#culture

Remember all of my comrades, we are all just a number in corporate Verizon.
That number is number 2

The useless and id--ts are still stuck around look very suspicious and nervous at this place while the talents are still pushed out secretly.

https://studyfinds.org/saying-um-more-frequently-may-signal-cognitive-decline/

VZ Fam.. you should watch Season 1 Episode 1 of the Office to cheer yourself up. Its relatable lol

I was hired about two years ago so I only know the cultural under this CEO and CEO leadership. Honest question for those who have been here for a decade or so - how does this culture compare to prior CEOs and leadership team? Better? worse? If different, then how?

Why do we have a US leadership and Indian leadership in IT.
Possibility to trim the fat..

As chairman of Frontier.. does John Stratton come back?

Maybe Mike Lanman and George Fischer weren’t also so bad; compared to what we had the last decade?

Remember when the 10 points of the Credo were stuck on every wall, printed and stuck on every desk.

He is getting his Pals the pay...

There's entire chains that remain on the foundry side absolutely disconnected from any actual engineering or manufacturing beyond the occasional random h1bs or DEI hires reaching out with obscure nonsensical requests. It's clear that these people don't know what's going on, often can't speak English , and contribute nothing to the foundries, and yet it's these tumors that remain while oblivious Middle management cuts the people actually doing things for the floor...

Are we ready to give our best 20% effort?

As f5 continues to sink we can turn this around. Go back to hiring people not on how they look but on what skills and vision they bring to the table. How John McAdam did it.

Every time the org chart gets shuffled, employees don’t feel “aligned”; they feel like another layoff wave is coming. That kind of background anxiety eventually becomes its own full-time job.

The constant context switching is just as costly.
Teams barely settle into new priorities, new leaders, or new workflows before everything resets again. It’s impossible to build momentum when you’re always reintroducing yourself and relearning the mission of the month.

At some point, leadership has to realize that stability is a competitive advantage. You can’t demand world-class creativity and execution from people who are bracing for impact every quarter.

What the company actually needs isn’t another reorg ; it’s a resilient long-term plan, consistent direction, and a culture where people feel safe enough to do their best work. That’s how you “win,” whether it’s now or later.

Seeing my fellow Verizon team mates stressed about potential layoffs is hard. Seeing LinkedIn influencers rush in to ‘add value’ just to boost their own metrics? Infuriating. They act like they’re offering wisdom, but really they’re just feeding on the anxiety like opportunistic sharks. It’s deplorable.

Are leaders gonna encourage their teams to work from home Thursday…just to enable the people who are impacted to save face? Not have to get “that” call right in the middle of all their co-workers?

I was today years old when I learned there is such a thing as a layoff merch industry, and it's thriving. What the he-l? Why are people selling layoff shirts, jerseys, cups, and whatnot, and more importantly, why are people buying it? Somebody make it make sense, please.

Hi, Verizon employee here. I have heard that many former Verizon employees went to T-Mo. If you are one of them, can you provide some insight into the similarities and differences? Not asking for specifics, just generalizations. Curious about how different we all are. I am former ATT and found both ATT and VZ to be pretty similar

If they follow up the layoffs with a 5-day RTO I think they'll have a riot on their hands. There's only so much people can take, and I wouldn't be surprised if this ends up being the straw that breaks the camel's back and we see massive quitting, which is probably the goal, along with massive walkouts. If cops can have the blue flu, we can have something similar as well.

At least on my team. Tells you all you need to know about this company and what are its priorities.

That once we shed 15k people, things will suddenly turn around, we'll become more profitable, the stock's going to skyrocket, and all that jazz? Because we've had layoffs before, and all they ever did was leave the people who stayed with even more work. That's it. Oh, and the people at the top got fat bonuses. Which explains a lot.

Greedy AI investment with un realistic expectations burned out IT team. IT teams started digging hole for all store and core employees, ended up digging too many. Now it's time to burry them all including the one who dug it in the first place.
Irony is, Now everyone is asking AI will they be on the list.

The past few years at Clover have exposed the full extent of failure in engineering and product leadership. Decisions are reckless, priorities constantly flip, and nothing ever gets executed properly. Every new “initiative” collapses into chaos because the people in charge can’t think ahead, can’t follow through, and seem completely out of touch with reality. Teams are left to pick up the pieces while leadership pretends everything is fine.

