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They overhired for the model remediation. Then they promoted the managers to directors.
But there is no need for this level of data scientists. Most aren’t even doing model building, but remediation over the past 2 years and haven’t been doing data science work.
Leadership is promising AI projects, but that’s to save time to figure out what to do with this many data scientists.
https://stocks.apple.com/AP1fN5xiYQ8CoMEl9YT7zKg
Companies that have punitively restructured their comp plan, rarely walk it back.
A return to a fair comp plan only happens when one of three breaking points hits:
Regrettable Attrition Hits Top Performers: Right now, Dell is fine with underperforming and mid-tier reps quitting. They want forced attrition. However, when more of the top 10%–15% of enterprise account executives defect to HPE, Lenovo, Cisco, or Super Micro (taking billion-dollar accounts with them), Dell will care.
Legacy Business Collapses Faster Than Expected: While AI servers get the headlines, Dell still relies on high-margin storage, servers, and commercial PCs to fund its bottom line. If gutted sales territories and demoralized reps cause traditional enterprise renewals to plummet, finance will be forced to re-incentivize the sales floor.
Competitors Steal Market Share on Customer Relationships: When buyers get frustrated by constant rep turnover and chaotic internal processes, they eventually move their budgets to vendors with stable account teams.
These things ARE happening. But I don’t think Dell executives recognize the path they’re on. In 2-3 years, they will learn the error of their ways and attempt to reclaim market share, and customer and employee confidence.
on tuesday after payday. coincidence?
Rumor is that Rami is headed to Nvidia.
Since the 2020 reorg was a failure and the dysfunction and morale is rock bottom again after another failed layoff.....so how to fix it? Let's do another layoff in the future as the only thing that fixes a botched layoff is more layoffs!!!! No way its ELT that needs to be let go!
I keep seeing G2 in this board. Please give me some hints or at least the initials of their name.
Since Extreme might be acquired by Cisco, I need to get used to the Cisco message board!
Whoever thought bringing SAP global template to FLNA should be the ones fired. As well as Mexico buyers. No wonder stock hasn't recovered since Q4 . Ramon even admitted it interviews SAP hurt us . As far as I see every FLNA PLANT is sc--wed up . Vendors put our company on hold for non payment . Cannot order items to keep plants running .
https://finance.yahoo.com/technology/articles/cisco-chief-terminate-meeting-certain-080300861.html
Can you believe it? He doesn't like niche acronyms...so kewl
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Let's reframe this: Cisco leader acts irrationally in meetings and hires timid & weak people who are too afraid to ask questions in front of him.Lastly, this sort of goofy article, while sprinkling in the factually incorrect terms 'Chief' and 'CEO' with G2 and using examples of other quirky CEOs, suggests he's being artificially pumped up for something.
https://m.youtube.com/watch?v=e1RouSgF_kU
More reorgs and restructring ahead
I hope once all the dust settles this week, someone in board axes Ramon, Athina and all the ineffective C-Suite at top.
It’s about time they taste their own medicine and strategy. The icing would be if it happens right before holidays so they also feel the same pain as 1000s who have been axes due to their mistakes at top.
How wild for a VP of PR to make a post on LinkedIn celebrating construction expansion after the company laid off ALL the construction supervisors, some of the managers & some of the frontline. 100+ impacted, yet celebrating construction expansion. Heartless & ironic. These are the very people who helped make growth like this possible. While expansion is certainly worth celebrating, the timing of this post feels particularly insensitive to the many dedicated employees and families who were recently impacted.
Anyone hear about the head of payables convicted of voter fraud?
Laid eyes on the merit increase matrix for 2027, and it's as pathetic as the firm's leadership. Since we're all now meeting expectations because it's impossible to exceed (guess they're saving those ratings for EJ India), increases for meets will range from 0.9% (over 110% of midpoint) to 4% (under 90% of midpoint).
So yay... I'm just barely over midpoint (by $567), so I will get an amazing 2.1% raise for 2027.
But ELT will continue taking home their 8-figure payouts and not caring in the least about the people actually doing the work. I've said for a while now that my loyalty to EDJ is gone but that I wasn't actively looking to move. And stupid me decided to go ahead and buy in to the LP offering.
So either I'm stuck until the LP loan is paid off (18months +/-) or I have to find a way to pay that off so they can liquidate my LP and go to a competitor since it seems every other firm's pay & benefits are better than this dumpster fire.
The obsession with centralzation, offshoring, and squeezing every last dollar out of the business is classic MBA thinking that looks great on a spreadsheet and fails in the real world.
You CANNOT run a complex org by treating people as interchangeable costs and ignoring those who actually understand the business.
Eventually, the bureaucracy, declining service, and loss of talent will cost far more than these supposed efficiencies ever saved. At that point, the game is over!!!
A few more of these and it will counteract the 50M spent on the rebrand to try and hide all their bad publicity.
https://ag.ny.gov/press-release/2026/attorney-general-james-expands-access-mental-health-and-substance-use-disorder
Why did our All hands become this boring now? It used to be lively, fun and exciting and I always look forward to attending/watching it. The first few minutes I heard Alfonso talk, I closed the video.
It was announced today that Rob Suarez is going to Florida Blue.
Thoughts?
I understand the EC managing expectation with hybrid in office expectations. 2 hours a day for 3 days per week isn’t going to cut it, completely agreed.
But to say leaving in the afternoon isn’t cutting it is too far gone. Just make up your mind. It’s either in office 3 days a week for 8 hours per day or not. If that so then let it be so.
I can’t stand when EC harps down on the plebs like they are less than thee when we all know that the EC is not spending the vast majority of the time in the office.
