#culture

Finally get rid of leadership that practices favoritism, over buys when we don't have the sales (expects tms in prep rooms to salvage the rotten product) , they believe their far superior to everyone else on the planet.

There is a lot of internal chatter regarding the decision to have the CSTO lead LATAM Foods while maintaining the S&T lead. With a direct report structure of nearly 30 people already, many are asking how this serves the business rather than just consolidating power.

The Financial Questions

The S&T era under Athina’s direct leadership—along with Vikram and G-yatri—has seen a staggering level of spend.

• ROI Gap: Many within the org feel the billions spent on "transformation" haven't materialized into frontline efficiency.

• There is significant frustration over the lack of business justification for the heavy reliance on specific global tech and consulting partners.

The Offshore Oversight Issue

The "India and Mexico Hub" model - While local teams face budget freezes, we see:

• Lavish travel and spending from global hubs.

• A perceived lack of productivity, with local leads often picking up the slack for offshore teams working limited hours.

Culture & Leadership

Is the "PepsiCo Way" being applied at the top? The leadership style and treatment of partners during this spend-heavy era have been widely criticized internally. Instead of an audit into the financial results of S&T, we see a promotion to a CEO seat. How does this align with our goals of being a lean, accountable organization?

So we have someone new joining our team and ever since they joined they have been on my a$$ to know how I do what I do.

While I understand the enthusiasm, I feel my manager is purposely bringing such individuals in the team (the latest being the second person) who seem to be "teachers pets", more noise for less work kind of person.
And I can tell they're someone who just wants to "have their signature" in everything that happens around.

PS: These new members are in same region as my snake of a manager.

Should I be worried???

To all of those who are treated like cattle sitting in small stalls all day while the elites sit in their offices with their doors closed…emerging once a day to say hi to the little people while deciding who to layoff off (mainly based on politics) God Bless You.

To all of you who sit in those offices who have never been laid off thinking you’re better than the rest filled with entitlement, arrogance and ignorance for not knowing how your decisions hurt others and the smugness of thinking you’ll never be laid off because you are somehow so invaluable…may 2026 be the year you yourself experiences this for the first time.

A layoff damages and impacts people in ways you can only know if you experience it first hand. It’s your turn.

Post below.

Curious about everyone’s New Years Work Resolutions.

What’s the culture in the legal department?

Except for Sheety, Jon Freier, Mike Katz, Jeff Simon, and Deanne.

I really thought that I would have gotten the ax by now, but nope, I'm still here. Guess I have to up my game in 2026 and do even less if that's possible.

I left in 2022 because I couldn't take the hostile work environment anymore. Are things still the same or have there been any improvements? I don't know why I'm suddenly curious nearly three years later. Call it New Year-induced nostalgia or whatever, I guess.

May the odds be ever in your favor!

Work is supposed to be fun, but companies have made it so difficult that many Gen X and Gen Z employees hate going to the office and feel like they’re just following marching orders. The ’90s and early 2000s felt more enjoyable because we had people from other cultures who assimilated and didn’t treat the U.S. as merely an economic zone. People weren’t constantly worried about their jobs being outsourced to developing countries.

Everyone’s miserable at Dell. They come here looking for meaning, but all they find is confirmation of how trapped they are.

Is anybody else so fu--ing tired of having this as an expectation? Every time we ask for resources or support, it’s like talking to a wall. They just pile on more work and expect miracles without giving a damn about the people actually doing it.

They are looking at them and writing employees up for non-work related content. No jokes, no whitty banter, nothing personal. Always use your cell to communicate.

My net worth since leaving. Frees your mind up to opportunity when leaving that soul crushing environment. Seems to attract nothing but Bill Lumberghs who get promoted. Seriously ATT Management are drips and blockheads.

Employee Morale and Shareholder Value.

What were the ratings exceeds, meets and what else?

There are more employees across clinical and business operations leaving, most recently there has been many exits from HR.

One of the common themes during exit interviews is the lack of trust due to the the $30 million settlement award against Integris due to the cyber incident in Q4 of 2023.