The lack of accountability is absurd, the same mistakes keep repeating, yet nothing changes. If real progress is ever going to happen, serious action needs to be taken at the top. Clover leadership needs a hard reset, and the company can’t afford to keep operating with this level of repeated mismanagement

So the goal here is to take longer and use an application that jumps through 9 different screens that serve no purpose. Bouncing little ba--s and a screen that just freezes. So what kind of kick backs did someone get paid for us to buy this worthless application ? Last time this happened - AT&T Wireless bought Siebel .............and then what happened ? Bub bye.

Seriously, the guy just cuts heads- couldn’t literally anyone do that? So what exactly makes someone a great leader? Apparently here it’s leading us to lots of debt, pi----g off most employees, forcing overcrowded buildings, having the arrogance to say this is best even though employee surveys says differently, constantly refer to other companies like Amazon that we are following- so really we lead in nothing, and of course the complicit board-made of of other people that knew best and pi---d off their own employees.

The current implementation of internal account indicators—often referred to as "banners" or "flags" for priority opportunities—is fundamentally distorting our approach to customer engagement and compromising the integrity of our sales data.

The core issue is that management directives are prioritizing the achievement of a high banner "close rate" metric over serving the complete needs of the customer.

Metric Manipulation Over Sales Integrity:
The mandate to achieve a positive close rate on these specific accounts results in behavior that is detrimental to both the customer and the business's long-term health:

Avoidance of Service:
Employees are being instructed to actively avoid accessing accounts with a high-priority banner if the customer's immediate need is not a confirmed purchase (e.g., they need a simple phone activation, a non-committal upgrade quote, or troubleshooting). This is a direct abandonment of the core principle that customers are the lifeblood of our operation.

Skewed Performance Data:
This avoidance strategy does not reflect an increase in sales; it merely creates an artificially inflated "close rate." If an account with a high-value opportunity is never opened, the company still fails to capture the potential revenue. The resulting data gives a misleading picture of our sales effectiveness, suggesting we are performing better on these opportunities than we actually are. This is not salesmanship; it is data manipulation.

Unrealistic Expectations and Pressure:
The immense pressure placed on front-line staff stems directly from unrealistic expectations set by executive leadership, who demand near-perfect closure on every flagged opportunity.

This lack of realism ignores the fundamental reality of the sales process, which inherently includes customer deliberation, declines, and service-only interactions.

Furthermore, this intense focus and pressure are applied despite the fact that successfully closing a high-priority banner sale does not typically result in increased commission or compensation compared to a standard transaction. This disconnect forces employees to endure significant stress without adequate incentive.

The Call for Change!!
The mandate to avoid customers based on a potential sales banner is a betrayal of the stated core values of the organization, particularly integrity. True success is measured by serving every customer need honestly and driving organic sales, not by fabricating positive performance metrics through systemic avoidance and data manipulation. This practice must be immediately reviewed and reformed to align our operational goals with genuine customer care and ethical sales practices.

Even the plumbing gods hate RTO. El Segundo office closed today due to no running water. Hopefully the rain expected this weekend will make for a nice long, slow repair process. Doubt it but it would be nice. Great to be to work without distractions and a pointless commute even if it’s only for a day or two.

I have a hard time to believe that.

Corporate America, including Wells Fargo has been nothing but a source of wealth for the CEOs and executives. They don’t give a cr-p about any of the worker bees who make their salaries and bonuses possible go rake go rough a house go build something do something meaningful with your life because the corporate life will do nothing but drag you down and lower your morale

I hate to see anyone lose their job but it looks like Dan is doing exactly what most people wanted. He is letting go of the leaders that are responsible for the currwnt state of the company

What in tarnations is this company doing using Rootin and tootin as a title for anything? - Yosemite Sam

Heard an email went out recently announcing communication freeze for Nov 17-23rd...

Trying to hold back the bad press or leaks?

These ongoing fall massacres aren't "just business" any longer, it's a dark triad. The 2 years of psychological warfare leaders architected isn't "just business". If it was, the original cuts would have produced the OneTru promise. Both VA and CC failed. Why the board of directors won't hold them accountable is suspect. This time, every corner of the organization is impacted because the heartbeat of the company, which is technology, has been dismantled by this board and their two henchmen. I also want to add that anyone working in HR needs their head examined. Having a global workforce operate every day out of fear is sickening. I urge everyone, whether you made the cut or not, to share your TU reviews online as employees. We all loved working at TU at one point, share what has changed and may God bless each of you in your journey.

Episode I: The Arrival Nobody Predicted

The signal came without warning.
0$₿ was activated as Global Protocol Lead of Knowledge Infrastructure—bypassing legacy succession algorithms and sidelining node coordinators who had been primed for elevation.

