#culture

How is it going heritage Pioneer peeps?

People have stopped holding the handrails. Walking while starting at cellphones. Driving across parking spaces in the parking garage to get to the exit quicker. What is going on?
Leading indicator of lost safety focus?

What have you seen in company plan that is insightful? What insight can be shared on plans for employees?

Executives feel Permian CLs are inflated and have a plan to reduce them. If you are in Permian Operations and lower CL prepare for no CL promotions. If you are high CL already prepare for being told you are over your salary curve even if assessed high and no more raises for many years.

BASF managers will decide who to lay off based on complex factors like personal disputes, retaliation, maintaining dominance and status, rivalries, and internal power struggles, often stemming from cycles of stupidity , lack of opportunity, trauma, and loyalty, with layoffs often escalating through social contagion and misidentification in social networks.

not best moves by the executives.

but nobody cares, right.

I have been thinking a lot about ai and sw eng. work.... been doing it now for almost 3 decades... the productvity gains are real. code moves faster - test cases are easier, documenting takes less effort... and research that used to take hrs happens more quickly.

at the same time, engineering has never been just about producing code. at least for me and folks around me... a lot of the value comes from debugging, arch discussions, mistakes, tradeoffs. learning the system deeply enough to shape it yourself. if ai starts solving too much of that for us, we will lose some of the judgment and ownership that made work meaningful.

Anyhow I do not think the answer is to reject ai. It is way too useful for that... the question is how we use it without replacing the curiosity... craftsmanship... collaboration and mentoring that make good engineers, and good teams even better...

At the same time I do that my wishes will come true, the economics are against it. So, yea times have changed...

In a particular work group this morning, a detailed email was sent out instructing team members on how to handle complicated work inquiries. There were bullet points and seven different email points to use. This was done, allegedly to improve efficiency. That afternoon, with no notice at all, the name of the Teams Channel used for the entire group to communicate was changed without notice. Staff searched emails to find the notice. There was none. Finally, a team member posted the obvious question. Why? What happened? Had a notice been missed? A senior leader posted back, "No, there was no notice." Nowadays, it's easy to incite a mild panic. WTF? About an hour later, the senior leader posted again, the name change was to bring it into alliance with other name changes. And yet, no one showed the team the respect that a brief email would have provided. Employees remain an afterthought.

Looks like a downward trend. How long before leadership is getting culled? Or is miserable results acceptable now?

Heard customers are all talking about UOP being the dead soul. Lipsticks on the pig for those CCUS or sustainable which Trump hates. Like someone on life support

Let's never forget what Stank has done to the company and culture, driving both down as one of the worst large companies to work for.

I had 35 hours in the office already this week before I woke up this morning. That meant only 5 hours were needed to get to my 40 hours. Got in at 7am, found my desk, connected to the wifi and chilled for 5.25 hours. Left the office by 12:30 and grabbed lunch and a beer before getting home. Forcing me to work 40 hours a week in the office really opened my eyes to what is really important. That I can thank Stank for.

https://www.stltoday.com/news/local/business/article_81cc95f7-0e43-4a63-99fd-f91d44720096.html

"We believe this approach will strengthen our capabilities, enable around-the-clock operations and allow access to key skills at scale — while preserving our culture, quality and security standards," the company said.

Nothing like preserving your culture while moving it to the third world!

The more I read these threads, the more I see the same people saying the same things. It’s a bit sad really.

Former employees. Retirees. People who left years ago but still seem oddly invested in every headline and every rumour. I know a few of them personally - nice people but it’s a bit tragic how their identity is tied to a company. They read something in the papers and appear here as though they’re still sitting in the office. They would spend their kids wedding taking about what bp is doing wrong - true story. I find it quite sad, if I’m honest. At some point, you have to move on. Bp owes you nothing. You signed the contract. They followed it.

On bullying, there is truth in it. The post naming initials was accurate. Some of those behaviours were disgraceful and remain a stain on bp’s history. During the ‘good’ years, too many people got away with things because they delivered results. BL a casing point. There are others who could be added to that list. The difference now is that those behaviours are no longer ignored.

What I struggle with is the constant bitterness. A lot of the loudest criticism comes from people carrying old grudges, people who never got the promotion they wanted, or people who have convinced themselves that bp was the source of every setback in their career. That’s an easy story to tell yourself. It just isn’t always true. Let’s leave the future to the generation trying to turn this around.

One of the best things bp has done recently is show some backbone. Poor behaviour is being called out. People are being held accountable. BL and AM are examples. One person who should not be allowed to quietly disappear into the background is (*D) AC. A complete failure of leadership, judgement and self-awareness. Time to go.

The portfolio review is the right decision. Not everyone will agree with it. That’s fine. Leadership is not about making decisions that please everyone. When the details are announced, the reasoning will be clear enough.

And on Meg, I couldn’t disagree more with some of the comments made here. I’ve worked with a number of CEOs, inside and outside bp. She is one of the most impressive. The direction is right. The priorities are right. And she has dealt with a series of challenges that were not of her making with real composure and resilience.