Our Information Security department was turned into a paper factory due to the bad hire of VP CISO Stacy Stika. Stacy Stika has been given absolute decision-power over technical defenses, yet she have never built a system, cannot read code, and fundamentally does not understand how attacks work. What she does understand is spending time investing in media attention grabs such as submitting her own nomination backed by her friends to the Becker's Hospital Review. Becker's should have verified Stacy Stika could walk through, in technical detail, how she would contain a ransomware attack that bypassed endpoint protection AND was has no negligent breaches linked to her name.

Stacy's leadership has done the following since her arrival:

• Increased stress of clinicians due to mixed messages of security
• Institutionalized Dishonesty
• Taken the focus from care of those most vulnerable

We are tired of of the security glitches slowing us down. We have provided feedback however the people we provided this feedback to are no longer with the company. The Deputy CISO who fixed the problems from the 2023 hack left. We have frustrated clinicians who are the backbone of Integris leaving.

This is how 'layoffs' work here, leadership is restructuring healthcare services which is causing clinical staff turnover with no backfill. Also people are fired after the Glint my voice survey which claims anonymous feedback. If one is not fired for honest employee survey reviews then retaliation begins until the target quits. Worst of all, hiring in IT has more than tripled.

I've been an employee for a very long time, and when I first started, this was literally the best place I had ever worked in ALL of my endeavors. Even throughout covid they took care of us and our customers - It was brutal, but tolerable.

Now, they've demoted some of their best performers, only to replace them with off-shore id--ts that have not one clue what they are doing. They tell the customers the wrong thing, or they tell them they ordered a replacement or issued a discount, but they did not - leaving MC to clean up all of their messes. MC has been a catch all for the last 6 months. We are large parcel, we are managers (without the title), we are frontline, finance; but yet we don't have the tools to take care of the customer. For a company that wants us to practice the CARES transcript to better assist our customers; I'm not sure they know what that word means. I give everything I got with our customers; to make sure they have a good experience or to better the issues they had, but when tools are constantly taken away from us to deliver that customer experience - That shows that this company does not care - About our customers or us. And before those of you get on here and say. "if you don't like it, find something else." - you think it's that easy? You're still here aren't you? And you can't be having a good time unless you're getting paid an above normal salary or in upper management, where you're making up these ridiculous margins, that are somewhat impossible to achieve or maintain. I'm old school when it comes to customer service and again, I put my all into it - that's what the retail business is about... Retaining customers and building relationships with them. Wayfair, you're losing more customers than your gaining and retaining. That's not on your employees, that's on you and upper management who quite frankly doesn't know how to manage squat. I'd get your act together or there won't be a Wayfair. It might hang by a thread for a while; but the more offshore takes control, the thinner that thread becomes.

How are we still hiring people? What are they telling candidates to make the job sound good, now that the word has gotten out about all the cr-p we go through on a daily basis? I can't see why anyone would accept an offer here right now.

Has anyone ever accepted a new position only to discover the day-to-day reality was completely different from the job description or what was discussed in interviews? I'm trying to avoid that situation again. What are the best ways you've found to get an honest sense of the work environment and the actual role before you sign an offer?

Please stop peddling “the five gears of change.” The HO team is trying to push this concept (and subsequently the work) down to Service. Instead of trying to sell this concept, these GPs and Sr directors should think about how they are actually going to do the work. If not, may be they should be considered for next cascade.

I've seen a pattern recently where several former coworkers who left a while ago for what they thought were better jobs are now quietly reaching out, asking about coming back. Their new roles had hidden problems, worse culture, or just didn't live up to the promise. It's made me think twice about my own plans to leave. Before you jump ship for something that looks better, it might be worth talking to people who've actually made the move. As bad as it is here, the reality can be very different from the offer letter.

Why does Target think dumping millions into AI at a time when the business is struggling with fundamental processes and retailing execution is going to help?

Slop in, slop out

People first, then process, THEN technology

What is going on with the first two at target? Nothing.

was in outlets and Nike stores during holiday shopping with family. And they all had tons of AJs, AFs, Dunks and other classic styles by the tons and in deep discounts.
After this effort by Nike, I don't think that anyone with correct mindset will pay outrageous and bloated Nike Classic products in the future.
JD and Nike management couldn't stand resellers and tried to get rid of them. They couldn't stand the fact that anyone was making money off their product. Well they succeeded!! Because no one will touch it!! Nike Classics RIP, you are dead and buried.

