tycoon-claims-exxon-ceo-124336695.html

https://www.ft.com/content/ad6d56fa-6a6e-43bd-8f12-205a3f94ac0e?syn-25a6b1a6=1

In hindsight, he said he wished he had not exposed Pioneer employees to Exxon’s “notoriously cut-throat and dysfunctional culture” but instead pursued takeovers of other US oil companies such as Range Resources or Endeavour Energy Resources.

https://finance.yahoo.com/energy/articles/shale-tycoon-claims-exxon-ceo-124336695.html

https://www.ft.com/content/ad6d56fa-6a6e-43bd-8f12-205a3f94ac0e?syn-25a6b1a6=1

In hindsight, he said he wished he had not exposed Pioneer employees to Exxon’s “notoriously cut-throat and dysfunctional culture” but instead pursued takeovers of other US oil companies such as Range Resources or Endeavour Energy Resources.

https://finance.yahoo.com/energy/articles/shale-tycoon-claims-exxon-ceo-124336695.html

https://www.ft.com/content/ad6d56fa-6a6e-43bd-8f12-205a3f94ac0e?syn-25a6b1a6=1

My friends at Exxon have told me how bad things have gotten but this is unbelievable.

In hindsight, he said he wished he had not exposed Pioneer employees to Exxon’s “notoriously cut-throat and dysfunctional culture” but instead pursued takeovers of other US oil companies such as Range Resources or Endeavour Energy Resources.

https://www.ft.com/content/ad6d56fa-6a6e-43bd-8f12-205a3f94ac0e?syn-25a6b1a6=1

https://finance.yahoo.com/energy/articles/shale-tycoon-claims-exxon-ceo-124336695.html

I already had 35 hours for the week before I set foot on this cr-ppy Lenox campus. I will be done for the week when I go to lunch today. I think I will go to Sam's and Costco before hitting the links today. Y'all have a great weekend!

https://www.ft.com/content/ad6d56fa-6a6e-43bd-8f12-205a3f94ac0e?syn-25a6b1a6=1

https://finance.yahoo.com/energy/articles/shale-tycoon-claims-exxon-ceo-124336695.html

In hindsight, he said he wished he had not exposed Pioneer employees to Exxon’s “notoriously cut-throat and dysfunctional culture” but instead pursued takeovers of other US oil companies such as Range Resources or Endeavour Energy Resources.

Below are comments from TIAA employees about their failing partnership w/ACN. This is right from our sister board at The Layoff. A true harbinger of things to come.

@rk you need to have the concept of quality to implement quality control, something both Offshore and and Accenture team assigned to TIAA lack. Accenture is not this bad with other clients so TIAA got the worst of the lot, mostly because TIAA offshore running a lot of this has an extremely low bar. TIAA is going to lose in the long run just save some money now. His can the CEO/CTO NOT SEE THIS! SAD!!
12h ago by T is Bad
7 reactions (+7/-0) | Reply
Post ID: @ry+1m327nxmv
 +7 

•••
@jp never seen a partnership deal)this bad. Whoever orchestrated this atrocity should be fired..both at TIAA Management side and accentuare discovery team. Terrible, all the good TIAA employees and contractors left or did not consent to join Accenture, Accenture got the bad leftovers. I also heard that they are cutting hourly rates for contractors, that means more good ones are going to jump ships, reducing SLAs, quality even further.
1d ago by Anonymous
6 reactions (+5/-1) | Reply
Post ID: @md+1m327nxmv
 +4 

@gb it’s terrible. The ACN teams don’t even work in alignment and you join a call and it’s a new group of ACN teams that are clueless to what is being handed off to them. They give absolutely ridiculous timelines even after showing them the processes and testing requirements. They just throw out dates and demand you fill out their status tracker spreadsheets. They bang on the desk to try and show they are busy. Completely worthless partnership that is holding us back.
1d ago by Anonymous
13 reactions (+13/-0) | Reply
Post ID: @jp+1m327nxmv
 +13 

A lot of discussion on degraded contractor capability but little discussion of degraded EM capability and rising number of mid career resignations. All roses and rainbows and talk of increasing headcount through hiring and pulling from operations groups. Meanwhile we aggressively drop the ranking of those with proven capability, pace out their promotions, and give them no meaningful raises all while cutting benefits and reducing expat compensation and beating the drum of how important mobility is. What a joke.

Its time for the white collar workers of Chevron Unionize to fight our brutal management!

Just gonna leave it here:

https://www.theguardian.com/business/2026/sep/17/barclays-staff-return-to-office-travel-working-from-home

https://www.bbc.com/news/articles/cqlym1n9kpyvo

It’s very clear from this promotion planning, that XOM only cares for you if your a CL38+ POT. If you 34 POT, you don’t matter whatever you think. Your career will be fine but you will watch all the great jobs go to the HIPOs only. It su-ks but atleat the company is being transparent. HIPO go far, non HIPO roles go to India. Jump whilst you can

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?