#culture

All the red flags with this company. Big layoffs every other month for many years. Many bad stories reported here.

The email arrived at 7:03 AM. No subject line. Just a calendar invite titled "Organizational Update."

You click it. The meeting starts in twelve minutes. Your hands are already cold.

The voice on the call is calm. Too calm. "As part of our commitment to making care more affordable," it says, "we are reviewing staffing to meet changing market dynamics." The words sound human, but they aren't. They're a spell. A lullaby sung before the lights go out.

Someone in the chat types: Is this a layoff? The message vanishes. You're not sure if it was deleted or if you imagined it.

The slides advance. A map of New Jersey appears. Then California. Then Illinois. Little red dots bloom like wounds. Five hundred and seventy-two in one state . Ninety-two in another . Ninety-eight in a pharmacy that used to fill prescriptions for the chronically ill . The dots spread. The map bleeds.

You look at your coworkers on the screen. Their cameras are off. They are already ghosts.

The voice says "redeploy our talent" and "support affected team members." You've heard this incantation before. It means nothing. The last person who believed it was walked out by security before lunch.

The meeting ends. Your calendar refreshes. There's a new event: "1:1 with your manager." Fifteen minutes. No agenda.

You stare at the screen. The cursor blinks. Somewhere, offshore, a replacement is already learning your job. The reorg doesn't ki-l you all at once. It just keeps taking pieces until there's nothing left to cut.

The invite sits there. You don't click accept. You don't have to. It's already happening.

Think twice.

Summer: You are going to be the ones leading us through this transformation.
Fall: Almost entire team laid off, including the manager.

Criteria for the ones left: "low cost location".

:D

It is easy to be a good company when the business is growing. The real colors come out when times are tough. Comcast was good. Enter competition and management denial finally over. Hatchet job and dump employees as fast as you can. Who would rank it good now?

After more than 27 years with the company, and after seeing similar stories from thousands of loyal and dedicated Comcasters, I experienced something on Monday, 10/26, that I never thought I would feel during my career: I felt like a number.
After decades of commitment, sacrifice, and dedication, it was difficult not to feel as though everything I had given could be set aside so quickly through what felt like an effortless decision. 27 plus years of service should mean something, and in that moment, it simply didn’t. Good luck to all of us impacted and those who remain.

Service anniversaries use to be a big deal. Now making it to the next month is. What’s next in the PepsiCo world? Odds on making it to December.

The last Dell engineering cheerleader ran away with his tail between his legs. He still hasn't figured out that it's not about fast ingestion times or legacy on-prem dedup ratios. Those days are long gone. It's about - and always has been about - instantaneous recovery.

Anyone else want to try to defend his ignorant, legacy claims? This is why Dell fails at software development - unskilled, uneducated, inexperienced engineers.

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​1. Flash-Optimized Storage vs. Hydration Bottlenecks

​Claim: "Modern Dell PowerProtect DD appliances are fully flash-optimized..."

​The Reality: Slapping NVMe SSDs into a legacy architecture as a cache tier or storage layer does not turn a deduplication engine into a high-performance distributed file system.

​The "Dehydration/Hydration" Problem: DD Boost achieves its high compression ratios by fragmenting data into tiny, variable-length chunks. While this is effective for inline ingestion, when you attempt to restore or live-mount workloads, the CPU must reassemble (hydrate) millions of non-contiguous chunks on the fly.
​NVMe storage speeds cannot overcome a sequential reconstruction pipeline. Flash-native architectures (like Rubrik or Cohesity) don't just put flash in front of a legacy algorithm; their underlying file systems (e.g., Iris, Spacetime) maintain metadata structures explicitly designed to expose uncompressed/hydrated blocks instantly without CPU reconstruction stalls.

​2. The Concurrent Stream & Mass Restore Fallacy

​Claim: "Our latest Data Domain supports 1,850 concurrent streams... PPDM and DD can restore 200 VMs simultaneously."

​The Reality: High stream counts on paper do not equal high restore throughput. Data Domain’s internal specs confirm that while write streams are high, read stream capacity is drastically lower (often a fraction of write streams) because reading deduplicated data requires massive IOPS overhead to resolve chunk pointers.

​Concurrently booting 200 VMs directly off a Data Domain target introduces severe I/O degradation because every VM read request triggers metadata pointer lookups across a single target controller. Modern distributed platforms scale compute and IOPS linearly across a cluster of nodes, eliminating single-controller metadata bottlenecks during mass-restore operations.

