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Engineers avoid being project assigned if you value your assessment

Warning to all engineers: if you are ranked with global projects they will use you to fill the bottom of the forced distribution. The narrative in global projects is currently that engineers add zero value only executing “project management professionals” as they call themselves deserve high assessment results according to GP. GP employees are vocally saying in meetings things like:
“engineering is just something to get out of the way so the real work can start”
“The way to finish a project is to demobilize all the engineers”

Avoid assignments on Guyana projects, expat assignments, UNCON anssignments, any project assignment or assignment where you will be in the same rank group as GP employees.

#ForcedRanking #PerformanceReview #Engineering #ProjectManagement #Favoritism

IC or Eng Mgr?

12+ years in backend engineering, mostly building large-scale distributed systems, with some AI/ML experience over the past couple of years. I'd consider myself an average senior engineer. At this point in my career, does it make more sense to stay on the IC track and specialize in AI/ML, or move into engineering management? curious what others with similar experience have done and whether they regret their decision.

#AI #Advice #CareerGrowth #Engineering #Management

Why are principal engineers so sh-t?

Never seen such a gaggle of useless egotistical fu--s. Taking all the oxygen out of the room with stupid ideas. Honestly if Nike fires them all tomorrow they’d be better off.

The distinguished engineers are typically better, and would be able to select leads/seniors to promote to principal.

But this would require leaders who don’t also su-k sh-t.

#Engineering

Director → Manager → Product Owner → Engineer → AI

AI won't replace engineers. But it might expose how many people are employed just to ask engineers what they're doing.

Looks like we’ve invented a new organizational structure. The engineer does the actual work. AI helps the engineer do it faster.

Meanwhile, the other three are busy asking for status updates, alignment meetings, communication plans, and visibility dashboards.

Apparently, the more redundant the leadership layer becomes, the more critical it is to keep everyone informed about the work they’re not doing.

#Engineering

Opentext needs to stop with the regulated environments

OpenText has spent almost 10 years building and running our FedRAMP environment. In my estimation, we must have spent at least $30–45 million on this entire exercise. And how much revenue have we generated? I will be very surprised if it is even $2 million in total. That also with our usual margins of around 30–32%.

Now you tell me, in which universe does this make any business sense?

But apparently, our great leadership looked at this fantastic financial performance and decided, why stop here? Let us take this same wonderful business model and expand it further! So we went ahead with IRAP in Australia and Protected B in Canada.

What a brilliant idea, no? If one environment is losing money, let us build two more. Surely three loss-making initiatives will somehow become profitable. Excellent strategy, sir. Absolutely outstanding.

And just when you think, okay, surely by now we must have learnt something, along comes Steven L and convinces our executive leadership that sovereign compute is the next big thing.

So once again, we are spending huge amounts of money, adding infrastructure, complexity, operational overhead and ongoing costs. Revenue? Profitability? Return on investment? Arre, why worry about such small things when we can put together a beautiful PowerPoint presentation about our strategic vision?

Now some of you may be thinking, why should I care? This is management's problem, no?

Unfortunately, no. It is very much our problem.

Because when these wonderful strategic decisions fail to deliver, who suffers? Certainly not the people who approved them.

Management has only one solution left. Cut people. Cut budgets. Stop hiring. And then tell the remaining employees that they must somehow manage everything.

Earlier, the magic word was efficiency. We were told to do more with less. Now the magic word is AI. Suddenly, AI is supposed to solve every problem, eliminate every inefficiency and allow five people to do the work of twenty.

Boss, please. At least give us some credit. We are not fools.

Call it efficiency, transformation, optimisation, AI or whatever fancy terminology is fashionable this quarter. The reality is the same. Management makes poor investment decisions, burns through millions, and then expects ordinary employees to compensate for those mistakes by working harder with fewer resources.

And the best part?

The same executives who approved these decisions continue collecting their big bonuses, stock awards and handsome compensation packages. Very nice.

Meanwhile, the rest of us are expected to be grateful for a 0–2% salary increase when the cost of living has gone up by around 30%.

Wah. What a fantastic arrangement.

The people making the mistakes collect the rewards. The people who had nothing to do with those decisions are made to pay the price.

And if you complain? You are not being positive. You are not demonstrating the right mindset. You are not embracing transformation.

Arre bhai, what transformation? We are simply rearranging the furniture while the entire building is on fire.

