#culture

Months into the job, our new manager still doesn't seem to know the team or what anyone is responsible for. He hasn't shown much interest in finding out, either. This is the type of people Cigna is bringing in from the outside instead of promoting competent people already working here.

It's like they don't care how bad things are. As long as they are getting paid, everything is perfectly fine in their world.

The people making the big decisions need to answer for where this company is headed. Employees shouldn't have to keep dealing with the fallout while leadership carries on untouched.

So after a year, they finally made “eligible” work events count as days in office lmao. This is the current state of this company…..so delusional that they think this is a win worth bragging about.

They'd certainly push harder against them if their jobs were always in danger. As it is, they couldn't care less.

This article reminds me of Target: The term “pluralistic ignorance” fits so well
https://www.linkedin.com/pulse/when-we-start-believing-our-own-bullsht-naomi-white-emeic?utm_source=share&utm_medium=member_ios&utm_campaign=share_via

Is a house of cards.
Totally respected this company how it manages dues business respected employees was cautious and not political didn’t punish people for covid vaccines like other companies.
But Abby got co opted by the leftists it was bound to happen
All that money for the seaport.
MA is dying companies and people are fleeing. Why do you think she’s focusing on low tax areas. She wants to drive the last few thousands in Boston out so she can dunk the family property. IMO

So remind me again why we Enrique Lores leading this company

After a long hiatus, this sh1t is coming back to the factories again. The senior leadersh1t is running our of ideas and restarting old programs.

I finally went to HR about my bully of a manager, and wow, what a waste of time. It went exactly how you'd guess. I laid out everything, and they just nodded along like they'd heard it all before. Turns out my manager had already gotten to them first with his side of the story. I got the whole "we'll look into it" speech, and then nothing. A week later, my schedule suddenly got worse and a project I'd been promised went to someone else. Nobody said it was related, but come on.

Lesson learned: stay away from HR.

I was under the impression that in certain states an employer must disclose what is being tracked.

For my team there has been zero transparency on what counts toward productive time and our leader flat out said that he didn’t want people to game the system. People simply wanted to know if they were logged into the network at work but attending an event or talking to a coworker but not actively on the computer would that count….since there would not be a lot of typing or mouse clicks.

Even tech companies like meta decided not to track their employees. Kinda ridiculous we are being treated like cr-p and talked to like children…I don’t know how much lower this company can go

Mentioned how hard covid times were because we were all wfh and he needs to see his people face to face. Does he not know we can look his org up and clearly see 90% of his team is at other sites. It feels like we are constantly being fed bullsh-t and they think we are buying it. This is why we can’t trust or believe anything these people say.

Again what do these people do all day? They never answer questions. Keep you in hold in chat so long that chat asks are you still there. On top of that I reached out to the Assoc Manager the guy never even replied. Guess how many levels up in the chain there are? 6! Sr Mgr IT, LD, AVP, VP, SVP, EVP. WTF?????? Whyyyy so much management and the bottom feeders can’t even do their job correctly.

I can’t get into anything today, and it feels like this is an ongoing problem. Saving money by using our own technology is great if it helps solve problems or streamline how we do work, the problem is none of our tools are leaders of the pack, or at least they’re most definitely not implemented that way. It’s so frustrating to login or fail to login time and time again… the never-ending password changes, the never-ending tools and processes, the never-ending multifactor authentication….. I just wanna do my fu--ing job and log off

More lip service with no real plan while the entire environments are on fire. Clueless about AI, clueless about any real architecture, clueless about security. The only truth in the whole presentation is "consolidation". That's the whole plan, consolidate and cut while the entire digital organization has been left unfunded, neutered from the get go. Leaders have continued to fail over and over while sweeping under the rug the biggest issues and executive leadership leaving or running off to Enterprise without any accountability. Main technology leaders have left the organization while do boy yes men sit in positions and get dumped on without any real roadmap, plan, talent, or resources. It's amateur hour at its finest. If you're in Digital, get out.

Who you work for! Look into class action lawsuits. Look into who they advertise with. Look into how they respond to inquiries. Look into who they target.