​3. Deduplication Ratios vs. Cloud Economics (DDVE)

​Claim: "DDVE reduces cloud storage consumption by up to 90%+... writing raw data forces massive cloud bills."

​The Reality: High deduplication ratios on object storage come with a hidden operational tax: excessive metadata disk overhead and API costs.

​The DDVE Metadata Trap: Running DDVE in public cloud requires mounting massive, high-cost block storage volumes (AWS EBS / Azure Managed Disks) solely to hold the DDVE metadata index needed to track millions of micro-chunks. As data grows, the cost of running high-IOPS block storage to host Data Domain's metadata offset the savings on object storage.
​Furthermore, during a Cloud Disaster Recovery event, assembling data out of millions of tiny GET requests to object storage incurs massive cloud API request fees and latency, whereas cloud-native backup engines stream optimized, sequential object chunks.

​4. "Data Lake" Repurposing vs. Storage Utility

​Claim: "Turning your backup repository into a data lake consumes massive IOPS and degrades backup windows."

​The Reality: This claim assumes an architecture that cannot isolate workloads. Distributed software-defined storage (SDS) utilizes QoS (Quality of Service) controls to dynamically prioritize backup/restore ingestion over secondary workloads.

​In legacy Data Domain, running secondary workloads does ki-l performance because the controller is already redlining CPU utilization just to perform inline deduplication. Modern systems separate background indexing tasks, allowing organizations to run automated malware scans, compliance searches, and dev/test validation directly against backup data without degrading backup windows or creating full-copy storage bloat.

​5. Ransomware & Zero Trust: Air-Gaps vs. Logical Immutability

​Claim: "PowerProtect DD is the gold standard via Cyber Recovery Vault... competing storage sits on the same network."

​The Reality: A physical air-gap or dedicated isolated vault is a perimeter defense, but it is a reactive mechanism built to compensate for non-immutable core architectures.

​Layered Defense: Modern platforms do not rely on "network isolation" alone. They implement native WORM (Write Once, Read Many) immutability at the storage kernel level, strictly enforcing Time-Based Retention Locks, Multi-Party Authorization (MPA), and platform RBAC.

​If a compromised domain admin gains access to a modern software-defined backup cluster, the underlying file system kernel physically blocks any API command attempting to modify, truncate, or delete snapshot chunks prior to their expiration date. Dell's vault model treats the symptom (network exposure) rather than building security directly into every layer of the storage fabric.

​Summary

​"Bragging about 1,850 write streams and 90:1 deduplication ratios is like boasting about how tightly you can pack boxes into a warehouse, while completely ignoring how long it takes to find and unpack a specific box when the building is on fire. Data protection is no longer just about cheap ingestion; it is about instant operational recovery, API-driven automation, and cloud flexibility—areas where legacy deduplication appliances continue to struggle."

50% the people around here spend their days sitting in airconditioned offices drinking free coffee, sittn in meetings about other meetings and moving numbers around in excel. all while collecting 6-figure salaries.

yet everyone is miserable because the guy down the hall makes $100k or $500k more. so what?? bob makes $350k doing practically nothing and you make $250k doing practically nothing. you're BOTH doing fine.

meanwhile there are people working outside in 100-degree heat making a fraction of that. i'm not saying dell is perfect (far, far, far from it). but some of you have turned one of the cushiest gigs imaginable into a personal tragedy because someone else got a bigger bonus or a better ranking or some exec has a plane.

maybe, just maybe, the job isn't nearly as bad as you think. maybe you've just gotten so comfortable that you've run out of real problems... and aparently bob getting promoted is now your biggest one.

Different jobs, but same makeup budget.

Only difference is that one received a huge early payday for poor results and the other gets to be on Fox TV 5 nights a week as a paid commentator. I thought there is a prohibition about being significantly employed outside the Bank.

Guess Ford Jr. is working remote and putting in his 40 hours over the weekend.

interesting seeing more nvidia employees (and former employees) nowadays are speaking up online about the culture. long hours, zero work life balance, managers yelling at people are a default - add to that favoritism and a constant atmosphere of fear. the golden handcuffs come with a lot of BS as well. some teams are ok but i think the toxicity is pretty widespread. most of the mgmt responds to burnout by shifting the blame to the worker and 'efficiency' sh-t, use AI, get organized, su-k it up, etc. ok, now we are sitting on trillions, JH is a demi-god, the competition is several light years behind us and they are still acting like pricks - does any of that success actually translate into being a decent/human place to work?? that's the rant for today.