I’ll leave it with this:

“It is not the critic who counts…”

It’s always easier to sit in the stands and tell everyone else what they should have done. Much harder to be the one making the decisions when the outcome actually matters. That’s the difference.

Ron needs to increase his total compensation for 2026. He's like the Freddy Krueger. Once you think you're safe and put your head down, he comes after your job. Do not sleep!

https://www.zerohedge.com/ai/was-amazons-tokenmaxxing-fiasco-behind-claudes-500m-mystery-bill

That's great. That's great.

Seems like the sort of thing that could happen at MetLife as they try to measure who is "doing" AI.

Surprising number of individuals leaving recently from all different titles/backgrounds. Bad leadership seems to be the common denominator and not listening to what employees want.

ELT, GPs and other senior leaders - Please watch Company Retreat on Prime before you do anything more. It's the sequel to Jury Duty and raises many themes we're all experiencing now. Watch how your families react. Notice which characters resonate with you, your (age appropriate) children, and spouses. Notice who the bad guys are and why.

Associates on this forum, please watch it too, if only to remember what a workplace family can be like, to mourn what we're losing, and laugh a bit too. Remember, most people are GOOD people and not solely in this life for money. Yes, it's a fictional story, but the themes are real as can be and at once topical and old as time.

OMG am I sick of seeing and hearing and worst of all seeing that id--tic Lego looking thing Bob. Since Robbie Thomas will soon replace the dinosaur that Arvind is now 4 years past IBM's tradition of leaving at 60, why the heck did they at least call it Rob? These are the mtgs and debates IBM's army of DEI execs and legal and finance teams now have. 6 months of mtgs and 4,000 people involved and they land on Bob. What a dumpster fire IBM-Bob-Rob is. Sad.

Someone please help me understand why there are so many highly paid people with only two or three reports???? It seems like there are at least three more middle layers than needed.

Sorry to the dedicated people of NJ as your leaders let you down. Come join NJ’s #1 tech brand!

I’m curious to hear honest and objective opinions from others about why so many employees seem unhappy at Truist. What is it about the employee experience that feels so negative? Is the culture at Truist actually worse than other banks, or is this just how banking is everywhere now?

To be fair, Truist did help me gain valuable experience in a field where I wanted to build my career. For that, I’m grateful. But looking back, I honestly feel like it would have been better for my career if I had stayed only 2–3 years and moved on.

From my perspective, long-term growth and advancement opportunities here seem extremely limited. Leadership constantly talks about “upskilling,” “career development,” and “training,” but in practice there are very few promotions or meaningful opportunities to advance, at least in my area.

I’ve been in the same role for years now and feel completely stagnant. I’m no longer learning or growing professionally. At this point, it feels like I just log in, do the work, check the box, and move on with my day.

What’s concerning is that I’ve become so complacent that the idea of being RIF’d almost feels like it would be a positive because it would force me to move on and try something new while collecting severance. I’ve never felt this disengaged in my career before.

What makes it worse is that many people on my team who have been here a long time seem mentally checked out as well. The overall environment feels stagnant and low-energy.

Interested to hear from others, what do you think drives the negative employee experience at Truist? Is this unique to Truist, or just the reality of large banks today?

Really cool of the company to not alert us about two people being shot right outside the building this morning. Street blocked off, doors caution taped off, lobby crawling with police and not a peep from anyone at US Bank. We’re in the trenches trying to hit RTO goals.

https://www.globalbankingandfinance.com/exclusive-ousted-bp-chair-met-activist-shareholder-elliott/

Don't know about you, but AM is growing on me. The company needs someone who is willing to give it a kick up the **.

I hear some managers are addressing with local teams and the results are bad. Why hasn’t c-suite addressed it? Do you think they are waiting for a TH? I would think some short-term communication from the top would really help clear things up and keep everyone aligned on improving the company

Why bring in an external hire to replace a C suite executive? Is there no one internal qualified? What’s the rationale?

The culture that we are getting into right now with teams, and these group pings is absurd. They say it takes 20 minutes to refocus after you’ve been distracted… these silly group pins and constant teams alerts on pinging are so unproductive and frustrating. Just send us an email! Not to mention things keep getting lost in different variations of group groups that are pinging so I literally can’t keep up.

I’m so over teams and all the obnoxious features that come with it that destroy my productivity.

Fancy Name Tags ( especially as if I invented the AI ) doesn't add ANY value to the corporation..

Shoulda popped that in the survey.

PZ last day!!!! Ready to welcome a fresh chapter with a new CEO who is already showing to be a lot more human than robot sitting in an ivory tower! Perhaps he can sort out the expensive mess that has become of AI.

That’s what it’s starting to look like. Seems a little self-defeating to me, but what do I know, I’m just a measly peon, right?

So burned out. This place is unhealthy.

My manager found out I've been job hunting and that I took some time to go to a job interview (side note, I was an id--t - do not tell your coworkers anything, they'll use it to their advantage in a second). How sc--wed am I? If the interview went well I wouldn't have cared, but it didn't, so as of now, I have no backup.