Nike management in their infinite wisdom tried to ki-l all the roaches but ended up burning down the whole farm. LOL what a joke.

I have talked to few of the resellers and afficionados that I know and they are all out of the business. And they are so burned, they will not touch Nike products with 10 foot pole.

Employees describe shock, demotions, and a rapid overhaul following Advent’s $2.5 billion takeover.

“Sapiens was a very family-friendly and pleasant company for many years. CEO Roni Al-Dor was a people person. Employees went through fire and water with him, which is why everyone is so surprised now, and deeply hurt,” says one employee.

https://www.calcalistech.com/ctechnews/article/r1illfbebg

Now we know why marketing won’t give us the PR we ask for. The CMO was focused writing this masterpiece as the end of year message to let our customers know we have gmail. The innovation is off the charts. https://www.businesswire.com/news/home/20251230219645/en/Avaya-Chooses-Gemini-Enterprise-and-Google-Workspace-for-AI-Driven-Collaboration-and-Next-Gen-Workplace-Productivity

It has been over six months since I left Honeywell. And in that time that time looking back retrospectively, failed managers at Honeywell are constantly trying to keep their talent cheap and over worked.
Seeing people leave for more money was always a sign of hope that people are capable of more. Often managers are forced to offer, less than ideal candidates for rather serious roles. Seeing work flows occurred by people doing the minimum, or even just resume building for the presumed manager role in the future was scary.
If, and that is a big if, you find another role. Jump. It will be only be the best decision of your life. At least for me it was a less of a gamble, but rather, a healthy environment where you are treated like an adult and have actual opportunities to learn, grow and yes advance.

That's why everything we do fails spectacularly. It's that simple.

Just submitted my charitable donation matching request to Fidelity Foundation and happy to see my humble donation to my cause was tripled! Yes, Fidelity match 200% of your charitable donation.

2025 was a good year for me, a foot soldier who worked honestly as always and was rewarded fairly by Fidelity. I wish those middle managements who leech off my work and those coasters who steal their salary from Fidelity be cut off in 2026, so Fidelity becomes a even better work place!

Scratching my head on this one…. What kids dad got him a CEO job at Huntington? It shows.

https://www.thelayoff.com/t/1k7mpsx69

I don't understand what anyone will achieve by reducing work from anywhere days from 10 to 8. Like wtf company will benefit from extra 2 days a year in office work. Like it's not even vacation just wfa.

It's just feels like RV personal hate for all BNY employees showing up. It's bitter and vindictive and servers no real purpose. What even is the point of this.

What a nonsense.

I can vaguely remember when we used to work toward something, had real team cohesion, and felt a sense of accomplishment after solving complex problems or delivering exceptional results. These days, it feels like we’re just getting ground down, and everyone around me seems completely and utterly demoralized. It’s as if our misery is the point. Creating an environment where people perform well and don’t hate their jobs clearly isn’t a priority anymore.

I started with Edward Jones in 2018 and left in 2024; I am White male with a degree in finance and two of the big professional designations. Because of DEI, I never received a Good Knight, was never approached about an RTP, and never got my own office. All the while I noticed that EJ catered to the "lowest common denominator" and gave all kinds of assets/handouts, RTPs and offices to "persons of color" (an Edward Jones' term), female FA's and the "alphabet community". All to check the box of DEI, and I can say with the fullest of confidence, it was far from earned. For those of you who do not know if an FA shares/gives assets to a person who fits the DEI mold, the giving FA receives an additional 10% compensation. They seem to predominantly hire ill-educated, sales type people.

The training was a joke; it was all sales based. I never received legit training directly related to financial planning, investment analysis, portfolio management, etc. I learned all of that on my own through designations like the CFP, CIMA, and CFA Level 1. The culture is definitely a "cult" and talk about "fake friendships". It was definitely a weird social environment. Early on I stopped taking TAP trips, going to summer Regionals, and all of the other mindless meeting/events that EJ holds. I forgot to mention, I was offered a failing office from an FA that was terminated. I knew that FA and I knew how horrible to book was managed and wanted to nothing to do with it. I turned it down and they took it SO personal. If I would have fit the DEI mold, I would have been handed a "gold mine". I saw that on many occasions. It didn't really bother me, I believe in a meritocracy. I wonder how the clients would feel about it??

