#culture

TJ read the script like a news reader. It was the first time I’d ever seen her, even though she took over the CXO role six months ago. Sounds like a “true Verizon leader”.
I don’t have much hope left for the future of customer experience team under this leadership.

What exactly does this role entail, and what product are we working with? It looks like a glorified Scrum Master position, and most of the people in it are G8s. I'm not sure how sustainable this setup is long-term. What began as a pragmatic shift to stop engineering teams from building things nobody wanted has devolved into a massive, heavily certificated industry of performative bureaucracy.
More than 95% of product managers are not required .We have projects ,We dont have products .In tech there are no products.There are product managers even in data teams .Thats level of insanity this so called "product mindset" BS has reached

when will it be clear? eastern time

Not sure where else to ask this, so will do it here. Curious what RTO looks like for different groups across T-Mo. I have a feeling it is not being applied consistently across different organizations. If you reply, please state days per week you are required to be in the office and what organization you are in.

Are we really going to silently accept a drop in our real salaries? At the first townhall this year we were told we'd get an update on merit increase by June.
It's mid-July. No update. No explanation. Nothing. Leadership had no problem making the promise publicly, apparently following through with even a basic communication is a different story.

I think AT&T is looking at WFH completely backwards. Instead of fighting it, why not use it as a competitive advantage?

Why limit hiring to a few expensive hub cities when you could recruit the best talent anywhere in the country? Why spend billions on office space and new buildings when that money could be invested in the network, new technology, or staying ahead of the competition?

It also solves a huge problem for younger employees. Not everyone can afford to live near Dallas, Atlanta, or the other hub locations anymore. Housing prices have exploded. WFH gives people the chance to earn a good salary while living somewhere they can actually afford to buy a home and build a life.

Those salaries don’t disappear either. They get spent in small towns and local communities, supporting restaurants, contractors, coffee shops, and small businesses that otherwise wouldn’t see that economic activity.

I don’t see the downside of letting managers manage by results instead of ZIP code. Keep the jobs that truly need to be in the office in the office. Let everyone else work where they’re most productive. And if someone wants to come into the office five days a week, great. No one is stopping them.

To me, that’s a much smarter long-term strategy than spending billions on offices while trying to convince people that sitting in a building creates value. Especially for a global communications company whose business is built on connecting people from anywhere.

Right now. Fully expect $199 after the earnings call next week. Arvind's house of cards is crumbling.

I was REALLY hoping to see an email from dan the hatchet man... looks like PACT is safe.

Somebody tell Netflix, I’m ready to tell my story. I want customers, and providers to know how Cigna really feels about them and how this company ACTUALLY treat their employees. This is absurd and the world needs to hear what’s happening.

We worked perfectly fine remote during Covid. Then it’s back to the office but no assigned seating. Fine. Then it’s tracking days in office. Ok. Then it’s tracking hours in office. Alright making it work. Now they are taking away specialty locations. Annoying and decreases talent pool. But now they want to focus on making teams sit with each other and move offices so people are co-located. Are we children? Give back assigned seats or treat us like adults as long as we get the job done. Next they will be required 4 days and/or certain days. I prefer to find a nice quiet corner to get my work done.

https://nypost.com/2026/07/15/media/news-12-axes-scores-of-journos-from-bronx-brooklyn-westchester-and-connecticut-newsrooms-dire/

LinkedIn posting liking commenting and dressing like they are on a runway at NSM. No wonder nothing of substance ever happens at this company. Lfg Deadtronic

Global media measurement giant Nielsen today announced it is changing its name to Nambiar Media Insights Pvt. Ltd. and relocating its headquarters to a new campus in Kochi, Kerala.

“At our core,” said Karthik Rao, “Nielsen was always Indian. The ‘N’ stood for Nambiar all along. The rest was just colonial branding. We’re finally decolonizing our letterhead.”

The rebrand comes shortly after Nielsen completed its “Strategic Talent Optimization Initiative” — HR-speak for firing roughly 4,200 American employees and replacing them with bright young graduates who can pronounce “TRP” without giggling. Sources say the transition was seamless, except for the part where the U.S. office Wi-Fi stopped working because no one was left who knew the password.

New Branding Elements

Logo: The old “Nielsen” wordmark has been replaced by a majestic elephant holding a TRP meter in its trunk, with the tagline: “Same Data. Better Karma.”