Gather that information then sit back and ponder if this is who you want to represent or endorse.

Just saying.....

We need more Verizon VP+ posting pictures of their teams and how we won a JD award. OR maybe, a public post from a particular VP giving praise to a particular team member.

The bubble Verizon lives in and the executives who think they are silicon valley CEO's is embarrassing - wake up call is needed.

I can’t be the only one at HP who is sick of hearing the same instrumental songs playing on repeat. Tell me I’m not alone

I cannot believe how bad it is here. I came in like the other newbies, thinking we were going to kick a-s and make the company better. I was one of the many newbies that criticized the current coworkers. I am dreading that sh-t because this place is more fu---d up and misled than I thought. I am already floating my resume.

When did we turn from a company that cared about its employees and preserving institutional knowledge into whatever it is we're today?

And these empty-headed, self-serving, a-s-kissing executives, VPs, SDs, and ads all seem ignorant of what leadership actually means-or what it means to take care of your teammates. That's the first rule in sport.

Even the world's greatest individual athletes understand this.

Look at Carlos Alcaraz, Jannik Sinner, Rory McIlroy, Scottie Scheffler, or Vincent Luis. These are elite individual competitors, yet they understand that individual greatness is built on the strength of a team.

They surround themselves with talented subject-matter experts - coaches, trainers, strategists, and advisors. People who bring different perspectives, challenge their thinking, offer honest opinions, and contribute ideas that are DIFFERENT from their own.

And they're genuinely grateful for those people. They recognize that their success depends on the collective talent, commitment, and trust of the team around them.

They don't demand blind loyalty, surround themselves with yes-men, or confuse agreement with competence.

Imagine that. The world's best athletes understand something that Nike's senior leadership apparently doesn't.

Great leaders don't need to be the smartest person in the room. They build teams of exceptional people, listen to them, empower them, challenge them, and, above all, take care of them.

That's how you build trust. That's how you build winning teams. And that's how you build enduring organizations.

Leadership is not about being in charge. Leadership is about taking care of those in your charge.

Nike should understand that better than anyone.

It's sport. It's teamwork. It's leadership. And it's supposed to be in our DNA.

Beautifully said, @ew+1m4nvpzdx.

I am currently working on an H-1B visa as a contractor in the Engineering and Innovation divisionTPX , and I have been extremely disappointed with the work culture, leadership, and lack of accountability within the organization.

The E4 employee I work with is also on an H-1B visa, yet his attitude toward contractors often comes across as dismissive and superior. Instead of promoting teamwork, knowledge sharing, and collaboration, his behavior creates unnecessary frustration and makes the working environment increasingly difficult.

Another major concern is what happened following the previous organizational restructuring. Several highly talented, experienced, and technically capable employees either left the organization or were laid off. These individuals were the backbone of the team and contributed significantly to its technical success.

What disappoints me the most is my own career progression. Despite working with the organization for more than six years, consistently taking ownership of critical engineering responsibilities, and contributing significantly to the team’s success, I have still not received an opportunity to transition into a full-time position.

What disappoints me the most is my own career progression. Despite working with the organization for more than six years, consistently taking ownership of critical engineering responsibilities, and contributing significantly to the team’s success, I have still not received an opportunity to transition into a full-time position.

Meanwhile, I have watched other employees receive full-time opportunities, promotions, and career advancement, even when their technical contributions and responsibilities appear to be considerably less than mine.

This situation has left me questioning whether hard work, technical expertise, dedication, and long-term commitment are genuinely valued within the organization.

I understand that being a contractor comes with certain limitations, but I strongly believe that employees and contractors should be treated with professional respect and that contributions should be recognized fairly.

Hello Groypers and Maga trolls, the below JD is taken from a VP job being advertised by Nasdaq. Notice the last line. I thought English was the spoken language in the US? Where's the outrage now? Where are the theories of Hispanic takeover of US jobs like the conspiracy theories and hate against Indians?