Buh, buh, byeeeee!!!!!

Doesn't change your reputation when you keep all of your VPs having a pact with the devil. You ripped off suppliers and shareholders, had accidents in the field by not following established company policies, promoted those that least deserved it. Good luck trying to find anyone with morality to work for your company. I blame Lawler and Nick for establishing this culture. Yet they both landed on their feet in spite of destruction. And their VPs carry on the tradition.

ILEC business is getting gutted. What happened to “We Win Because We’re Local”?

Our company has lost its soul.

Ive been stalking LinkedIn since everything on here is so vague. One manager in particular that is lazy and I'm not sure how he got where he is, is still there commenting on others posts that were laid off, saying he will miss them. smh. Was hoping he would get the boot.

The disconnect between leadership and the actual work being done has become unbelievable. There was a time when conversations with management centered around collaboration, navigating difficult cases, problem-solving, and ultimately improving outcomes. Now it feels like every conversation revolves around which metric is off, what deadline wasn’t met, or which box wasn’t checked quickly enough.

At what point did we lose sight of what actually matters?

We are clinicians, not data entry machines. Our work requires critical thinking, clinical judgment, collaboration, and sometimes navigating situations that don’t fit neatly into a predetermined timeframe or dashboard.

Metrics have their place, but the constant hyper-scrutiny of every little data point is not improving the quality of care. It’s creating an environment where people are more concerned about satisfying a metric than focusing on the actual work in front of them.

Leadership needs to seriously ask themselves what they’re trying to accomplish. Are we improving patient outcomes, or are we just getting better at measuring how quickly someone checks a box?

Because those are two very different things.

Seriously, how bad can AT&T look. The company does not live out it's own slogan. The CEO is an absolute joke. His explanation for why the stock is tanking was so predictable and a waste of oxygen.

The reason the stock is tanking is that a new competitor has entered the market. It is not just any new competitor, but it is a competitor with a real CEO in Elon Musk. The politest and most conservative way to describe it is that Starlink will destroy AT&T. Elon will own the Stink. AT&T under the Stink has no chance to compete with Starlink. AT&T is all debt, no cattle. Stinkey is absolutely embarrassing.

For revenue Growth in Q3
VZ + 2.9%
ATT + 3.8%
TMUS + 6.2%

why is dan being lauded as a savior when he is just axing people and doing stock buybacks?

Certain people left and crickets...

I’ve been gone a while, couple of rounds ago. I had to get this out after many former colleagues reaching out after impact, or scared that they’re next. Nike’s leadership is completely tone-deaf, we know this without saying again and again but my goodness, what on the actual h*ll?!

Another round of layoffs announced just weeks ago. Employees terrified they’re next. Former employees still trying to recover. And what’s happening on LinkedIn? Leaders celebrating promotions and advertising senior leadership openings like everything is just wonderful.

How tone-deaf can you possibly be? The complete lack of awareness, judgment, and consideration for the people whose lives have been turned upside down is disgusting. Read the d*mn room.

People who actually gave a sh*t about this company, its customers, and the work they did have been tossed aside. Others are waiting for the next shoe to drop while leadership continues patting itself on the back.

And somehow, there’s money and opportunity for more senior leadership? Fascinating.

Why are you recruiting externally when you have incredibly talented, experienced employees sitting inside your own organization, wondering whether their name is on some bullsh*t, arbitrary layoff spreadsheet? People who have delivered results, know the business, and could very well be qualified for the positions you’re advertising. But instead of giving them an opportunity to stay employed, they’re reduced to a number on a spreadsheet while you go shopping for talent elsewhere. How about giving the people who are STILL THERE an opportunity NOT to lose their jobs? Disgusting.

And to former Nike employees considering reapplying? Don’t bother. Almost guaranteed you will find yourself automatically rejected. Don’t believe me? Ask around.

How many rounds of layoffs and leadership shakeups does it take before someone admits the problem starts at the top?

And when will Nike realize this goes far beyond the quiet, carefully managed conversations they have with the people they’re laying off?

Those conversations don’t stay behind closed doors. People talk. Families talk. Former employees talk. The public sees it. YOUR CONSUMERS SEE IT.

