#culture

I'm stuck at T3 for 5 years doing the same job as T4s on the team. Issue goes back to legacy roles where 3 roles got rolled into 1 and some got stuck at T3 and others got to keep T4. 5 years later I'm still getting paid $50k less than them. Is this just the way it is at SAP?

Honest question.
Why the sudden urgency around rebranding town halls, one-on-ones, and skip-level meetings… especially when layoffs are happening or rumored?

What’s the point of pushing culture talk and rebranding if people are worried about their jobs? And why are so many of these meetings being scheduled on Thursdays, the same day layoffs usually happen? That timing alone puts people on edge.

I’m genuinely asking—has anyone been through this before and knows what the strategy is? Transparency would go a long way right now.

See this link. Details in comments

https://www.linkedin.com/posts/activity-7427118095061819392-rD0R?utm_source=share&utm_medium=member_ios&rcm=ACoAAAdeT6sBq6HR8cmvn-Ypy8_0uJhVxf9JjF4

Working for my whole life and was looking for a long term job to save money and retire but went through 4 layoffs and two company closings.

A couple of years in I see the signs. The rats start leaving the sinking ship. Cubicles being moved around, bodies relocated to owned spaces, rather than rented. Unreasonable targets and although profits are up... They want more. Blowhards in management speaking but nothing of relevance is being done. LifeVests are not being replaced.

This is the death of the middle class in slow motion. God save us all.

Factoring in vacation, sick days, holidays....how many days do people actually need to reach before getting flagged for not complying? I'm aware that eleven days equals 100 percent.

Is it just me or does anyone else feel like we now work in an alternate universe? It’s like a new operating manual has gone out to a select few as to how we all should behave and function in our roles and interact with others and none of it makes any sense at all? I constantly feel like I am being gas-lit.

Even senior leaders appear unable to credibly defend the current direction. All-hands meetings lack conviction, and there is a widespread belief that employees are being financially and professionally constrained with little effort to soften the message.

Self published and thousands of copies. So sad. So NOT what AI is all about - actual paper copy book. Good grief. Then there are the WILD events Sales sponsors for leadership and their pets & the wink wink business travel needed to international destinations where leadership family tags along. Money, money, money. No bonuses, no hiring, leadership BLEEDING fun spending. NORTEL all over again.

This company isn't even capable of running an all hands

Spend five clicks minimum on SalesChat to prove you’re engaged.

Help train AI systems designed to eventually replace your role.

Accept shrinking commissions so executive comp stays intact.

Stay chained to a desk eight-plus hours a day, regardless of performance.

Bounce between internal tools and dashboards to signal productivity.

Operate inside an expanding web of apps built more for monitoring than selling.

Daily workflows dominated by internal systems, compliance tools, and activity tracking.

An environment where optics often outweigh outcomes.

Operate primarily as a quote generator - processing pricing requests instead of driving strategy.

Go “all-in” and be grateful you have a job.

How convenient. The ratings are updated to drive more slavery. For zero pay increase year over year. Billions and billions in profit.

always a cheerful moment - meanwhile Chas is speaking only a short distance away.

The only way Fiserv can survive if it can go back to the George/Les/Jeff era - Respect employees! Fiserv has no employees. Most fired, rest shifted as an expense to Infinite, and Frank sold all his shares for $550M.

Think.,,,

For any engineers on the board, I have a couple of questions. Don't take offense, they are legitimate questions:

1. Why can't engineering ever release any projects on time?

2. Why is anything you do release full of bugs and half complete?

3. Why are we as a company years and years behind the competition when it comes to full-stack enterprise IT solutions?

4. Why can we never see a roadmap with anything on it when requested?

5. Why is there seemingly never any accountability to address failed projects or missed deadlines?

This is by far the worst engineering environment I've ever seen at any company I've ever worked at. Seems to me it's engineering comp plans that need to change, not SCPs.

what an irony !
"it's a choice we're making
let's start giving"

to start the townhall with this song and words.
nothing but greed, let's get pay increases with double numbers % in the top.

1. Capped earnings — introducing plans where up to 60% of payout is effectively unreachable.
   1. Rigid RTO mandates — reversing years of successful remote performance with no clear productivity rationale.
   2. Artificial gating — 50% storage gates that suppress commissions even when deals close.
   3. Unattainable quotas — targets set beyond realistic market conditions to control compensation expense.
   4. Remote = stalled careers — limiting promotions for employees who remain remote despite proven results.
   5. Frozen pay growth — eliminating merit raises regardless of performance.
   6. Commission erosion — reducing or eliminating commission opportunities that once defined sales roles.
   7. No in-role advancement — blocking progression within current positions, removing career pathways.
   8. Constant quota changes — moving goalposts mid-year, undermining trust and planning.
   9. Vanishing checks — commission statements that frequently fail to reflect closed, booked business.

