#culture

I asked my director about project priorities and he said he'd check with his boss. Three days later, still no answer. It's managers all the way down, and nobody at the top knows anything either.

In the last 15+ years, we've had two incompetent CEOs, countless reorgs, several acquisitions where we bought for premium prices and sold for cheap, and a complete erosion of culture. I think the rot is so deep at this point that any new leadership would need a miracle, not a strategy to fix this mess.

We keep getting vague emails about stuff like strategic alignment and zero details about layoffs, budgets, or direction. Basically, anything that truly matters. We're at the point where the grapevine is more reliable than any official channel. That's not a management style, that's damage control.

I asked our newest hire why she joined despite so much bad press surrounding Verizon and cuts. She said the recruiter was really persuasive and she needed a job fast. Not even a month in, she's already updating her LinkedIn. I'd like to laugh, but than again, I'm also stuck here so it's not that funny.

So many rounds of layoffs in just the last 12 months and zero strategic vision, nothing but cost-cutting bandaids. I've watched talented people walk and mediocre ones get promoted, absolutely no logic behind it. My job search started last week, and I'm not looking back.

Strong earnings streak, stock up, that probably means we should consider ourselves safe for now because Dell would never lay off employees amid great results, right? Right? (Yes, I'm being sarcastic, in case it's not painfully obvious.)

When do we really need to fix the leadershit at this shitTel place to save employee layoffs ?

I am really tired and sick of this

AK is all over the media doing damage control.

https://www.foxbusiness.com/media/ibm-ceo-addresses-wall-street-tech-panic-after-delayed-enterprise-software-deals-surge-back

IBM CEO: Prices for a lot of infrastructure components have gone way up --
https://www.youtube.com/watch?v=F2dFAk5fpq0

IBM’s Krishna tries to reassure investors that AI won’t disrupt company’s software unit --
https://www.cnbc.com/2026/07/23/ibms-krishna-argues-that-ai-wont-disrupt-software-unit.html

IBM's Krishna argues that AI won't disrupt software unit --
https://www.cnbc.com/amp/2026/07/23/ibms-krishna-argues-that-ai-wont-disrupt-software-unit.html

I think we’ve seen enough.

I cannot believe how absolutely ridiculously this organization operates.

A meeting ends and these id--t managers think another meeting is needed to follow up the just finished meeting.

How about hiring some competent people then you won't need to have irrelevant meetings wasting everybody's time?

Should I take it as a sign? Lol.

Every day it's the same slop. "We have to use AI in everything we do". Write code? Get AI to do it! Review the code? AI! Write an email or post a message in Teams? Better use AI for it (the ems and the emoji use always give it away; "it's not just x - it's y")! Every post, every message, AI slop images, AI slop text, literally inescapable. I feel like the cult mentality around it is just eating away at people's brains, it's a twilight zone episode. I get we have to copy what every software company does, but isn't there someone near the top seeing the massive bubble about to burst, the cost of token consumption, and the general brain drain that comes from offloading every single task to an agent or a chat bot?

If that is even true. I know you people don't want a two class society at USBank but leadership caused this mess. If remote employees can be grandfathered then past employees should have been given a route to become remote too.

GK said it was brave to have their name attached and fake laughed it off

I’d say 50/50 chance!

Gunjan just said that remote employees are being grandfathered in. Can we please stop the fear mongering now?

Is this the most tone deaf, worthless, let them eat cake townhall this company has ever had to date? I think so...

You can tell how disconnected management is from the company and how they never actually talk to people. They get on a meeting and just spew like everything is great. Soon as you address issues they turn a blind eye because it requires them to do something besides say its great. Like actual issues the company has with getting customers service or improving efficiency. Nope, they make it sound like you are the problem when all you are doing is asking how can we fix this.

Checking in to see where everyone is at on the mood elevator? Remember those days?

So, what do those Texans think of your OU and OSU degrees?

Keep spending money (It’s someone else’s laws).

The way they continue to spin our questions into something easily dismissed is astonishing. 'Concerns about layoffs programs.' 'We don't have a layoff program like other companies.' And a swift move to the next question. These clowns are the worst of the worst.

This feels like a textbook example of people believing their own narrative. Instead of meaningful transparency or honest discussion, it’s filled with self-congratulation and carefully crafted talking points.

There’s very little substantive information here. It’s just selective framing, unsupported claims, and messaging that doesn’t align with what many people are actually experiencing. Rather than acknowledging legitimate concerns or difficult realities, the focus seems to be on celebrating themselves and controlling the narrative.

Real leadership is measured by results and accountability, not by how enthusiastically you praise your own performance. At some point, the applause for yourselves has to give way to honest conversations backed by facts.

Me to Claude: should all these people lose their jobs?

Claude: “Thanks for the question. It would appear so.”

For the normal ppl on here if if you have ever wondered what it's like to feel like a retiree watching Fox news 24/7 here you go.

Why are these execs so delusional? The message could not be more clear: pump all your data into our systems so our AI and India teams can cut your jobs. Also, get your a-s in an office even if that means you're staring at a wall.

Cut the execs, watch us perform better without them.

Is three days in Singapore Office, being tracked

RTO?
Outsourcing to India??
OVERALL CULTURE?
LAY OFFS?
ANGRY STAKEHOLDERS??!?