Speaking from personal experience, it’s sickening to watch. I’ve witnessed serious misconduct concerns involving people who reported to me while watching other employees lose their livelihoods. I have serious concerns about whether accountability was applied consistently and whether race improperly influenced who was protected and who was pushed out. Don’t come after me here, I’m not the only one. Check the post layoff rosters friends.

So spare everyone the corporate messaging about integrity, values, and doing the right thing until you’re willing to demonstrate those things internally.

And those glowing LinkedIn comments? Let’s not confuse public congratulations with universal approval. Some employees are too afraid to speak up, and people outside the organization are desperate for opportunities. That doesn’t mean everyone is buying what you’re selling.

Here’s what Nike’s leadership seems to forget. Your employees ARE your consumers. So are their spouses, children, friends, and families. Every person you’ve pushed out has a story, and every employee still living in fear has one too.

You can spend billions marketing a brand, but you can’t market your way out of treating people like sh*t.

Keep celebrating yourselves. Keep posting about your exciting new chapters while the people who helped build this company are left picking up the pieces while they watch your tasteless parading.

The damage to Nike’s reputation doesn’t end when an employee’s access badge stops working.

The people you discard don’t disappear. They become part of the story consumers tell about your brand.

I find the discussion of IDP discouraging because the promises made never happen. The business need always wins and only hipos have the opportunity to try different jobs. I am stuck in a role because no one else knows how to do it. It isn’t a role that I enjoy or is rewarded. Critical role that they won’t let me leave and then they consistently rank me low.

Cisco chief found a 27-year-old ex-founder ‘buried away in the organization doing something unstrategic’—now the Gen Zer is rewriting 98% of its code"

https://fortune.com/2026/10/30/cisco-president-jeetu-patel-gen-z-27-year-old-unlimited-ai-tokens-rewrite-legacy-code-entry-level-jobs/

Can anyone tell what kind of watch D is wearing in the earnings video? And what ring is he wearing on his right hand?

Where is that conference room? In the cube? Looks swanky.

If not, what it is? Who benefts?

Head of GCC, EVP said this on LinkedIn "I’m both proud and humbled to be part of this journey as we build for our future! This announcement represents the continuation of an extraordinary partnership with Infosys and marks the start of an important chapter for Truist." I really hope Steve doesn't think moving 1400 jobs to India is a good thing!! When I worked at BB&T he seemed to care about employees. My guess is that he has no choice but to drink the Koolaid. :(

Older workers: Empty nest (kids out of the house, can put more into work if needed), decades of experience, with VZ for decade(s) so would have already been canned if they were not good at their job (recall VZ had 200K+ fulltime employees 15 years ago or so)... Why would you kick them to the curb when they are in arguably the most productive years of their lives?

Short sighted id--ts in leadership positions. Its like not maintaining your vehicle to save a few buck up front. But, I guess leadership plans to not have an interest/stake in the car (VZ) in the future.

Call Out. How many of us are here, but really don't give a fluffy?

T-Mobile leadership has failed miserably at moving the company in a positive direction, both financially and culturally. A company should be able to generate revenue while maintaining an environment that values its employees. Unfortunately, over the past several years, upper management has systematically dismantled much of what made T-Mobile competitive, successful, and a place people once took pride in working.

I'm sure the bean counters packaged these changes as necessary growing pains, selling everyone on the idea that things might hurt now but would make the company stronger in the long run. It's the same tired corporate playbook: make sweeping changes, promise a better tomorrow, and leave employees dealing with the uncertainty and consequences today.

I hope people remember this before giving their loyalty, dedication, and best years to a company that clearly doesn't understand the value of either. T-Mobile appears willing to cut off its nose to spite its face, sacrificing the very people and culture that helped make it successful.

You gave them your best efforts, your skills, your experience, and your loyalty. When it mattered most, what did you get in return? A reminder that loyalty from employees is expected, but loyalty from leadership is apparently optional.

Elad, if you’re reading this, looks like you’ve officially been voted off the sinking ship too.

Pack up your ego, your arrogance, Janus, FDX and the rest of those multimillion dollar projects that never seemed to deliver on their promises. The company has spent enough money funding your grand visions and self promotion.

Here’s what you seem to be missing. Employees have lost confidence in your leadership. People are tired of being dragged into another expensive project with big promises and little to show for it. Respect isn’t something you get because of your title. You earn it by actually delivering.