Naming the new Webex devices after himself, G2, is next level trolling. Congrats

IBM’s spinoff, Kyndryl, seems to be in a wee bit of trouble.

I was going to attach a link, but honestly, just Google it — there are plenty of articles out there.

It’s a company led by former IBM executives, operating with the same policies, technology stack, infrastructure, and culture.

Something is rotten. Will it infect the mothership?

The new performance distribution targets are roughly 18% 'Contributing' and 2% 'Underperforming.' Is leadership actually held to these same quotas, or is this just another squeeze on ICs? Word on the floor is that managers are using the lower tiers to offload people they personally dislike rather than using actual metrics. Between the forced rankings and the 3-year raise freeze, it feels like the IC experience is being sacrificed to pad the leadership layer.

When senior executives leave, the change rarely stops there.

Leadership shifts reset strategy, trust, and expectations. That reset naturally moves to the director level.

Directors are visible. They execute strategy and often carry the imprint of the leadership that promoted them. In transitions, that association matters.

The signs are familiar. New operating rhythms. More focus on accountability. Questions about why work exists, not just how fast it moves.

This does not always lead to exits. Sometimes it shows up as stalled growth, role changes, or sudden performance narratives.

What many miss is that this is not about personalities or praise. It is about how large organizations actually operate. Leadership change is a business process, not a sentiment exercise. It also exposes a harder truth. Many people in senior roles never fully understood the business to begin with.

Titles offer little protection in these moments. Alignment does.

Executive exits make the headlines.
The real change happens one level down.

We may get our paychecks from NTT and have an NTT email address, but we're still the serfs or property of the 'Other company'. Nothing has changed for us, other than throwing a couple of NTT managers into the mix. The toxicity, gas-lighting and manipulation hasn't gone away, infact there is little more of it from the NTT side now.

Also it has become apparent that there are different variables or opportunities that come into play as compared to a real NTT employee. And that is we have none. Instead of being mentored or given the opportunities to further the paths of our own choosing. Obstacles are thrown in our way and under the table deals are forged to prevent one from pursuing anything other than what has been dictated or desired by those above us.

Should you voice your concerns or issues to a manager. Expect the repertoire of how everything is your fault and have your tried to find employment with another company.

If one could sum it up, it would be in the song 'Hotel California'.

So is it true what I am hearing that if some people are giving there notice they are trying to convince them to stay , i hope that is not true you really can’t don’t that and i hope these people don’t listen. do what is best for you. think will this place will be in a year

Ondot management taking over Clover teams has been a disaster. The managers and directors brought in have no understanding of the products, systems, or culture they inherited; yet they’re aggressively imposing their own playbook as if they built it.

Instead of learning first and leading responsibly, they’re bulldozing teams with zero domain knowledge and maximum ego. Execution quality has dropped, morale is wrecked, and decision-making feels reckless at best.

It’s leadership without competence and the people who actually built and ran these systems are the ones paying the price.

If this is the “new direction,” it’s hard to see how it ends well

Just like Frank ruined this company he is about to destroy the IRS and Social Security office. He doesn't see the destruction he has caused.

Converse layoffs. Nike layoffs. Layoffs, layoffs, layoffs. Holy fvck. Just die already.

I've been here for 12 years and I am so burned out by it all.

No money for anything. No baIIs to do what's right. Shovel jobs to India where they don't give 2 shlts.

Why should any of us care anymore? I feel like I'm working at the Blockbuster of shoe companies.

… is Xerox the saviour you thought it would be ?

Or a real ‘frying pan into the fire’ journey for you all ?

Dell has managed to drain much of the satisfaction from the work we do. The things that once made coming in each day worthwhile have steadily disappeared, and the overall experience now feels increasingly driven by employee exploitation rather than mutual respect.

https://share.google/9wVPh5wh28ny4WV63

Serious question. How are fellow employees staying motivated after low to zero expected rewards?

Why do we even have loss prevention in our stores? They can’t apprehend anyone anymore. They don’t actually do anything except walk around the store and chat with the sales associates. Honestly, it feels like a complete waste of money.

Lofthouse came to Toronto and his biggest concern was not being able to shop from whole foods. Here people are loosing their livelihood and his concern is luxury shopping shopping. What is wrong with this people?

How are we going to 'delight the customer' if our customer service is horrible?

Everyone ready for all the ata boys on how AMAZING we did at the Superbowl on LinkedIn, followed by all the a-s kisser comments and likes. Could have saved a few jobs with the cost of that.

Approaching mid Q1, and not a word about goal setting. Makes it very convenient to give bad ratings when you wait till a month before mid year reviews to set the unreasonable goals. Better yet, don’t even bother. Manager “expectations” are better when not actually stated clearly.

why cant we elect our C suite like we elect government officials lol
Let's make american companies great again!

We “must” all lean into AI and it’s now a “core leadership competency.”

Honestly I’m more upset about AI being forced down our throats than about RTO. Anyone else?