As we spent the last decade offshoring and laying off our vteam family, I was energized and excited to learn how AI unlocked is how we scale our most important investment - our people! This is such impactful work. Because when the Vteam thrives, Verizon thrives - together!

There is no question AI is changing how we work, but emotional intelligence will always shape the why. The future belongs to organizations that value both. AI is the how. EI is the why. And nobody cares about people like Verizon. I am very grateful to be part of this best in class culture OS! Let’s go team!

stock soars to 400 in after hours market. None of us are getting raises, promotions, stock purchase plan or RSU's and are constantly being threatened by layoffs. JC and MD are getting rich and we're suffering, yet we do all the work. How long are we going to look like the fools that we are. We get a beating and then say thank you...may I have another. Apparently, people are no longer quiet quitting...or if they are....it is not working. The company itself seems to be getting stronger...like it feeds off of negativity.

Had seen the golden era of Verizon US, EU and India completely collapsed. In last few weeks many of my VZI folks. With whom I worked closely left the org. Same thing I observed in different domains so many good byes emails.

I am just worried, Is Cisco Tracking on what websites, I am visiting or what am I looking at on Google Chrome ? since news came come out Meta Tracking its employees.

I thought it was interesting that the latest survey I received did not ask whether I would recommend BNY as a place to work or whether I would consider leaving BNY for another job. I guess management is worried about the answers that would be given to those questions.

After 36 years at Fidelity, I have learned that every generation of associates eventually faces a moment when the conversation gets heavy.

People start asking whether the company is changing too much. Whether the culture is still the same. Whether the future is secure. Whether leadership understands the pressure people are feeling. Whether the next reorganization, strategy shift, technology wave, or market cycle means something worse is coming.

I understand those concerns. I have lived through enough change to know that uncertainty is real. It affects people, families, teams, confidence, and morale. I would never dismiss that.

But I would also offer this perspective: catastrophizing has never helped anyone build a better career.

Fidelity has never been a static company. It has grown, reorganized, adapted, expanded, corrected, invested, simplified, and reinvented itself many times. That is not a sign of failure. That is one of the reasons Fidelity has endured.

A long career teaches you that companies, like people, go through seasons. There are seasons of growth, seasons of constraint, seasons of reinvention, seasons of discomfort, and seasons when the path forward is not as clear as we would like it to be. The mistake is assuming that a difficult season is the whole story.

It is not.

Fidelity remains a company with tremendous strengths: deep customer trust, a respected brand, scale, financial discipline, a broad business model, talented associates, and a history of finding its way through change. That does not mean every decision will feel perfect. It does not mean every associate will experience change the same way. But it does mean that this is still a place where people can learn, contribute, grow, lead, and build meaningful careers.

To those early in your career: do not let fear become your career strategy. Listen, learn, and be aware of what is happening around you, but do not let anonymous anxiety define your view of the company or your future. Build skills. Build relationships. Ask for feedback. Understand the business. Volunteer for hard problems. Become known as someone who is reliable, curious, adaptable, and focused on outcomes.

A career is not built by waiting for certainty. It is built by becoming valuable in uncertain environments.

To those who have been here a long time: our experience matters, but only if we keep converting it into relevance. We have seen cycles before. We know that the mood of the moment is not always the truth of the future. Our role is not to deny that change is hard. Our role is to help others navigate it with perspective, steadiness, and maturity.

Long-tenured associates have a responsibility to be culture carriers, not nostalgia carriers. We should remember what made Fidelity special, but we should also help shape what Fidelity needs to become next.

That means mentoring newer associates. Sharing context. Reducing noise. Solving problems. Staying open to new tools, new ways of working, and new business realities. It means being honest without being cynical, realistic without being fatalistic, and loyal without being blind.

There is a difference between concern and catastrophizing.

Concern asks: What can I learn? How can I prepare? Where can I contribute? Who needs my help? What skills do I need next?

Catastrophizing says: It is all broken. Nothing matters. The future is already lost.

I do not believe that. Not after 36 years.

What I believe is that careers are built through adaptation. Reputation is built through consistency. Leadership is built through how we show up when things are unclear. And culture is built by the daily choices we make in how we treat each other, how we talk about the future, and whether we choose to contribute or simply complain.

Fidelity is not perfect. No company is. But it is still a place with opportunity for people who are willing to grow, stay curious, build trust, and focus on meaningful work.

The best advice I can offer is this: do not outsource your outlook to the most anxious voice in the room.

Pay attention. Be thoughtful. Prepare yourself. Keep learning. Take care of your network. Take care of your reputation. Take care of your teammates. And remember that your career is bigger than any one rumor, reorganization, difficult quarter, or online thread.

I have seen Fidelity change many times.

I have also seen people build remarkable careers here because they chose resilience over fear, contribution over cynicism, and growth over retreat.

That opportunity still exists.

The question for each of us is how we choose to show up now.