#culture

John says we need to “stand behind our products and services” and use them ourselves if we expect others to switch to AT&T.

Here’s the problem, John. We literally implemented 5x RTO because apparently we don’t believe our own employees can work effectively from home, even though we sell the very services that make remote work possible.

How the he-l are we supposed to sell people on the benefits of AT&T when our own leadership doesn’t seem to believe in them enough to let its employees use that flexibility themselves?

Maybe we’d be more enthusiastic about our own products, more likely to use them, and more willing to recommend them to friends and family if we actually experienced the benefits firsthand instead of being forced into an office five days a week.

You want employees to stand behind AT&T? Start by giving us a reason to believe in what we’re selling. You can’t preach the benefits of connectivity and flexibility to customers while refusing to trust your own employees with it. Practice what you preach.

People who were a high positions in imperial already joined Suncor.

Check linked in search type” Imperial to Suncor”

Seems Kearl is already divested and they will announce in 2028. Just like what happened with syncrude.

What will happen with people moving to Edmonton? Are we going to see worse situation?

Um, when John?

You’ve been making this claim for a decade.

Maybe it’s not the market. Maybe it’s you.

Retire. Please. For the love of God.

People talk about unstable employment at Comcast as if the company only recently started treating workers this way. The shift away from long term careers started a long time ago, and we’re talking decades here. What we're seeing now didn't come out of nowhere. It's been building for a long time. It’s only getting more prominent so more people are noticing it.

Is it their goal to undermine the company? For what purpose? I honestly don’t get how this could be good for us.

I find it interesting the level of underestimating the overall workforce.

• We are vastly not as stupid as they think we are - we are capable of meeting a metric, appearing to be compliant while doing the bare minimum. We have no interest in helping them make money - keep members - why should we - they don't care about us - why should we care.
• I have been doing the bare minimum - equal to the merit I am anticipating - all I care about is getting a met standards eval - I have no questions, no ideas, no interest and can parrot what you want to hear to get you to leave me alone
• I don't need your health insurance - I am on my spouse plan - a blue plan out of another state who leaves us alone, no cold calls, no forced case management for using my coverage, responsive when we call with a question and get fast resolution. Not like this chit hole.
• I am tick tock ticking to be able to retire - maybe you should look at your workforce and check the average age - I am part of large group
• I have no goals, I am Mastered prepared so don't ask me about my education goals - I don't need a PHD
• I have the ability to fake interest and sound "good" on a moments notice.
• Many others that are not going to retire are actively looking and will quit at a moments notice -

You get the workforce you deserve - treat us like cr-p and we will act accordingly - and the reputation of this place is total trash.

Why are there Directors reporting to Directors? VPs reporting to VPs? A bloated org tree for sure.

So, is globalization at GLOBAL foundries a good thing or a bad thing?

We at Omnissa have got a new CEO who was previously at PA. Been a week, too chirpy with his nature - would really love to hear some feedback from his term at PA and did he really transform the business and take it to new altitudes ?

I am from the EMEA team, and we only have been hearing about him speak of AI and AI transformation without any real deal/idea.

Part of our problem which ultimately leads to market perception and revenue/layoffs. What the he-l are we posting stuff like this like we have anything to do with this robot. Its such a joke, we should be promoting our tech not someone else's.

https://lnkd.in/p/gDTh52HM

Bring em back and get rid of the E/I garbage.

Many of employees in the US South Crude organization are going to quite quit here in the few weeks. XOM Corporate has f***ed around too much, taking heaping sh--s on the lower-level positions. Shall be interesting

Just wanted to share my overwhelming sense of relief and joy that Dr. Phil's old set has found a new home. Love this format so much!

This dude saying our benefits are competitive- what a joke.

So...CDW added a new board member that was a high ranking C level at Deloitte.

Another consultant. Go read what it's like to work at Deloitte. Seems like CL and team want to double down and reshape CDW by outsourcing more and paying coworkers less.

Customers will be left with a lower quality of service since the company doesn't want to actually pay for the best in the industry. What will be left are people too desperate to quit/leave to go elsewhere as they can't afford any lapse in income or health benefits. Basically a workforce of desperate coworkers being held hostage fearful of their bosses rather than coworkers that respect their bosses. What a way to run a company.