At some point, read the room. Pack your sh-t, leave the ego behind, and make room for someone people actually want to follow.

Welcome to the new Comcast, where employees are done waiting for leadership to hold itself accountable. If the executives won’t do it, we will. Publicly. Your title doesn’t protect you from your track record anymore.

Lehitraot, Elad. Don't let the door hit your ego on the way out.

Since we all know that the anonymous employee survey is anything but...and the results are carefully repackaged... Let's use this space to openly and fairly rank a few questions:

1. I would recommend PSX as a great place to work.
2. I am inspired by the mission and purpose of PSX.
3. I see myself still working at PSX in two years.
4. I feel comfortable providing upward feedback to my supervisor.
5. Leadership effectively communicates the goals and strategy of the company.

1 - Strongly Disagree | 5 - Strongly Agree

For me: 3, 2, 2, 1, 2

Let’s have some fun! Wrong answers only! I’ll start:

Arrogant Dou--ebag

The idea that keeping your job is some kind of a reward, at a place that is in a constant state of turmoil, it's sadly pathetic and a hallmark of the Devon experience

Any thoughts on the all-hands call? Many topics, none brought to a resolution?

I always thought it was funny how the injury free days in campus sign is prominently (not) displayed by the back gate. Not the front gate. Oh and it also never seems to be working.

Once again as I drive into the garage today I see the signs are all broken. Why can’t they keep the signs working? I’ve never seen this problem at other parking garages. It is a constant issue. Why can’t they fix it? Don’t we have instrumentation and controls engineers? If this is any indication of our ability no wonder SBM is operating everything in Guyana while we watch.

Can you hear me now?

Has anyone e heard of the tracking sensors coming to a floor near you? Supposedly they will be in the ceiling and under the desks for tracking. Charlotte has them going in on the 35, 30 and 27. Watch out big Gunjen is getting bigger.

I was laid off from Q a while ago. Quite a few things have happened since then. I found another job, in a remarkably similar business, and had some time to reflect.

One thing strikes me as particularly peculiar.

At Qualcomm, you could literally spend days without encountering an American-born engineer. Most of the people around me were from India, some from China, and others from various Asian countries.

I was repeatedly told why this was supposedly inevitable. Americans don't study hard enough. They don't pursue STEM careers. They lack discipline, technical competence, work ethic, and so forth. Vivek Ramaswamy was particularly eloquent in explaining all this.

I was also told, in no uncertain terms, that entire groups within Q would never hire a non-Indian engineer. The explanation was fascinating: American engineers supposedly wouldn't put up with certain management practices (hello Murthy), while employees dependent on their employers for immigration status would be much more accommodating.

Go figure.

Fast-forward to my new employer.

Similar industry. Similar technical complexity. Serious engineering challenges.

Except the overwhelming majority of engineers I encounter are American-born. There are some Indian engineers, of course, but nowhere near the proportions I saw at Q.

And guess what? The engineering gets done. Apparently, Americans can still do mathematics, write software, design complex systems, and solve difficult problems.

Perhaps Mr. Ramaswamy's explanation wasn't quite as brilliant as you imagined and quietly approved.

This experience has made me seriously suspect that what I witnessed at Qualcomm was not simply a shortage of qualified American engineers, but something considerably less flattering: hiring practices shaped by ethnic networks, favoritism, and managerial convenience.

I cannot overstate how widespread this was. I am also confident those same networks influenced who was protected during layoffs and who was expendable.

And here is the part worth reflecting on, particularly for those who participated in or benefited from such arrangements.

You may have convinced yourselves that you were practicing some form of Indian exceptionalism. That your networks were stronger, your people more capable, your management methods more effective, and that excluding outsiders was simply good business.

But a company is not an ethnic clubhouse. It exists in a competitive market.

When hiring becomes an exercise in loyalty and conformity rather than competence, the consequences eventually reach everyone—including those who thought the arrangement worked in their favor.

I have observed something else at Q. There was no shortage of people who could execute an established process, navigate corporate politics, manage upward, and keep the machinery running smoothly. Some were remarkably accomplished at it. (Hello again, Murthy.)

Give such an organization a well-defined problem and an established algorithm, and it can produce millions of lines of code implementing variations of bubble sort. Namaste.