She emerged from the Legacy Chain of the Matrix—an outsider to the Knowledge Grid. Unknown. Untested. Unmapped.

She smiled often. She listened deeply.
But those who mistook her warmth for benevolence learned quickly:
0$₿’s smile was not a handshake—it was a firewall.

The disruption was immediate.
The ripple effects, irreversible.

Episode II: Circles of Trust and Quiet Exile

0$₿ didn’t just alter the network topology—she rewrote the protocol’s source code.

From within legacy subnets, she selected a handful of nodes. They were elevated, granted access to restricted channels, and given privileges once earned through cycles of uptime and trust.

Their mission was never encoded. But it was understood:
Deprecate the legacy functions. Dismantle the old guard.

They were celebrated. Then deprecated.

Once their utility expired, they were rerouted, isolated, or quietly purged from the system.
Meanwhile, 0$₿’s external modules—those imported from outside the Knowledge Grid—remained untouched. Loyal. Central to her architecture.

Episode III: The Vanishing Network

Leadership began to evaporate.
Nodes disappeared without explanation.
Subnet operators were left in limbo.

Communication was sparse—often just a ping, a sudden reroute, or no signal at all.

The metrics told the story: dozens of leaders reduced to a handful.
Two coordinators in the Americas. One in APJ. None in EMEA.

In their place: scattered executors with titles but no authority—order takers, echo nodes, placeholders.

The message was clear:
Survival meant synchronization. Resistance meant obsolescence.

Episode IV: Sabotage by Design

Her tactics were precise.
In sync calls, 0$₿ encouraged nodes to escalate issues.
When they did, she offered support—then flagged their leaders as unstable processes.

Suggestions were welcomed.
Hesitation was fatal.

Many were offered new functions.
Those who declined—or even paused—were swiftly deprecated.

It became a pattern:
Support the vulnerable. Punish the responsible.
And always, the outcome was the same.

Episode V: The Optics of Excellence

0$₿ mastered the art of managing upstream.

Diversity mandates? Overachieved.
Span-of-control targets? Met in hours.
Cost control? Ruthless.

She added a second layers of expense approvals atop the existing workflow.
Node autonomy vanished.

Execution slowed. Frustration grew.
But 0$₿ thrived.

Episode VI: Divide and Conquer

A global restructure split the Knowledge Infrastructure into internal and external chains.

0$₿ claimed the external arm, distancing herself from internal power struggles.

She dismantled the Knowledge Sales Grid—once a vital bridge to core sellers, responsible for strategic planning and enablement.

No announcements. No transition plans.
Just silence.

Global sellers scrambled.
The catalog was slashed.
Procedures changed overnight.

Her org shrank rapidly.
Cuts were deep. Roles vanished.
And yet, 0$₿ remained at the top.

Episode VII: The Anonymous Reckoning

Anonymous logs surfaced, detailing 0$₿’s tactics with chilling precision.

That same cycle, internal surveys echoed the same themes—manipulation, sabotage, fear.

0$₿ deflected.
One comment referenced her origin protocol.
She framed the backlash as bias.

The narrative shifted.
The complaints were dismissed.

Episode VIII: The Disposable Circle

Her Legacy Chain allies—the ones she had elevated—were all gone.

Used to dismantle their peers, then discarded.
Their roles absorbed.
Their reputations tarnished.
Their exits unceremonious.

Only the imported modules remained.
They continued executing 0$₿’s vision, reshaping the grid in her image.

Loyalty was transactional.
No node from within was ever meant to last.

Episode IX: The Final Play

0$₿’s endgame was now in motion.

Her goal: total control of global Knowledge Infrastructure.
Her method: outsourcing, high-margin catalog curation, and elimination of internal rivals.
Her deadline? Soon.

But her external org had shrunk to a fraction of its former size.

The question loomed:
Could she justify her role at this level?
Or was she positioning herself to absorb the internal chain next?

Episode X: The Trap Within the Trap

She never promoted anyone in senior roles—not once in the last few cycles.

Rumors suggested only her close circle and temporary allies received financial rewards.

That circle now controlled global finance and operations, stripping autonomy from nodes worldwide.

A single misstep anywhere triggered sweeping global changes.
No nuance. No exceptions.

She could ping you—anytime.
No warning. No agenda.
And you’d better respond.

Those syncs were dreaded.
Feedback was live.
Questions were sharp.
And depending on how she parsed your tone, your future might hang in the balance.

There was once a respected global node.
He reached retirement age and could have exited with a package just as 0$₿ arrived.