At this point...just outsource everything to India. Get H1B's to run the warehouse. I'm sure customers will want to pay more for the same Tech and Services. CDW charges more for the same Goods & Services than others but now will provide a lower quality of everything in terms of account management. So what is the value add anymore.

Keep playing the game puppet

https://youtube.com/shorts/eoLQKlCUgHI?is=K-tEhloz8waxecvW

Bryan: "Thanks Paul H for all you've done. We searched far and wide for the top talent in the world, and to my surprise I only had to look as far as people I directly know and used to work with to identify the absolute best, Ken T."

PH overlapped Bryan's companies 15yrs, KT 18yrs.

Our values: Put [my] people first. Solve what matters [and what matters is my pal's yacht size]. Best and preferred place to work [for my friends]. Win [$M for my buds] with excellence. Advance [my c-suite bros salaries] together [because our pay doesn't look as ridiculous to the board if we all balloon together].

A lot of employees are willing to leave if they offer early retirement but here we sit

How long until somebody notices?

Time has passed the Copper Cone Heads........
Time has passed the Fiber Fanatics.......
Stankey still running plays from the 1980s.......
ATT is The Sears of Communications......

Gotta make sure the ctc building has state of the art LED’s

https://www.instagram.com/reel/Dek47LZR4P9/?exln=MTlnaGNldnFrZXJwNw==

How many times will our leaders talk about the superiority of fiber over satellite on today’s earnings call?

Will they even acknowledge SpaceX or Elon?

What other tired phrases do you expect to hear?

The previous CIO left about 2 months ago. We had All Hands to meet her replacement. We got sent an All About Me questionnaire, supposedly so they could personalize swag and we’d get to know each other better. About a month later (last Fri) the new CIO sent a goodbye email.
No one is has the wheel as we careen towards cliff’s edge.

Curious if all the “Agilist” and “Agile Coach” roles have been retitled. Most people I see who used to have that title removed it from their profile. Has USB finally realized the Agilist was a glorified assistant?

For those of us who have not been there. What exactly is this other than office space and people? The video promos make it look very futuristic, cutting hedge CIA/MI5 type vibe, keen to understand what it looks and feels like and is it locked down, restricted access etc and as military grade as they are making out.

Anyone else having a hard time getting through this call. Is everyone so out of touch? Is anyone more comfortable now with our direction? What is our direction? Someone ask Viva Engage. I’m so confused.

Workers are forced to fight desperately just to get their contributions noticed. Many software companies have started firing anyone who gets a rating of 3 two years in a row. Now, this trend is creeping into the chip design industry. It is a highly risky gamble to deprioritize precision and functional correctness in hardware design, especially when a single mistake costs millions of dollars.

She's opened with a mention of Uma Thurman's character in Ki-l Bill wielding a sword and there was a mention of a "ki-l list". Heads are going to roll. Soon.

I feel like something is going to happen, maybe a huge wave of layoffs, etc. My people leader is acting strange recently and it feels like he is hiding something from us. Does any one know what may be brewing in Centene, anyone from the upper echelons, etc. Don't be shy, devulge with us, pure mortals.... we need to know!

anyone else catch that.
she's such a unqualified mess.

It’s just all ads for cr-ppy companies. I tried to send money and bank not go to a carnival looking to get a tshirt for 10% off.

Active employee here - I usually don't post here but I'm tired of all the lyes from TA the new x heads are worse than the old heads, and at least one generation behind, but to see TA there with King LP lying about a product they know won't sell and won't launch for a year is a whole new level of dumpster fire. If they listened they could spin off my ff core for at least 300m that would allow for further automation investments. Outside of my ff nothing really matters that's what everyone in vegas and Nashville were really talking about ty.

PEPSICO DOESN'T NEED ANOTHER HEADCOUNT REDUCTION. IT NEEDS LEADERS WHO KNOW HOW TO WIN.

With the reported loss of the KFC fountain beverage business and the continuing struggles in Frito-Lay sales, PepsiCo finds itself in an alarming position.

But what concerns me most is not the losses themselves. It is the apparent loss of the leadership mentality that once made PepsiCo one of the greatest competitive organizations in America.

