#culture

If you work for belk don’t drink the kool-aid served by upper management and executive leadership, people of a certain age will understand this reference.

Look around. We see the same story repeated daily: broken lives, shattered families, and a machine fueled by corporate greed that crushes anyone in its way.

And yet—people still believe a heartfelt post will fix it. "Dan, look into this." "Board, address that." As if they haven't already made their decision. As if they're waiting for our input.

Let's be honest: that hope is delusional.

You don't reason with a system that profits from your pain. You don't negotiate with people who got to the top by ignoring empathy. They wear human faces, but they operate like machines—cold, calculating, and utterly indifferent to your suffering.

They monitor these forums? Yes. They have teams reading every word. But not to help. To laugh. Or worse—to ignore you completely. To them, you are background noise. Ants on a highway. Insignificant.

So stop wasting your breath. Stop begging for mercy from people who have none.

The only thing they respect is pressure. Visibility. Disruption. Organize. Build a movement that makes them uncomfortable. Make noise they can't ignore. Get media attention. Force the conversation into the open.

Wake up. Not tomorrow—today.

Because while you're typing another plea, they're counting their money. And time is running out.

At what point do we get to give real feedback on Teams and M365? I’m ready to let them know IT SU-KS! I’ve never felt so chaotic, unorganized, constantly interrupted, and overlooking messages (I’ve never done that!).

I don’t even open the silly group pings at this point (whatever they’re called).. our team has created 5,428 different group chats with similar acronyms- how the heck can we keep this straight!?! And the 500 training decks that they share are useless if you don’t have time to spend days reading and learning this insanely chaotic platform (please STOP sharing “helpful decks”.. it’s not helpful!).

And don’t get me started on the fact that we’re encouraged (forced) to put everything in a “group chat”.. so now nobody can find the documents and they keep messaging asking you to forward it to them again. What’s the point!? Just send it in an email!!

This is ridiculous and we need to let them know it’s not working!

Mike Lyons has a Glassdoor approval rate of 70, while Takis has a 41. Takis, our new ceo, has a rating lower than most other CEOs. Is he this bad? Thoughts? Need to plan for my next step if he’s indeed so much worse than Mike Lyons…

Could an employee that was impacted come back to VZ in another role or are there blockers? Please no smart answer's.

Q. Why did the Japanese car companies beat the American car companies ?

The answer may surprise you but this is why T is dying as a whole due to layoffs.

The Japanese car companies had eight people rowing the boat and one person steering .
The American car companies had eight people steering, and one person rowing.

When the American car company lost the race, they fire the person rowing the boat.

That is the thinking behind how management and HR and how people are picked .

13.8 days required this month, so you need to be in 14 days or get talked to.

I plan to just go in 12 days and let it be. It’s freaking 95 degrees where I am at and now the air quality is bad, way too dangerous to suffer in extreme heat and hazardous air just so I can sit by myself and talk to my co workers on team.

Anyone just going to say f it or are you doing 14?

Dear EMHC Team,

After several site visits, I have identified a recurring operational concern: an alarming level of cranial uniformity among the male population.

At this point, I am no longer confident that there are multiple individuals involved. It is entirely possible that EMHC employs one bald gentleman who simply changes safety glasses and shirts throughout the day.

For safety and identification purposes, I propose the following corrective actions:

1. Mandatory name tags with large font.
2. Optional mustache differentiation program.
3. Assignment of unique call signs (e.g., Bald Eagle, Bald Eagle II, The Chrome Dome, Captain Reflective Surface).
4. Investigation into whether baldness is an unofficial leadership competency at EMHC.

Please advise whether this phenomenon is due to genetics, stress, or prolonged exposure to refinery air.