Required Qualifications

Extensive (20+ years) leadership experience in program management and transformation delivery within capital markets, banking, or financial market infrastructures.
Proven success leading large-scale, complex programs across Tier 1 banks or FMIs (e.g., exchanges, clearing houses, custodians, central banks).
Strong executive presence with demonstrated ability to engage and influence C-suite stakeholders and build long-term partnerships.
Deep understanding of front-to-back capital markets operations, including trading, clearing, custody, and post-trade processing.
Demonstrated experience managing large program financials, including budget oversight, forecasting, and commercial governance.
Exceptional communication, governance, and stakeholder management capabilities in global, regulated environments.
Must be fluent in Spanish to communicate with clients.

I’m deeply concerned and disheartened as I look across the current landscape at Crown. My manager and director have each remained in their roles for more than 20 years, and I understand my immediate manager has been in the same position for over 25 years. From where many of us stand, there appears to be little to no opportunity for advancement or promotion. It is discouraging to see such long-standing stagnation while many of us continue to work hard with no clear path for growth or progression. I can’t help but wonder whether others share this same concern about what feels like a serious organizational issue.

And remember this is for posterity

Every team seems to communicate in its own little bubble, and the information rarely lines up. Half the time, nobody can tell who's responsible for what.

I don't. All the people I know who were laid off are seasoned workers with plenty of institutional knowledge and a track record of high performance. It's like leadership is sabotaging the company by cutting the best and leaving the worst behind. It makes no sense.

3M can keep telling employees everything is fine, but that doesn't make the problems disappear. The direction of the company feels pretty clear to those of us watching from inside.

The number of people managing the work compared with the number actually doing it makes no sense. Early on, someone told me that a small fraction of the staff would end up carrying almost everything. I thought they were exaggerating, but I've watched it happen. The same people get relied on again and again while the organization keeps adding layers above them.

The bank keeps asking employees what needs to change, but the same problems are still there afterward. At this point, the whole exercise feels pointless.

I'm sure you'll be able to do so much better somewhere else.

I've learned that it helps to have good relationships throughout the organization, not just with your direct manager. I don't feel the need to weigh in on every disagreement, and I avoid getting pulled into unnecessary drama. When something urgent needs help, I'll step up if I can actually deliver. The goal is simple: do good work, earn people's trust, and don't create problems for yourself.

I think culture can hurt the bottom line by making a large organization slower, more expensive, and less willing to challenge its own assumptions. I don’t think this is uniquely a Comcast problem, or necessarily anything nefarious. It is a natural challenge for any huge and complex organization. Successful companies accumulate processes, structures, and expertise that made sense at the time, but eventually those same things can become difficult to question or unwind.

There is also a huge disconnect between calling ourselves a “technology company” but operating with the risk tolerance of a behemoth/incumbent. Being a technology company means experimenting, taking calculated risks, failing fast when appropriate, and being willing to challenge established thinking. We obviously cannot operate like a Silicon Valley startup given the scale and critical nature of our network, but there is a difference between being appropriately cautious about operational risk and being culturally resistant to questioning the business itself - which is the single biggest culture issue we have now with tenured leaders who have been on a journey of building a media/distribution giant for a decade plus.

You can see the financial impact in our product strategy. We have built a premium, highly engineered product and cost structure in a market where many customers increasingly value simplicity, reliability, and price. Customers do not necessarily care how advanced the underlying technology is. They want internet that works, supports Netflix and FaceTime, and does not cost a fortune. That helps explain why fixed wireless, satellite, and other lower-cost options are gaining ground.

The result is ultimately an economics problem. Entrenched structures, long development cycles, territorial thinking, and a reluctance to challenge established assumptions can make us slower and more expensive while limiting our ability to respond to the market. There are probably opportunities to simplify the product and pricing strategy and rethink what we should build internally versus outsource, but doing that requires some uncomfortable examination of how and why we operate the way we do.

That is not an argument that Comcast has a uniquely bad culture or that everyone needs to start acting like a startup. It is an argument that organizational inertia has a real economic cost, even when it comes from reasonable decisions and nobody is acting with bad intent. If we want to compete as a technology company, we need more room for experimentation, calculated risk, and challenging the status quo/entrenched mindsets. Otherwise, the cost of the culture hits revenue, margin, and market share.