During my 42 years with PepsiCo, I witnessed something extraordinary: our ability to bounce back from almost any setback.

We were taught that losing was never the end of the story. When we lost, we got back up, studied the competition, developed a new strategy, and prepared for our next victory.

We didn't build our reputation by counting our losses. We built it by winning back what we lost.

Unfortunately, I believe that winning mentality has been fading over the last several years, particularly since Indra Nooyi's departure.

I have never witnessed such a concerning shortage of proven leadership talent at the highest levels of PepsiCo.

Let me be clear. I am not talking about the frontline employees. PepsiCo still has extraordinary people working in its plants, warehouses, delivery trucks, sales territories, and distribution centers.

The talent problem is not at the bottom of the organization. It is at the top.

Yet when performance declines, what is the familiar corporate response? Another restructuring. Another headcount reduction. Another round of cost-cutting.

You cannot continue reducing the workforce and expect that alone to rebuild market share.
You cannot cut your way back to greatness.

And while PepsiCo is busy counting desks, Coca-Cola is busy counting the accounts it just took from us. Nobody in Atlanta is holding a town hall about "efficiencies." They are in the stores.

And you certainly cannot rebuild a winning organization by promoting people who know how to explain a loss but have never demonstrated that they know how to deliver a win.

Accounts like KFC are not lost in a budget review. They are lost years earlier, when the people who actually knew the customer were "streamlined" out of the building and replaced with a dashboard.

PepsiCo needs leaders who understand competition, customers, sales, operations, and the marketplace.

Leaders who know how to take market share, not simply report how much was lost.
We need executives who inspire people to fight for the business rather than manage its decline.

The PepsiCo I knew didn't surrender market share without a fight. We didn't wait for the next financial report to tell us we were losing. We went into the marketplace and did something about it.

My message to the PepsiCo Board of Directors is simple:
Stop looking at the workforce as the primary problem. Start examining the leadership decisions being made at the top.
Stop promoting people simply because they can manage numbers. Start promoting people who have demonstrated that they can build businesses, develop people, win customers, and defeat competitors.

PepsiCo doesn't need another generation of executives who are experts at managing decline.
It needs a new generation of leaders who know how to win.

I still believe PepsiCo can come back. I witnessed that fighting spirit for over 40 years!

They turned constant anxiety and instability into just another Tuesday. Abusive leadership isn’t the exception, it’s the standard. You’re supposed to just accept it and keep going. That’s not okay and I’m getting really tired of pretending it is.

How did we let this turn into the norm? Layoffs keep coming and nobody even reacts anymore, like it’s just another calendar reminder. That’s not resilience, that’s exhaustion. We were basically forced into accepting chaos because fighting it got too tiring.

I see so many posts on LinkedIn with the hashtag #FISVProud. How proud are people really? Or is it just a way to gain visibility and get noticed by executive leadership?

Sometimes, I wonder whether these posts reflect genuine pride in the company or are simply a strategy to stay in the spotlight.

Just curious to hear what others think.

Dell has plenty of people who don't contribute and layers of useless management. So many of them in all orgs. Get rid of them first. That would be the right move nobody would complain about. But we know that's not how it works. They always cut the wrong ones.

Where is this little rat of a CEO hiding?

it's not all roses here in India either. People were recently laid off at HIH. It's no longer about bringing jobs here; it's about cutting costs and getting double the work out of fewer people. I can understand people complaining after working somewhere for 6 or 10 years, but HIH is fairly new ~3 years old at most and they have already laid off close to 100 FTEs, not to mention the people on PIP who are next in line.

Regarding the lifestyle and salary, a handful of people are getting great pay if they are in the good books or the inner circle of a manager, but for everyone else, it's the same underpaid corporate sh*t. Plus, the constantly changing leadership and their shifting visions make it incredibly difficult to get work done.

There is also a lot of politics at HIH in every department regarding workload and who is doing what plus special mention of our special HR team here. They could have built a balanced culture from the start, but instead it's a mess now

The keyword is “rolling”. A rolling six-week period is a continuous, moving window of six weeks, where the oldest week drops off as a new week is added, often used for tracking attendance or compliance. This differs from a fixed six-week block because the period is constantly updating.