Respectfully,

A Concerned Observer

Another reorg. Sold as agility, felt as whiplash. Leadership didn’t even wait for the planned date — they tore up a structure barely a year old and rebuilt it mid-year, with zero regard for what that costs the people living through it. The stated reason: “boost software deployment.” The real reason is simpler and darker.
IBM has spent years buying growth instead of building it. Every quarter, another acquisition gets folded in, rebranded as “software strength,” and used to justify the next reorg. Strip out the acquisitions, and the growth mostly disappears. This isn’t a strategy. It’s a treadmill, and shareholders finally noticed — the stock just had its worst single day in the company’s history.
The money to keep buying is running out. Debt keeps climbing. Buybacks have been frozen for years because the company is still “digesting” its last purchase. Cash meant for growth is quietly being redirected to service the last deal, not fund the next one. When a company can’t return money to its own shareholders, it’s telling you something about how thin the cushion has gotten.
And the sales playbook is exhausted. For years, big renewals were “won” by reshuffling the same contract — discount here, markup there, call it a signing. Do that once, fine. Do it a third time on the same account, and there’s nothing left to move. Customers aren’t d-mb. Many are also sitting on mountains of software they were sold and never deployed. Asking them to sign another restructuring on top of shelfware gathering dust isn’t selling — it’s asking for patience that ran out a while ago. That’s the real story behind “large deals failed to close.” It was never about speed.
So here’s what a summer reorg actually buys: nothing, fast. Territory changes take a quarter just to stabilize. Real deals take six months to a year to close. Launch a reorg in July, across a holiday season when half of Europe is offline, and demand results in Q3 — and you’ve built a machine engineered to fail on schedule.
Except failure doesn’t cost everyone the same. IBM books the reorg as a clean, one-time charge and moves on. Sellers absorb the real cost: quotas that don’t shrink to match a broken calendar, commission checks that quietly get smaller because targets were unrealistic from day one, accounts inherited mid-relationship with no memory of what was promised or already burned. When the numbers come up short, it won’t be called “the reorg cost us a season.” It’ll be called underperformance. The same event, blamed upward as strategy and downward as failure — a strategy that costs nothing on the way in and everything on the way out, just not for the people who designed it.
That’s the pattern worth naming out loud: a company that has run out of things to buy, running out of ways to reshuffle what it already sold, paying for both by quietly shifting the bill onto the people closest to the customer.
Another reorg won’t fix that. Only shipping what was already sold will.

Since there is a post around location strategy, what about groups having to be together?

Any news or updates for co-location strategy?

Is "cribbing" a new US Bank slang? What does it mean?

With such major org changes of VCG, will VCG safe for some months?

So they are just assuming everyone will take the job at the indirects ? Regardless if anyone does Verizon still needs to own up to the thousands not 500. BTW how many fraud transactions are going to get pushed through if the rep is leaving ? I can’t believe how Verizon handles layoffs when so many will be there for another month. What a shrinkage nightmare !

"Managing 100 calls a day—as required for care managers at Centene’s Sunshine Health—is an unsustainable expectation. One has to question the quality of both those interactions and the resulting documentation. Requiring such a high volume of calls, effectively placing quantity over quality and metrics over genuine member care, is fundamentally abusive to both staff and patients. Does CEO Sarah London truly understand the impact of the mediocre leadership culture that thrives on bullying those on the front lines? It seems unlikely, as she appears primarily concerned with her own $20 million annual compensation, regardless of the operational reality on the ground."

I find it highly oxymoronic (with the emphasis on mo--nic) that we have these departments that take their work so seriously, use unbelievable amounts of academic rigor to try and solve problems and come from the highest caliber business schools and academic institutions while we see stock prices in free fall and continuous service area exits and RIFs. Maybe things need to be simplified, not iterated with more rigor and wonderfully polished vocabulary in presentations. This place is full of contradictions.

One NM™

Interesting. Twenty years ago we watched many greedy 1% globalists in many company leadership launch “One ___” transformations.

Different logo. Different PowerPoint template. Same promise:

• Break down silos.
• Align the organization.
• Transform the culture.
• This time it’s different.

The only real update for 2026 seems to be replacing “Digital Transformation” with “AI Transformation.”

Somewhere, a McKinsey consultant dusted off the old “One Company” deck, asked ChatBot to modernize the buzzwords, swapped “cloud” for “AI,” and sent the invoice.

The cynic in me is waiting for Phase 2:

• Announce AI.
• Hire consultants.
• Reorganize org charts.
• Explain why “global talent strategy” is the future and replace employees with offshore sweatshops and indentured foreigners.
• Celebrate short-term cost savings.
• Wonder five years later where all the institutional knowledge went.

History doesn’t repeat itself—it just gets rebranded.

Does he have any responsibility as a special advisor? Specially it was hard day yesterday

These analysts are hilarious st-----g Bill. There hasn’t been a worse performing bank ceo in decades.

Why is no one talking about the Moana live action movie? We are getting savaged by reviews. And it's true. That movie is so sad compared to the animation. The colors so drab. The rock? Cringe. This place reeks of pure self awareness. While outside of these castle walls everyone else says Disney is formulaic and dated and has lost its creativity. Reduced to sequels and live action remakes. And we sell our dusty old properties to a modern world trying to convince people that it still means something. And when we try to make stories we're trying to please everyone that we please no one and we forget the most important things: story and character development. Case in point: Wish. What. A. Disaster. For a 100 year anniversary film we sure flubbed that one. Why was no one fired for that? Why are they still allowed to make more cr-p? When is someone here actually going to kick all the rerunners out and bring in someone with newer ideas? So we don't do another Toy Story 7. Or Moana 5. Sweet baby Jesus the way people talk around here is like the damn crew of the titanic I swear.

Divebombing into oblivion
Dying along with Larry

In Citi Tampa only h1bs get promoted to SVPs or Directors. Even HR doesn’t care…

Upcoming role changes and AI agents (which seem promising so far), including mandatory check-ins, are all on the horizon. What's everyone's consensus on this? 🤔

The comments are very pukey too.

