#culture

Too many changes in fees. Not the same company I started at!

I find our ads business pseudo-sleazy

https://www.beet.tv/2026/10/advertisers-must-find-the-friend-who-pays-for-everyone-paypal-ads-asaf-davidov.html

I came here for layoff rumors and somehow left with an MBA.

In 10 minutes I learned how to fix the culture, reorganize PEPNA, merge with KDP, fix AFH, outsmart McKinsey, and develop a new corporate strategy.

I’ve also picked up some golf lessons and apparently learned how to clean sh-t up in bathroom stalls.

At this point, this isn’t a layoff site. It’s LinkedIn, Harvard Business School, Golf Digest and the janitorial training manual all rolled into one.

Just waiting for somebody to post the 2027 operating plan and we should be good

Of employees time in time out time on laptop time off patio if they use co pilot if they don’t use co pilot?
Asking for s friend

Look at Block

What exactly were the protests at 3M center today about?

Not that there isn’t enough to go off of.

Everyone saying we haven't had confirmation needs to wake up fast. The company is losing close to 500k subs a quarter and its increasing close to the millions. Stocks are worth nothing. Thats all you need to know. Stop waiting for answers you won't get until it's too late. We all know their strategy.

Is anyone surprised by Rich Harbison’s letter acknowledging the deficiencies in this company? Specifically Action taking, AI Impact, Recognition, Career Opportunities, and Ethical Standards amongst the lowest scoring elements.

Eisman @18:53: "Wells Fargo has a history of occasionally disappointing and did so once again....Wells Fargo has not grown revenue in multiple quarters. The company seems to have trouble growing its revenue. If you are looking at investing in a large bank, this is not the one I would look at."

Gee, maybe because the c-suite is more focused on 8 hr butt-in-chair productivity metrics than growing revenue?

Why would an employee row for a company that's mostly focused on getting the oarsmen and oarswomen to walk the plank?

https://youtu.be/y45yqiCdfI4

PayPal takes the top award.

ESRO
IT
Mac Support
Zscaler

I would say ALL OF THE ABOVE, whatever teams they represent.

Its funny seeing the LinkedIn posts of all the new joiners. FactSet was ok with getting rid of senior people who made the company what it is

https://dell.service-now.com/arc?id=arc_catalog_item&sys_id=db988ba7475ade10c2164511516d43e7

Statement of Misalignment and Systemic Risk:
This submission highlights an insurmountable contradiction between Dell Technologies’ publicly stated corporate values, its compliance enforcement, and its executive compensation practices over the 5-year reporting period (FY 2022 through FY 2026).

1. Wealth Disparity: Median Pay vs. Executive Holdings & Dividend Cash Flow

In official SEC filings (DEF 14A), Dell reports a median employee annual compensation of $78,796. Juxtaposing this baseline against executive capital growth and quarterly passive income reveals the extreme magnitude of internal wealth divergence:

Lifetime Earnings vs. 5-Year Capital Growth:
Average Employee Career: Working a full 40-year career at Dell’s median annual wage yields $3.15 Million in gross lifetime earnings.

Jeff Clarke (COO & Vice Chair): Generated an estimated +$592.09 Million in 5-year capital growth (reaching an estimated holding value of ~$825M on grants worth $232.91M at award). This capital gain represents 188 times an average employee's total 40-year career earnings.

William Scannell (Pres., Global Sales): Generated an estimated +$254.92 Million in 5-year capital growth (~$308M total value) — 81 times a median employee's lifetime earnings.

Richard Rothberg (General Counsel) & Yvonne McGill (CFO): Generated 5-year capital gains of +$191.70 Million (61x lifetime earnings) and +$48.16 Million (15x lifetime earnings) respectively.

Passive Dividend Generation: At Dell’s current quarterly dividend rate of $0.63 per share, executive stock holdings yield massive passive quarterly cash flow: Holding ~1.65 million shares and equivalents, Jeff Clarke generates an estimated ~$1.04 Million in cash payouts every single quarter in dividends alone. A single quarterly dividend check to the COO exceeds 13 years of full-time gross wages for an average Dell employee.