Mission Statement: “Delivering hyper-local, culturally nuanced insights from the land where your grandparents’ cousin’s neighbor’s son already works.”

Office Perks in Kochi: Free unlimited filter coffee, 47 varieties of banana chips in the pantry, and a mandatory 4 p.m. power nap policy. American severance packages included a one-way ticket to “find yourself” and a coupon for 15% off at Big Bazaar.

New Rating System: Instead of households, they now measure “aunties who watch TV while yelling at the maid.” Early data shows Kumkum Bhagya is crushing The Bachelor in the 22-35 demographic.

During the virtual all-hands (now called “Family WhatsApp Group Meeting”), the CEO — speaking from an undisclosed golf course in Scottsdale — wiped away a single tear and said, “This isn’t about cost-cutting. This is about authenticity. For too long we’ve been pretending to be an American company when our true soul has always been in God’s Own Country. Also, the fully loaded cost of an American analyst was roughly equivalent to the GDP of a small Kerala village.”

Marketing head Priya Nambiar explained the deeper reasoning: “Americans were asking too many questions. ‘Why is the sample size 87 people in Ohio?’ ‘Can we get data after 2019?’ Very negative energy. Our new Nambiar team just nods, says ‘yes sir, will do the needful,’ and delivers the numbers by yesterday.”

As of press time, Nambiar Media Insights is accepting applications for “Chief American Nostalgia Officer” — a purely ceremonial role involving wearing a cowboy hat in Zoom calls and saying “y’all” occasionally for brand authenticity.Jai Hind. Jai Ratings.

George Kurian's legacy won't be maybe hitting $10B in revenue at some point. His legacy, along with Beth O'Callahans, will be constant layoffs and total decimation of the NetApp culture that had been built over the years. Beth's legacy will be the same since she is a big driver behind the new forced distribution performance rewards and the in-office mandates. Sadly, the direct reports to them just blindly follow along.

“When People Show You Who They Are, Believe Them”. Same goes for companies. They’ve been showing you that they don’t value you or your contributions to the business and you should believe them! They’re not kidding.

You have skills, whether it’s in sales, engineering, analytics, or other. Use those skills to shift to an industry that is more stable and that acts like it values you.

I salute you. You are victims of an inept strategy and an inept and self-congratulatory leadership who clearly do not have a clue about how to turn around things. Anyone who is Band 4 or above should hang their head in shame, complete losers

There's a bit of some odd astroturfing or something going on right before/after the layoffs? Not going to call on anyone here. Mental heath issues? Trolls?

It's very clear by the town halls that he has been in the forefront of that labor force reduction is his goal. Someone needs to get this guy sensitivity training or put a mouthpiece in front of him. He's making it very clear that the people doing the work are of little long term value.

I'm going to hang up this phone, and then I'm going to show these people what you don't want them to see. I'm going to show them a world without you. A world without CEOs,, VPs, politicians, fake markets, fake wars and, A.I, without borders or boundaries. A world where anything is possible.

Why is the Women Lead session being lead by a Man? He rewords what she says and does most of the talking. Can someone tell him to he is not a woman? Another example of Optum not getting it right. I just want him to shut up.

The working environment within the MBP QA team was disappointing, with unprofessional behaviour and attitudes affecting team morale and collaboration.

During my time at FIS, I observed instances where individuals with limited technical knowledge were placed in leadership positions over highly skilled resources. It highlighted the importance of having the right expertise and leadership approach in place.

Makes me want to vomit. Better not be fully transparent when a good percentage of employees are listening on the call.

These questions are making him a little jittery. Bless it.

It’s disappointing to see some employees take weeks off or work from home without concern, while dedicated, high-performing employees face layoffs. Decisions should be based on merit, not relationships.

We know how you love the so called anonymous survey. I'm sure KT in HR would support a survey, but MH knows that it will make him look bad, so No surveys anytime soon. KT keep up the pressure maybe he will resign, so you don't have to continue babysitting him for Apollo.

Can’t believe the CEO just announced Schrute bucks.
I’m like 80% confident he just read the article below and thought it was a magical way to improve morale.
https://peopledevelopmentmagazine.com/2026/06/22/challenge-coins/

All these leaders are jumping ship with a nice financial cushion to fall back on, while the rest of us are left waiting anxiously, wondering what’s next.