Anyways, I built a book from zero to Level 9, producing $850,000 in a 6-year time period. I took a million dollar check to transfer to a sophisticated firm and have transferred 85% of my book. The remaining 15% can stay put for all I care. It is nice to be around legitimately educated people who understand capital markets, investment management, and financial planning. This firm values quality over quantity and there is zero DEI cr-p. If you have formal education in finance, economic, business, etc, EJ is not the place for you. I stayed for longer than I should have due the COVID lockdown. That slowed my exit by about 2 years.

Left nike 18 months ago and I had a huge amount of Nike stocks. Sold everything today at a 12% loss. I held nike stocks only because it was part of ESPP. This is my first time losing money on the stock market but it is not the 12% that su-ks! It is the cost of losing out on 17%-20% in the broad index funds. Unless nike does 40%-50%, there is no reason to hold nike for the next few years. Had hopes on EH for a few months but the execution is terrible. Best case for NKE is 70 at the end of the year. Sp500 will do 10% meanwhile.

I am done with following nike - great brand, worst company to work for!

I am a former trustee and graduate of Johnson & Wales University (class of 1973). I served as a trustee for over seven years and during that time worked to be a proper fiduciary of the university. I applaud your June 23 article “The Rise and Fall of Johnson & Wales University.” The article fully captures my personal frustration with university leadership, most significantly Chancellor Mim L. Runey.

As a first-generation college graduate, I also established an endowed scholarship in my family’s name to benefit students coming from a background similar to mine, who are looking to get into a finance/business-professional role.

When I resigned my role as trustee and chair of the academic subcommittee a couple months ago, it came as a result of frustration not only about moving the academic needle and managing my endowed scholarship but about the loss of over 30 established academic leaders over the years. These leaders were not included in the recent staff/faculty terminations mentioned. These academic leaders were brought in to build and develop key programs not part of Culinary. Most lasted a year or more and then suddenly were no longer part of the university.

The root of the problem at Johnson & Wales is Chancellor Runey. People are afraid to challenge her for fear of retaliation and dismissal. Her friends thrive, but many are just afraid to challenge and speak up for fear of being ostracized. Many of these people have gone on to other colleges and universities to build very innovative programs. Just look at the recent promotion of Joe Greene to president. I have great respect for Joe in his financial leadership. But for Joe, JWU would have collapsed years ago. My point is that the university at the board’s direction should have used the opportunity to build an effective bench with some new talent who could possibly serve as a replacement for Chancellor Runey. The time for fresh talent and ideas is now.

It is a shame that proud graduates, like myself, are watching the collapse of what was a fine institution. The university led culinary arts for many years, only to then fall to a distant second or further behind the Culinary Institute of America and to two-year institutions popping up all over the country. They lost their way and bet it all on one-dimensional education, favoring Culinary and Hospitality. They have all but abandoned the very foundation of their business, education.

This is my first external outreach. I have written several letters expressing these issues to the board chair and vice chair but receive little if any response.

Thank you for caring enough to write this piece. We all hope that the university can find its way, but each day I become less and less certain they will without bold moves.

• Philip Renaud, Johnson & Wales University, Class of 1973

I am curious how many others at Dell are experiencing a growing sense of disconnection from leadership, from managers, and from the company as a whole.

In many areas, there appears to be little meaningful work, limited direction, and minimal communication. One on ones have largely disappeared. Staff calls and meetings often feel performative rather than purposeful, and there is a pervasive sense of waiting, collecting a paycheck while quietly wondering whether our roles will still exist tomorrow.

The result is an environment that feels increasingly unhealthy. On site, people are physically present but disengaged, mentally and emotionally checked out. Culture feels absent, replaced by silence, uncertainty, and fatigue. The lack of transparency and human connection has a real impact not only on morale and productivity, but also on overall well being.

The world of work has changed dramatically, and many employees are adapting in real time. It feels, however, as though that reality is not being meaningfully acknowledged or addressed. I am interested to know whether others are experiencing the same disconnect, uncertainty, and erosion of culture, or if this is isolated to certain teams and organizations.