Whats on everyones cards lol

BNY leadership loves talking about “virtue” the way marketing teams love talking about “transformation” — loudly, frequently, and with zero connection to reality.

Our CEO reminds LinkedIn followers that he’s a proud New Yorker of 25+ years, as if residency somehow translates into leadership credibility.

Our Global Head of Wealth and Investments performs the humble‑origins monologue while pocketing compensation that could fund a small college like his alma mater.

And the COO? He champions mentoring interns while spending most of his career perfecting the art of shuttering facilities and escorting experienced employees out the door.

It’s remarkable how consistently these executives wrap themselves in altruistic, philanthropic language while employees experience the exact opposite.

If this is “leadership by example,” then the example seems to be: say one thing publicly, do the opposite internally, and hope no one notices.

But employees do notice — hence the monthly mutinies on this forum.

The workforce isn’t rejecting their virtues; it’s rejecting the performance. Because nothing erodes culture faster than leaders who preach stewardship while actively dismantling and failing to communicate honestly and transparently with the very people they claim to serve.

Wonder if DO is bringing any more people that Frontier wanted to can. He brings over these people that sit there and say Hi to a team one time. Be like im going to be engaged once a month and then you never see them again. Oh look another meeting with leadership turnover. Guess someone exceeded their KPI on word salads. DO should focus more on the actual employees instead of not understanding sales and long winded speeches.

This is right out of Ginni's tired playbook " One quarter does not define a company. Progress is never perfect or linear. But the future is ours to win"

Arvind, read your own headline back. “Company culture was too slow to change.” Not “I set a strategy that leaned on debt-funded acquisitions for five years.” Not “I ki-led a working deployment focus six months ago and had to rebuild it under pressure.” Not “I chased a stock price number instead of asking whether the growth underneath it was real.” Culture. As if the culture is some ambient weather system that happens to a company, instead of the direct, measurable output of what leadership rewards, funds, and tolerates.
Here’s what “culture” actually means when a CEO says it out loud: it means employees. It means the people three, four, five levels below you, absorbing blame for decisions they didn’t make and couldn’t have stopped. You don’t get to spend years building a strategy on acquisitions and mainframe timing, watch the props come due at the same time, and then, when the market notices, hand the bill to “culture.” Culture doesn’t sign off on M&A. Culture doesn’t set the incentive plan. Culture doesn’t decide which function gets ki-led in January and rebuilt in July. You do.
And the board’s own language makes this worse, not better: confident in the strategy, but will “hold leadership accountable for execution.” Read that twice. The strategy stays untouchable. Execution is the only thing on the table, and execution is exactly the layer where the people with the least power to change the strategy live. That’s not accountability. That’s a firewall, built to make sure the decisions at the top never have to answer for the results at the top.
So here’s the honest question, asked directly, not through a euphemism about culture: why is it always easier to say “we faltered” as a company than to say “I got this wrong” as the person who ran it? Why is the sentence “culture was too slow” acceptable in a headline, while the sentence “I ki-led a function I should have left alone” never makes it into one? If you were confident enough to reshuffle the entire org on a six-month clock, be confident enough to put your own name on the outcome instead of a word that conveniently has no face and no bonus attached to it.
Own it, you said. So own it. Not the culture. You

We just got another fun email on oneway dell timesheets. seriously its like nothing works here in any place.

Can't even take holidays like normal person in NORMAL company.

He promised strategic work, when reality is 80% data entry and 20% meeting notes. Should've asked better questions. I thought joining Synopsys would be a good move for my career. I sc--wed up so badly.

When your manager's manager bails without warning, the gossip mill goes into overdrive. We've already got a betting pool going on whether it's a coming layoff or just bad culture. Either way, I've updated my resume and started casually browsing. Call it survival instinct.

I know five people who quit in the past two years, two already reapplied. The startup culture was too chaotic and the consulting firm was 80-hour weeks. I'm not saying this place is great, I'm not delusional, but at least I've learned to appreciate the devil I know.

Didn't speak to me for the entire 10 business days. I already knew I made the right decision to leave, but that just cemented it. Been away for two months and never been happier. Folks, there are places with normal managers and better culture if you're willing to leave your comfort zone.

What will be left of this place once they're done with us? ESPN will not be the same with so many of the broadcasters that made this place what it is gone.

We have so many rumors and so few details. It'd be great if we started getting proper information instead of just little scraps.

The mess we're in is because of incompetent leaders. They got their positions through connections, not skill. And it shows.

Whenever they talk about reducing costs, we're the cost they want to cut. Do they seriously think the company can survive without the people who actually do the work? Not the ones who attend meetings about meetings, but the people who keep things running. We're supposed to be their best asset, but we're treated like we're completely disposable. Job security feels like a distant memory at this point.

Does anybody else have the popcorn ready for the moment Dell realizes they've laid off way too much of institutional knowledge and things are not working as they're supposed to anymore and there's nothing they can do about it? I'm personally fully seated for that moment.

Looking at how things have been run, it's no shock we're in this position. The whole operation is stuck in the past.

Pixar Animation Studios, despite riding high on the success of summer blockbuster “Toy Story 5,” was hit particularly hard in a wave of companywide layoffs Tuesday at Disney.

https://variety.com/2026/film/news/pixar-layoffs-disney-studios-several-hundred-employees-1236817241/