If you are debating leaving Truist and are afraid to, don’t be. It’s so much better being away from that place. You will make more money elsewhere and you will be happier. Don’t trust your leadership and hope that they do better because they won’t. Just leave. It will be ok! Not a troll, just a ex employee who got out and sees that it’s all working out.

What’s going on PW UHG org? New CISO, CDO, ETIPs head …. mostly from financial institutions. Any insight?

Something is coming. Right before each transition or layoffs pass downs become a nightmare! Literally, they came in one day said don’t do x,y,z moves . After we did it the night before . So, next day we don’t and follow directions they come in and get upset we don’t do it after they asked us not to.
When this kind of bull starts happening and first shift and upper management starts losing their temper and minds something big is always on the way!

This is becoming quickly one of the worse places to work!

Morale is so bad
Coming in and making fuss after fuss over sometimes the directions they gave to do . Why would anyone want to do this to themselves?

This company especially this particular fab in Richardson is going to run everyone off!!!!!!

Ask questions before you start flying off the handle !

Especially if you are at the top be sure you’re setting the example!

I could not watch. Could someone make a favor and do tldr

McKinsey have been poking around on cost for years why has the T5 layer of managers not been removed. In my experience they largely work from home, demand lots of travel and are blockers to true change viewi g everything through their personal lens.

At many large enterprises like SAP, having a highly concentrated, top-heavy layer of senior executives (like the T5 band) can become a major drag on agility. While senior leadership is necessary for governance, an over-reliance on a massive executive tier often does more harm than good.
Here are some other reasons why a heavy executive management layer can be a bad idea, a waste of resources, and a massive blocker to organizational change:

1. The "Telephone Game" of Communication
   When strategic goals have to travel down from the board through T5 executives, T4 directors, and T3 managers before reaching the people doing the actual work, the original message gets distorted. Key details are lost in translation, and the boots on the ground often end up executing something entirely different from what was intended.
2. Decision Paralysis and Over-Analysis
   With too many high-level leaders wanting to leave their mark, decisions require endless rounds of reviews, steering committees, and alignments. Simple choices that should take days get dragged out for months because too many executives need to "sign off" or feel included.
3. High Compensation, Low Direct Output
   Executive-level talent commands premium salaries, stock options, and bonuses. When a company carries a bloated executive tier, a massive portion of the budget is spent on individuals who manage and coordinate, rather than those who build, sell, or support the actual product. This is a highly inefficient allocation of capital.
4. Preservation of the Status Quo
   Executives at this level have often spent decades navigating the corporate political landscape to achieve their status. Because their success is tied to the existing system, they are naturally incentivized to protect it. Truly disruptive change threatens their established domains, making them quiet saboteurs of radical innovation.
5. Silo Creation and Empire Building
   To justify their premium titles and budgets, senior managers often focus on expanding their "empires"—hiring more people under them and fiercely guarding their departmental boundaries. This breeds internal competition and political infighting rather than cross-functional collaboration.
6. Detachment from the Customer and Technology
   The higher up a leader goes, the further they get from the actual product and the day-to-day frustrations of the customer. Decisions are often made based on polished PowerPoint decks and sanitized reports rather than the raw, messy reality of the market.
7. Death by PowerPoint (The "Tax" on Middle Management)
   To keep senior executives informed, middle managers and individual contributors must spend countless hours preparing status updates, dashboards, and presentations. This "reporting tax" drains valuable time and energy that should be spent on actual execution.
8. Dilution of Accountability
   When a project involves multiple senior stakeholders, responsibility becomes diffused. If a major initiative fails, the layered structure makes it incredibly easy to point fingers, meaning no single executive is held accountable, and the organization fails to learn from its mistakes.
9. Suffocation of Grassroots Innovation
   Great ideas in tech usually bubble up from the engineers, designers, and customer-facing staff. When there is a thick layer of top-down management, these ideas struggle to get noticed. If an idea doesn't align with an executive's personal roadmap, it is often ki-led before it can even be trialed.
10. Heavy Friction for Agile Pivots
    In a fast-moving market, companies need to pivot quickly. A massive executive layer acts like a heavy anchor. Reorganizing, shifting budgets, or changing product direction requires untangling a complex web of executive egos, personal OKRs, and political alliances, making rapid adaptation nearly impossible.