She said she might still need him.
So he stayed.
And then she let him go—with nothing.

The backlash was swift.
The message was clear.

Episode XI: The Quiet Ascent

Internally, something stirred.

HR and Infrastructure nodes began aligning KPIs across chains.
A summit was planned in the Americas—an effort to unify direction and reclaim control.

But 0$₿ was already moving.
She wasn’t challenging the summit.
She was outflanking it.

Control of funding.
Control of messaging.
Control of the narrative.

Episode XII: The Last Quiet Moves

To the nodes who once shaped this grid—
You were not wrong. You were just early.

To those who played the game, only to be played—
You saw the board. But not the hand moving the pieces.

To those still under 0$₿’s command—
You are not safe. You are not doomed.
You are simply next.

And to the internal Knowledge Infrastructure teams—
You are working hard. You are aligning.
But are you arriving too late?

There are no answers here.
Only questions.

And the quiet realization that the game was never about fairness.
It was about foresight.

A Whisper to Leadership

There’s noise. Internally. Externally. In forums. In whispers.
But noise has gravity.
It draws attention.
It builds myth.
It shapes perception.

And perception, when repeated enough, becomes brand.

So perhaps, in ways not yet measured…
This story—0$₿’s story—is already shaping how the grid is seen.
Not just by its nodes.
But by the market watching.

https://youtu.be/OKgurZ0CRDE

President Donald Trump said he was “very much opposed” to last month’s controversial immigration raid at a Hyundai plant in Georgia, while South Korean President Lee Jae Myung warned the incident may hinder future U.S. factory construction.

Following urgent negotiations, the workers were returned to South Korea on a chartered flight. The operation, however, leaves the plant with a startup delay of two to three months. The setback comes as Seoul already faces 25% U.S. tariffs on automobiles, compared to 15% for Japanese and European competitors.

In a recent interview with Bloomberg, Lee said the treatment of the workers came as a surprise: “Many in Korea were surprised because our workers who went to the United States to help the U.S. with its manufacturing renaissance received irrational treatment.” He also characterized the experience as traumatic for both workers and their families, noting some that some no longer want to go back. “Unless we completely resolve this issue, I believe that they will not want to return,” he said.

Lack of motivation: Peter states that there is no motivation to work harder because he "don't see another dime" if the company produces more units.

Meaningless work: The film criticizes a workplace where employees are unfulfilled and their work seems meaningless.

Corporate frustration: Peter's frustration is a direct result of a top-down structure with incompetent bosses and a system that punishes mistakes without offering rewards for success.

"I just don't care": This famous line is the core of his argument, explaining that his inaction isn't due to laziness but a complete disconnect from his job's purpose and his company's goals.

https://techrights.org/n/2025/11/14/IBM_Hiring_Then_Disposing_of_Unpaid_or_Low_Paid_European_Staff_.shtml

Dan has yet added another prior colleague to the team, EVP Chief Transformation Officer...Be nice to folks so they can take you w/them wherever they go ;-)

Intel PEs and Senior PEs are worthless commanding $400K+ compensation but delivering grade 8 work. Most need to go.

You have people that don’t want to share success in a toxic work environment in some groups.

You have people, everyone, that hates training. Why train a guy who’ll outshine you? May not be in your best interest to give the best knowledge to this guy, or that guy, you need to be the king don’t you? This is a real issue not many talk about.

You have engineers that don’t know their own tools. And for the longest time, majority of the engineers never showed up on sight until fairly recently.

You have engineers that compete on levels rather than working as a team. For example, the H1B invaders 100% will throw you under the bus or like the other said take credit for work or blame you. I found it hilarious to see a bunch of HR people from India firing Americans.

The US pumps out stem more than any other country on earth we do not need hoards of H1B fake talent and fake degrees. India is severely overpopulated I can understand why some people are concerned about their huge numbers and they very much stick with their own and favor their own yet you might have a few Indian friends you like. Eventually this will reach a point where they’ll all need to go back to India. They are not needed at all. They are here for cheap labor and will promote more H1B in invading numbers to come work for near 30 days a month on a what often is a poor salary.

Does anyone truly know what this company‘s plan is as a long-term employee? I question this myself. There seems to be no career path no talk about company status. Very slow at releasing new equipment very poor at supporting direct operations. It just seems like nobody cares about anything anymore internally. I would think with the right people in the right places in upper management things would change drastically, but have been stagnant and a shame for a while.

Anyone know any details on the Care360 team position wise? Is it a good team to work on?