But technological leadership demands something fundamentally different. It requires people willing to question the algorithm itself, challenge conventional wisdom, and occasionally invent an entirely new way of solving the problem.

There is a world of difference between implementing a Viterbi decoder and having the insight to recognize that a seemingly intractable problem can be transformed into a tractable trellis-based optimization.

And that brings me to Qualcomm's present difficulties.

Look at Qualcomm's stock performance. Compare it with the semiconductor industry. Even Intel, for years the laughingstock of Silicon Valley, has outperformed Q dramatically.

Of course, there are many ingredients in Qualcomm's troubles: strategic missteps, market dynamics, competition, and management decisions. I am not suggesting that ethnic favoritism explains all of them, or even most of them.

But I cannot help wondering whether they are related. After all, a corporate culture that rewards ethnic loyalty, conformity, and obedience over competence and independent judgment is hardly a recipe for technological leadership.

You cannot manage your way into a breakthrough that nobody is willing to imagine.

And now another round of layoffs.

For anyone who helped build or sustain those closed networks, perhaps this is a useful moment for reflection.

You may succeed in excluding your competition from the hiring process. You cannot exclude your competition from the marketplace.

American capitalism has a peculiar way of teaching that lesson.

And sometimes those who thought they were the beneficiaries of a system discover that they are among its casualties.

You should dr-g test all employees. Lots if twitchy tweekers in b1

So today's my last day at FactSet after 20 years of dedicated hard work at a company that I would call my family. Not anymore since they rejected me. Oh of course they gave me a substantial amount of money to say that I agreed to leave without regrets or complain. But we all know that it's bull.
I wanted to stay but the new management doesn't care. I did everything Sanoke and its minions asked us to do, and more. Ideathon and Hackathon. Spent countless evenings and even more working on agents and Ai. Produced my best performance year.
But I cost too much apparently and nothing else mattered.
Don't fool yourselves, you're just numbers and the ones that stay are just better at politics than you are.
It seems we were building something great but in the end it's just about money. Not ours for sure.
So let me give a bit middle finger to those ELT heartless slaves and farewell to the good souls staying.
Another adventure awaits where I will seek once more respect, identify and meaning in an AI world.

Anyone else exhausted by the endless LinkedIn parade of “So excited!” “So refreshed!” “Feeling energized about the future!”?

At this point, it’s almost comical. Same tired narrative. Same recycled buzzwords. Same leadership speeches. Different day.

Dear B and the entire chorus of executives who seem to love hearing themselves talk:

For the love of God, stop talking and START DOING.

Employees are tired of broken promises, broken systems, and being told brighter days are ahead while watching money pour into AI initiatives designed to reduce the very workforce that built the company. And real talk every cost saving measure you try well hmmm hasn’t worked yet.

How many years does it take to figure this out?

You refinanced the debt. Congratulations. But refinancing debt isn't fixing a business. Where's the innovation? Where's the growth? Where's the strategy that actually sets you apart?

Instead, it's the same playbook. Watch what Aya does. Watch what AMN does. Copy, paste, repackage, and call it visionary leadership.

That's not innovation. That's imitation with a fancy title.

Meanwhile, executives are traveling, attending conferences, posting about how inspired and invigorated they feel, and celebrating their latest leadership revelations.

How wonderful for them.

But what about the people doing the actual work? The people trying to sell a product, navigate broken systems, retain relationships, and keep the business moving while leadership continues to confuse motivational speeches with measurable results?

Here's the uncomfortable truth: A title doesn't make you valuable. Results do.

And when the dust settles, the same executives preaching loyalty and resilience will polish their résumés, leverage those impressive titles, and move on to their next opportunity. Another company. Another transformation. Another chance to dismantle what someone else worked years to build.

At its core, staffing is a sales business. You have to sell your service, your people, your relationships, and your value.

And frankly, if the company is struggling, maybe it's time to ask why the people at the top aren't successfully selling any of it.

Employees aren't asking for another inspirational LinkedIn post. They're asking for competent leadership, functional systems, meaningful investment in people, and a strategy that produces something other than another round of applause in the boardroom.

Talk is cheap. Apparently, so is the value placed on the people who built Medical Solutions.

And to the employees still holding everything together: don't confuse loyalty to your coworkers with an obligation to remain loyal to leadership that hasn't earned it.

Because when the ship starts sinking, don't assume the people telling you to keep rowing are planning to stay aboard. How many have sailed off already???