If you have left the company and you're in here moaning, then you haven't stepped away at all.

Xerox has to change. Decades of poor leadership, management and poor execution, coupled with quite incredible world events- remember COVID, have led it, and others in its sector to where it is today.

Many hark back to the days when Xerox dominated; sadly, Xerox didn't invest and didn't diversify then and, like others in the sector, is paying the price now as they attempt to do this against a ticking clock, which ultimately will and does impact employees.

You appear to have decided to move on; good for you. Others have made the choice to stay and support this change, and others will have found themselves stuck.

Many need Xerox to not only survive but beat the competition; they need the income.

Far too many posts on here don't contain facts. In fact, I would go so far as to say they deliberately carry disinformation intended to sow doubt, not healthy debate or even offer useful help, support and advice. That isn't healthy.

Far too many posts carry voices from the past, who are now on the sidelines shooting into the barrel. Let me point back to my earlier statement: it took decades for this to happen; if you were here in the past, you were a part of that decline; be accountable, stop saying 'I told you so' and su-k it up, you helped make this mess.

I don't drink the Kool-Aid, but I need to work; the best chance of me staying in work is to deliver, so that's what I'll do.

A couple of final words: If you're unsure, ask your manager, not some random on here. If they don't know, ask HR; you'll have to wait for a reply for sure, but it'll be correct(ish)(mostly). Don't get caught up in mindless survival assessments with folk on here. Let's be frank: if they knew what the markets did and how they worked, as they claim, they wouldn't be on here moaning and groaning; they would be spending the $ they were making. The last and most important thing. Focus on you, be healthy, don't come in here and worry about a financial assessment made by someone that literally doesn't know what they are talking about and who no longer works for Xerox. If you're struggling, reach out to someone who can help.

Giving the post a negative? You're part of the problem, not the solution.

Within a year, Kroger has been in nothing but turmoil. Kroger has had an interim CEO for much longer than an interim CEO should be in said position due to still unclear circumstances of Rodney McMullen’s quick departure. They have also had incredible amounts of senior management turnover, pushed AI so far down associates throats they cannot even do their job description without someone on senior leadership telling them to have AI do it (effectively to build a repository of prompts so AI can replace jobs), and now this KCC in India that will outsource jobs from Americans all under the beginning state guise of “helping” associates.

Company wide layoffs affecting every facet of the business, RTO mandates for those who are not in power (VP’s and above are nowhere to be seen in the office), and now the fear that within a year your position will be replaced by someone overseas while the CEO gets to tout a $12 million compensation package. How are associates and shareholders supposed to be confident in the future of this business? Not to mention protestors in stores, outside offices, etc. so on top of all this you get to start and finish your day with being harassed because of Kroger senior management’s (common) approach of promising and then reversing decisions. Couldn’t imagine how associates feel.

If this company was not in such an essential industry, this management style built on lies, under delivering, and top down management sprinkled in with a psychologically unsafe work environment would almost certainly land it in financial turmoil. But I guess this all kicked off because of Publix stepping on Kroger’s heels… this response is going down the exact opposite direction.

And I bet Kroger will still market themselves as “your friendly neighborhood Kroger”, with all of the marking materials created by someone thousands of miles away. So disappointed in this company.

The most productive thing you can do today? Embrace JOMO. We’ve all been raised on FOMO (Fear Of Missing Out), but in the corporate world, FOMO is just a polite term for a bottleneck.

If you feel the need to be in every 30-person meeting to "stay aligned," you aren't leading; you’re hovering. If you need to be CC'd on every email thread to "feel informed," you aren't empowering; you’re slowing the engine.

At Verizon, we are architecting an AI-enabled ecosystem to eliminate "the mundane". But tech alone won't give us speed. We need a cultural pivot from "Agreeable to Accountable".

JOMO - The Joy of Missing Out —is the ultimate leadership flex. * It’s the joy of trusting your team to take "Total Ownership" of the talent lifecycle without you in the room.

When we stop trying to be everywhere, we finally give our leaders the space to be innovative and quick. Speed doesn't come from more eyes on a project; it comes from fewer, more decisive ones.

Let’s stop rewarding "presence" and start rewarding "impact."
Who’s brave enough to decline that 4:00 PM "update" meeting and trust the team to handle it? That’s the BOLD standard.

#Leadership #JOMO