Management, seriously, wake the fu-k up.

First, please look at these regulated environments properly. FedRAMP, IRAP, Protected B, sovereign compute. Show us the actual numbers. How much have we invested? What is the revenue? What is the operating cost? What is the realistic path to profitability?

If the business case is not there, then why are we continuing? Just because somebody made a commitment in a boardroom does not mean the rest of the company should keep paying for it indefinitely.

Second, look at our product portfolio. We have so many products, platforms, technologies and overlapping capabilities that even internally it is becoming difficult to understand what we are supposed to prioritise.

Reduce the portfolio by 50–75% if necessary. Focus on what customers are actually buying, what generates sustainable revenue and what we can realistically support.

Instead, we keep adding more products, more requirements, more complexity and more commitments while simultaneously reducing the number of people expected to deliver everything.

How exactly is this supposed to work?

You cannot keep removing people from engineering and then act surprised when delivery slows down, technical debt increases, incidents happen and customers become unhappy.

And please, do not tell us again that AI will magically fix everything. AI is a tool, not some divine intervention that will compensate for ten years of questionable management decisions.

Those of us in engineering are already stretched. People are working ridiculous hours, covering multiple responsibilities and constantly trying to keep things running. And somehow, every quarter, we are expected to deliver even more.

Boss, there is a limit to everything.

We are engineers, not magicians.

And one more thing, which management really needs to understand.

Engineering is not your enemy. Engineering is probably one of the most valuable assets you have. But you need to know how to use us.

If you take a hammer and try to start a fire, or take a sc--wdriver and try to drive a nail, obviously it will not work. But then you cannot turn around and blame the hammer or sc--wdriver for being useless.

The problem is not the tool. The problem is the person who does not understand how to use it.

Give engineering a sensible strategy. Give us clear priorities. Give us realistic resources. Remove unnecessary complexity. Stop funding initiatives simply because somebody senior thinks they sound impressive.

And most importantly, listen to the people who actually understand what it takes to build, operate and support these systems.

We want the company to succeed. We want to deliver value. We want our customers to be successful. We are not sitting here looking for excuses.

But you cannot keep making bad decisions at the top, passing the consequences down to employees and then giving everyone lectures about accountability, efficiency and ownership.

Accountability should start with the people making the decisions, not only with the people doing the work.

Help us help you, yaar.

Because right now, management is behaving as if engineering is the problem, when in reality engineering is the only reason many of these questionable decisions have not already become complete disasters.

And please, for once, instead of asking us to do more with less, how about giving us less nonsense to deal with so we can actually do something meaningful?

That itself would be a very good start.

#PoorLeadership #CostCutting #Strategy #Engineering #Accountability

You Can’t Lay Off Your Way Out of a Leadership Crisis

The nuance here is that political systems do work. However, political systems must be based on honor and principles - and A LOT of education and intellectual honesty. The moment you corrupt a political system, all bets are off. Good, healthy politics can go a long way.

Regarding the hiring of individuals who lack basic technical knowledge, I find it curious that software is the only engineering that allows someone to design infra structure without having a degree - or anything that resembles qualification. In any other engineering context, one must have not only a degree, but maintain a license in order to touch anything. If we were building airplanes or oil platforms, most of Comcast's "technical leaders" wouldn't be allowed anywhere near a job site, by law.

I agree the problem is not limited to engineering, it impacts all verticals - its a moral problem, so cross cutting. But, if we want to regard ourselves as a technology company, then we must accept that engineering is sacred. Everything else is built on top of it. If we lack the proper infrastructure to run our services and build our features, we are dead on arrival.

GPO spent the last few years paying PWC for advice on restructuring, lay offs and systems redesign - to no benefit. Since 2022, most of the stuff we designed is garbage. It looks great on a power point presentation, but it cant be delivered in production. We are currently in a broken state across the board, and even if McKinseys was to get the restructuring right this time, it would take us a couple of years at least to get our ducks in a row so we can at least go to market with something other that a rebranding.

Comcast cannot persuade potential customers to purchase internet and security that was designed by amateurs. Entertainment maybe, but not internet and security. This sh-t is serious. There is real liability in failure. Much less can we compete with real technology companies with sharp, intelligent, competent leadership.