1. Performative Values vs. Downsizing as Risk Offloading

Dell frequently cites core principles such as "Winning Together" and "Doing the Right Thing." However, SEC filings confirm that "winning" is an asymmetric outcome reserved exclusively for equity-holding officers, while financial risk is transferred entirely to non-equity-bearing workers:

FY 2024: 13,000 jobs eliminated
FY 2025: 12,000 jobs eliminated
FY 2026: 11,000 jobs eliminated

5-Year Aggregate: 36,000 workforce positions eliminated;a 27% total net reduction.

When strategic missteps occur, executives bear no personal financial consequences—insulating themselves through title reorganizations and board-sanctioned grant adjustments. Instead, 36,000 workers lost their livelihoods while remaining employees absorbed wage compression and operational burnout.

1. Passive Competitive Tracking vs. Structural Wage Suppression

While Dell publicly frames itself as an industry leader, operational pay decisions reveal a pattern of passive competitive tracking when addressing rank-and-file compensation.

During a past corporate all-hands meeting, when executive leadership was questioned regarding wage adjustments to match compounding inflation, the official response was that "no competitors have announced plans for such adjustments, so Dell will not either." Selectively invoking market competition to suppress wage growth while claiming industry leadership represents a clear operational contradiction. Workers are left with below-inflation raises, while their primary "reward" for high performance is simply avoiding the next layoff cycle- maybe.

1. Incentive Misalignment & Compliance Double Standards
   Dell’s compensation model systematically limits wealth accumulation for non-executive employees:

Discretionary Cash Bonuses: Cash bonuses do not compound into base pay over time, are taxed at supplemental income rates, and give managers insufficient budget to retain top technical talent.

Equity Exclusion: While leadership argues that executive stock awards are necessary to incentivize innovation, withholding broad-based equity from rank-and-file workers directly contradicts this logic. If equity drives performance, excluding the workforce actively suppresses long-term value.

Compliance Asymmetry: Dell’s Code of Conduct strictly enforces gift bans and conflict-of-interest policies on frontline workers to eliminate even the "mere appearance of impropriety." Enforcing strict penalties on employees for minor administrative issues while board structures enable executives to extract hundreds of millions of dollars by eliminating 36,000 livelihoods creates an institutional double standard that destroys internal trust.

Action Requested:

This report requests that the Audit Committee, Compliance Officers, and the Compensation Committee of Dell’s Board of Directors:

Formally evaluate the reputational and cultural risks of executive equity structures tied to workforce reductions.

Recognize layoffs as a FAILURE of leadership and punish it accordingly.

Address the structural double standard between frontline compliance enforcement and executive enrichment.

Re-examine employee compensation models to align actual practices with public statements on corporate values and leadership.

Imagine having to beg for a tablecloth to do community days or having to drive hours to meet a peer to get one. This company is a JOKE.

Dan, is this what you meant by delighting our customer and being customer obsessed ? Ok, got it.

https://www.phonearena.com/news/iphone-handoff-feature-verizon-fee_id184146

Good lord, we cant get anything right

This trash management team is doing nothing and constantly hiding. We’re about to put up another quarter of BS with zero turnaround to show. Productivity is sh-t in all the cores and people just talk about layoffs constantly.

So I was reading company email last and see another VP is retiring! Man ain’t it ashame, when anyone else retires in the company that’s not an A$$ kisser, no email about there retirement of thank you! AT&T , what you gotta say! Sounds like Walmart for sure

CXO is over and what’s left behind is so toxic. Pods not working. Who even is Wei-Lin and what’s the true purpose or her “playbooks”? Something isn’t adding up.

Can Jonathan save the org or is it too far gone?

We were just informed this morning that because TPS as a whole isn’t making the 60% we are directed to come in 65-70% the rest of the year to make up for it. So because a few people aren’t making their numbers that want the entire org to show up. Literally punishing people who are doing the right thing to make the numbers look better. What the ever loving fu-k

Two employees do the exact same thing. One is a hipo and the other a common peasant.

When feedback arrives the peasant is told they met expectations but it was a very competitive rank group and they are now in a PIP.

Meanwhile the hipo is sent in a speaking tour to share how their genius way of working has revolutionized the industry. They present a word salad of meaningless executive speak and slides created by planners to make them look good. They remain assessed as outstanding.

I just learned that AK renamed her org to data and AI. They do neither.

Just a bunch of IT project managers and scrum masters. What a sad evolution from what used to be a good data engineering and data science and analytics org before 2020.

Everyone either quit or moved out of IT.