Perfectly said, @br+1m2dfa4bq.

There are capable people here who could solve problems if management would let them. Instead, decisions keep getting pulled away from the people who understand the work.

The biggest obstacle in my team isn't the workload, it's the way our manager handles it. Priorities change without much explanation and decisions often create more problems than they solve. Then the employees are expected to figure everything out. It shouldn't be this difficult to get through a normal workday.

And it wasn't a small thing, either. My manager already didn't like me, so I'm not sure if I should even try to recover or if I should start looking right away. Was anybody in a similar situation? What did you do?

This is just the worst leadership team ever assembled.

After the initial messaging of the RTO a few months ago our VP effectively told our org that we would exempt from the RTO for now. He also said he couldn’t guarantee that wouldn’t change at some point in the future, but for now at least the end of year RTO (as it was phrased at the time) did not apply to us and we would be staying remote friendly. No clue how many other teams or orgs were told something similar, or if it even still holds (haven’t heard anything one way or the other since the all hands last Thursday). Anyone hearing if the RTO is truly a blanket policy after most recent announcement with the Jan date provided ?

Here’s a little survival tip for anyone working at Comcast: Keep your mouth shut, mind your own business, and never make the mistake of thinking technical knowledge, hard work, or competence will get you anywhere.

At least, that’s the impression I’ve gotten from what I’ve witnessed at the Bishop Gate office in Mount Laurel, New Jersey. I can’t speak firsthand about headquarters, but I wouldn’t be surprised if the same culture exists there.

There was a time when Comcast had genuinely brilliant technical professionals. People who understood the technology, took ownership of problems, challenged poor decisions, and actually cared about the company’s success.

Then came the layoffs after 2023, and everything seemed to change.

One by one, experienced and technically capable employees started disappearing. Some were affected by layoffs, while others chose to leave. What followed, from my perspective, was an embarrassing decline in technical leadership and workplace culture.

Instead of rebuilding teams with skilled professionals, certain leadership decisions appeared to prioritize personal loyalty over actual competence.

Apparently, knowing how to please your boss is more valuable than knowing how to do your job.

Why bother understanding complex networks, troubleshooting critical issues, or developing technical expertise when you can simply agree with everything your manager says?

Why challenge a terrible decision when smiling, nodding, and flattering leadership might get you further?

Why reward employees who solve problems when you can surround yourself with people who never question authority?

And the most disappointing part? The favoritism doesn’t appear to have stopped.

From what I’ve observed, workplace politics continue to overshadow merit. Employees who genuinely care about doing things correctly can feel discouraged from speaking up, while those who know how to stay on the right side of management seem to have an easier path.

The message this sends is devastating:

Technical excellence is optional. Blind loyalty is rewarded. Speaking up is a career risk.

And what are ordinary employees supposed to do?

Complain? To whom?

Challenge the leadership responsible for creating the environment?

Risk their jobs simply because they believe competence and fairness should matter?

Unfortunately, people have mortgages to pay, children to raise, and families to feed. Not everyone has the luxury of risking their livelihood to fight workplace politics.

So here’s the survival strategy:

Stay silent. Don’t challenge incompetence. Don’t expect fairness. Don’t assume hard work will be recognized. Collect your paycheck and protect your peace.

It’s deeply disappointing to watch an organization that once employed so many outstanding technical professionals seemingly allow its culture to deteriorate.

The saddest part isn’t just losing talented employees. It’s watching a workplace potentially become one where talented employees no longer want to stay.

When leadership values loyalty over competence, silence over honesty, and favoritism over performance, it shouldn’t be surprised when its best people walk away.

And if that culture continues, the long-term consequences could be serious.

Maybe the people making these decisions won’t recognize the damage until it’s too late.

Until then, employees will do what they have to do to survive.

Because at the end of the day, you have a family to feed. And no company is worth sacrificing your livelihood just to prove that its leadership is making terrible decisions.

Congratulations to the culture of corporate favoritism: where competence can become a liability, silence becomes a survival skill, and knowing how to flatter the right people seems more important than knowing how to do the actual work.