The good news is that there is an abundance of technical talent at Comcast. What we lack is LEADERSHIP. Comcast's problem is exclusively unintelligent, unqualified, dishonest leadership - not engineering. And if we go ahead with massive scale lay offs before we fix leadership, Comcast doesn't stand a chance.

#Culture #Engineering #Layoffs #Leadership #Restructuring

Future of Webster Complex

Is engineering slowly being shown the door in Webster or will they have future roles with Lexmark machines? It seems not much is mentioned anymore with what is going on there.
Last I knew they were doing a few controllers for fuji engines, is that phased out now? Are the software groups staying put or being offshore.
HCL did most of the work I believe onsite, has that changed?

#Engineering #Software #Offshore #Future

Awful

I am on the IT engineer/architect side of things at Conduent. Everything we do is 100% reactionary. No forethought. Everything is held together with duct tape and a prayer. The place is a joke. Stay far away from Conduent if you are looking for IT work.

#Engineering #IT #Status #News

The Accelera bo-b has burst

For a long time, the immature technology and the incompetent management and leadership were kept under the radar. But now, the green sl--e bo-b exploded in their faces.

A letter has been sent to ALL customers with commissioned units ordering them to immediately shut the units down due to safety issues related to the electrolysis cell stacks. Not for the first time as this follows a similar safety shutdown action in 2023 driven by a deflagration of 1 unit in China resulting in a worldwide retrofit at Cummins expense. All PEM units were mothballed and retrofitted to include a nitrogen purge. New units were redesigned around an oxygen purge solution. Both resulting in shut downs plus production losses and delays in delivery for up to 2 years.

The difference this time is that the engineering teams have been desolved due to discontinuation of the business and the remaining team has been requested to sit idle. No solution is expected.

Several customers, some rightfully claiming to being confronted with a second loss of production, have indicated plans to file lawsuits to claim back the investment and loss of production (consequential damages).
If successful and followed by others/most/all, this can cost Cummins billions - with a B!

Wondering how the VP who proudly displays her success as a parent of 3 on other media will be able to survive this new presentation of her total failure. Accountability is not a term Cummins mgmt is familiar with, but shareholders might have a different view.
Forget your 2027 bonus people!

#Engineering #Accountability #Customer #Lawsuit #Safety

Rebadge and RIF cancelled

In an unprecedented turn of corporate events, senior leadership’s aggressive "Operational Synergy & Workforce Optimization" initiative has been abruptly halted after the committee accidentally audited its own calendar invites.
Sources close to the slide deck confirm that after three months of intense offsites, high-level brainstorming dinners, and hiring a boutique consulting firm to calculate the ROI of engineers, executives arrived at an unsettling statistical anomaly:
The people doing the actual work cost significantly less than the people scheduling 90-minute alignment calls to ask why the work isn't done yet.
"We were standardizing our 'Impact vs. Cost' matrix," admitted an anonymous Vice President of Strategic Alignment. "We had the column for base pay, and the column for deliverable output. Then someone accidentally sorted by Total Compensation Descending instead of Headcount Efficiency, and… well, the vibe in the boardroom shifted dramatically."
According to witnesses, the room fell dead silent as leadership realized that eliminating four middle managers who communicate exclusively in corporate aphorisms and forward emails with "thoughts?" would save the company enough budget to keep forty engineers, two full IT desks, and the good single-origin coffee in the breakroom for the next five fiscal quarters.

#Engineering

DO THE MATH (<50% make it to 5 years)

We are all engineers here… do the math. 13+% NI is required, and when <5 years with Company, NI = MLRP. With two strikes and you’re out policy, no one will stay past 1 PIP cycle. Therefore, 0.87^5th = your chances of making it to the 5 year mark as a new hire (49.84%). Get ready for years of continued downsizing and churn. IExtrapolate further and near 0% will make it to retirement. But don’t worry, they value you and there is no better time for a career at ExxonMobil (at least that’s what they say).

#Engineering #Downsizing

Layoffs in October 2026 similar to October 2025

Hi Folks, today Capgemini engineers have been added to NOC T1/T2 chat also most of the engineers and leadership are under Charter VP now , 3 Sustaining engineers have been added under NOC T3 leadership. For most of the engineers Charter stopped Perm processing in NoC T2 and in ST as well.
NOC T1 is training all offshore Capgemini engineers .

So not sure what is happening

Something blast gonna happen for sure

Anybody know whats happening in other depts

#DepartmentClosure #Engineering