"TIME's America's best companies list which recognizes organizations that stand out for employee satisfaction, financial performance, and sustainability transparency."

What a joke. Employees are not satisfied. Financial performance is terrible. Must be a pretty low bar to make the list.

https://www.linkedin.com/posts/jennifer-manchester-5255aa1_proud-to-share-that-fiserv-has-been-named-share-7480998924154073088-VYTt/?highlightedUpdateUrn=urn%3Ali%3Aactivity%3A7480998925391552513&highlightedUpdateType=SOCIAL_SHARE&origin=SOCIAL_SHARE&utm_source=share&utm_medium=member_android&rcm=ACoAACYMkNIBD-GWPZlWEfpOLTBnZ-SXV-1K9WQ

I do not know why, but something about every post here on this site brought me to this old fav video. Yeah, I am GenX, interpret as you want, its art, but relevent lol

All this talk about improving culture and recognition and then after three years in a group when I transfer out my supervisor can’t even be bothered to circulate a thank you card. Don’t let the door hit you on the way out is our culture. Oh but you know the chosen ones had nice good mate lunches with management thanking them and gushing over them with a nice going away present.

More and more Pioneer resignations. I guess they aren’t impressed by our “culture” and “care”

Remember, it was you who moved the ball for the company. It was the front line employee who made a difference to the customer base. It was you that made VZW. Not the so called decision makers. That being said, the best way to combat this is to all go work for a competitor, and bring what you brought to make VZW great. Let’s take VZW down by stacking the competition with highly driven, winning-cultured players in the industry.

Anyone else get this invite for 3:30pm eastern? Is it an all clear or doom?

Charlie sounds upset about being asked why every bank surpassed WF earnings He basically said he was tired of this question. Is he feeling the heat???

Questions are posted and the admin marks them "ANSWERED" yet they are never answered and are ultimately removed from the queue. This is why we have trust issues.

Don”t speak up unless you do it anonymously. Keep records of everything and document! dated, times etc. Then if nothing changes OR you start to be treated different because your leader knows you are the one that filed the complaint then file a claim of retaliation through EEOC. If this has already happened to you file the claim NOW! Even if you are still employed. Nike has to address the EEOC and we can’t keep staying silent while we work for this company that allows discrimination and retaliation. The EEOC will starts to see the trend. Do it NOW! We deserve to feel safe when we come to work and HR and Legal don’t have our back and it’s toxic! Don’t make this toxic culture the norm. Remember that we spend more time at work than we do with our family. It’s taking a toll! Maybe after we expose how toxic it is then Nike can actually recover. Right now we are in fight or flight mode and nothing productive happens in that headspace.

Anyone in CM ever been put on coaching for "failing" a SOFT audit? I truly think mgmt is trying to get us to quit or fire us for "not meeting expectations" before VSP takes effect. Centene has truly turned out to be a grimy place. I will spend the rest of my days encouraging people to avoid working here & avoid signing up for their plans.

This organization is living proof that a company can spend years talking about delivering transformation while failing to transform the one thing customers see first: its own identity.

A meaningless random letters name reflects wasted opportunity, lazy thinking and a complete lack of effort. Millions are spent on branding, consultants and campaigns yet still produce a name with zero meaning, zero message and zero relevance.

A masterclass in wasting resources while creating nothing relevant and memorable. If a company cannot clearly define itself, why should customers trust it to redefine them?

I've noticed a lot of USB colleagues noticing that Americans aren't being hired anymore & are upset about that. I see entire floors full of one ethnitity not previously known to our continent. I thought that's what diversity was & we were cool with that! I thought hiring cousins & castemates & taking kickbacks was what DIE (sp?) was all about? Why must people resist letting some others in the global community come-up, my American family has it all already why should yours who may not be as stable yet take-up a spot & income for our unfortunate friends an ocean away?

(Satire about the anti-Indian sentiment post. I swear to God the liberal mind rot sui-idal empathy will end this country.)

Seen this a hundred times. Massive layoffs, but useless mid manager and c-suites are mostly retained. No real stock value injection attempted.

It is a tired strategy, one used on so many brands in the past. The goal is not to bring the company back to its former glory. The goal eventually is to shop to other rising companies.

Verizon lost. T-Mobile handed us our hats.

I understand the anger against GK, which is valid but is it necessary to throw all Indians under the bus? As a WASP who has worked with several competent Indian origin employees over the years who even went on to become American citizens, I just find all this stereotyping against an entire community a sad projection of what our country has become. Always thought the USB community was above it. Every group without exceptions has competency across the board in similar percentages so I don't understand this new and rising sentiment. Just venting, I guess.

You are only a number… don’t assume anything makes you safe. The current leadership has 1 priority… Slash and cut.. no master plan, no vision. the AI talk is all a cover to layoff and do stock buybacks.. Best of luck to all impacted today and the ones to come…