Yes, layoffs are awful, but show me another company of this size that didn't have major layoffs in the past several years. It's sadly the new normal for all of us in the industry, and frankly, in the entire economy. I still like my job here. It pays well, benefits are still decent, and the culture - at least when it comes to my group - is still good. Yes, layoffs su-k. But that's not the only thing that makes a company.

How is the HIS Division? It is always cameras on to watch you work and micromanagement or is it more it is fine as long as you get the job done? How are the working hours and meeting hours? Any pressures from the separation announcements

Pretty much the title! Recently left after almost 12 years because of how much the firm has changed (for the worst) over the past couple years. The MTL office is basically 75% Indians. They're terrible at their jobs and they barely speak English or French. They're not compatible with our culture and the firm knows that. They are actively hiring more of them every day in Canada. They use the TFW program as much as they can. MS will do whatever they can to get out a decently payed Quebecois and replace them with a cheap foreigner. Think twice before supporting their services or working for them.

I have an opportunity to move from IA to BA. How is the overall environment and the leadership team in BA Atlanta office?

choose your metaphor: tentacles, fu---s, metastatic cancer
https://sunlightreportinsurance.com/

Curious, is retail miserable in other regions like it is in Beltway? Managing a retail store is already a nightmare in itself, but myself and other store managers can almost never get a straight answer on anything. We’re told in public spaces to reach out if we need something, but the reality is if we get a response at all it’s only to criticize us for asking for help.. We just hope for the best everyday and hold our breath until we get home.

Radio station Hot 97 is experiencing significant layoffs as it navigates changes in the media landscape. Host Peter Rosenberg expressed disappointment over the firings, noting the impact on many talented DJs. He criticized the station's strategy of solely cutting costs through personnel reductions. Even a rival, DJ Akademiks, humorously offered to host the morning show for a substantial sum if current hosts were dismissed. These events highlight the challenges traditional hip-hop media faces in adapting to new industry trends.

New York, NY

https://www.hotnewhiphop.com/1013437-peter-rosenberg-hot-97-layoffs

Webex, outlook, meeting and now orchestrating multiple agents . It’s very hard to get anything done . Miss the old days

GET OUT and start living.

Fu-k them all. Greedy ba----ds. Is it really that much harder to be an executive today and easier to be a non-executive than it was 10, 20, 30, 40 years ago? The compensation gap keeps widening. Ba----ds hide behind benchmarking which is clearly a corrupt system designed to create kings and subjects. A--holes

Clearly it is a lie that each year you get a fresh start when the first conversation with my new supervisor is about the past three years of rankings they reviewed in CareerConnect. No such thing as a fresh start.

All self entitled a**holes running erratically with their heads cut off… no sense of direction or purpose

I’ve been struggling with two questions. Thoughts?

1) ER was meant to restructure the organization and right size it. Phase 1 was focused on Senior GPs picking their leadership team. How is it a year later that 30ish GPs get reassigned and some to roles where they have no background in what they are leading. When will the Senior GPs get held accountable for lack of delivery, you can’t just keep blaming the next level. You hand picked them!

2) I’m newer to EJ, but LP is explained as ownership but very much feels like just a bond offering. If I owned a part of the company I would also gain in appreciation of the market value of the company. My understanding is only GPs participate in this. So if I accept the LP offer, I give XX,X-X and earn I profit(interest) on it. If after years or decades I want out, I’m returned my principal and no appreciation of the company of those years or decades.

Anyone have insights that I’m missing?

Much of the cisco IT is just ruled by world fuel service folks. A leader comes and brings their folks with him and lays off Cisco folks. And HR doesn’t do anything. What is the credibility . Just PR. They come with their agenda and deciding what’s best for everyone. What’s the track record for that. You didn’t even give interview to get a position. All you have is good father. Nonsense.

Seems like a spot on movie.

Given the massive wave of VP-to-Director demotions and VP layoffs over the last two years, how are there still VPs in Wealth and Brokerage managing micro-teams? It feels like we have highly paid executives whose only job is to turn their team's hard work into slide decks and showcase it to upper management. Is there a strategic reason for this, or is it just leftover org bloat? What is the actual business justification for keeping this top-heavy structure?

Pitting HealthSpring against blue employees seems to be the new strategy. It may not have hit you yet but it’s coming.