(A) Are we done with cuts
(B) Is it bigger than we all anticipate
(C) Future cutting plans
(D) Current & Future targets
(E) Movements at the top
(F) Reorgs (potential)
(G) What else?
For those who were unable to attend this morning's meeting:
HR acknowledged a significant decline in employee sentiment: overall NPS dropped 17 points, promoters declined 10 points, and employees’ ability to work in a way that meets their personal needs fell 13 points. Yet the presentation offered remarkably little in the way of corrective action. Several tactics and contradictions stood out.
Framing implementation as success while ignoring employee dissatisfaction. HR described the return-to-office transition as having gone relatively smoothly, citing strong attendance and no widespread parking or seating problems. But operational success is not employee acceptance. The survey showed a substantial decline in employees' ability to meet personal needs. Leadership focused on whether the offices were functioning, not whether the policy was working for employees.
Promoting flexibility while emphasizing surveillance and compliance. HR spoke about accommodating caregivers, illness, appointments, and weather. In the same discussion, it introduced attendance dashboards for managers to monitor patterns, investigate concerns, and involve HR. Flexibility was presented as a benefit, but the practical message was that employees are expected to comply with assigned schedules and deviations may be scrutinized.
Acknowledging uncertainty while avoiding meaningful answers. All info given was on past events that have already taken place. Asked about future return-to-office phases, HR repeatedly said no additional decisions had been finalized. Yet it confirmed that transitions were already underway in New Jersey and Ireland and that workplace and real estate needs were being evaluated across regions. No timeline, decision criteria, or meaningful assurances were provided. Repeating that decisions are not final is not an answer to employees seeking clarity.
Reducing transparency while claiming to value employee feedback. Leadership explained that detailed survey reporting would be reduced, arguing that historical results showed little differentiation across business units and leaders. No supporting data was presented. The company is asking employees to trust that feedback is being heard while providing less visibility into the results and limiting employees' ability to assess leadership performance.
A significant decline in engagement, but no action plan. Perhaps the most revealing exchange came when leadership was asked whether new action plans or initiatives would result from the survey. The answer was no. Instead, employees were directed toward manager conversations, empathetic listening, and existing culture and engagement efforts. After presenting some of the weakest sentiment indicators, leadership offered no measurable improvement targets, specific corrective actions, or accountability.
Deflecting responsibility downward. Throughout the meeting, the proposed solutions centered on managers listening, having conversations, monitoring attendance, and helping employees navigate concerns. There was little discussion of what senior leadership itself would change. The people responsible for implementing and enforcing the policies were effectively made responsible for managing the dissatisfaction those policies created.
Overall: The meeting followed a familiar corporate communication pattern: acknowledge the negative numbers, emphasize positive aspects of implementation, provide carefully worded explanations, redirect concerns to managers, point to published documents, and avoid making commitments. Leadership repeatedly said it was listening, learning, and adjusting, but explicitly ruled out new action plans.
The central contradiction is that employee feedback was important enough to warrant a dedicated company-wide meeting, but apparently not important enough to produce any new initiatives or measurable commitments.
We don’t have a business set up properly to accommodate this model. I don’t understand the benefits to the CE. They can talk all they want about how the customers like it but let’s talk about how the CE’s feel. I quoted one up by 2X but no change to my comp plan, I now oversee five people under my number who are struggling all the same I am. The effective result is lower attainment and lower pay. Just shifting the selling motion doesn’t change the backend problems of pricing, licensing negotiation, and never-ending back-and-forth.
Holy moly how bad are things really. They've always showed how separate product buckets did YoY. They completely skipped that this time. Dude was literally fumbling his words trying to justify how bad financially things are WHILE READING OFF A CRUMBLED PIECE OF PAPER JUST SO HE DOESNT HAVE TO SHOW THE NUMBERS. How shameless and brain dead are these people really. Manipulate the numbers, have nothing to show for it and then just dont show anything. Fire everyone in the ELT right now, this company is a dumpsterfire.
Steve R - sure, we shared with investors that we did some reclassification, but they get it. Steve, let me rephrase that "A month into Q1, we looked at what core parts of the business were bleeding money, and we secretly moved all of that into non core business units where that loss isn't reported because it is now non core". So no, core overall continued to drop in a big way.
No one cares about your stupid stories. We are not your children.
None of this will help the company
and you are certainly not fostering any goodwill when you deny your employees increases they earned.
I’ve noticed that during some layoff cycles, the women on the teams are laid off but the men get options to stay. I’ve also experienced weird treatment from the men, particularly in sales, and some customers who are women have admitted the same. I’m already had it with the leadership here so I’m looking for new work but has anyone else experienced this as well, or maybe dealt with a “boys club” vibe at CDW? Especially with all of the layoffs going on?
Check out this article:
https://dwaynegefferie.substack.com/p/the-rise-and-fall-of-fis
Rebooting DC Universe again!!
That's it. That's the post
If you want to know what’s happening at PepsiCo don’t ask your leaders, ask Reddit and news feeds. 1,000 is the number to be laid off and oh yeah we lost Regal.
Some of your best advisors remain in the seat for now, but attrition risk is at an all time high. Find a solution to keep your top talent happy, or risk further resignations.
Really? Another one?
What BS do you think she is going to shovel our way tomorrow morning about the Pulse survey results/ RTO feedback?
Please make it fun, I am slowly dying at work anyway. 😫
who even is the new guy? how did the "advising" engagement start? was it competitive? was he a paid consultant thru his own firm or another vendor? was there any real search before his appointment or was the outcome predetermined? if he spent a year advising, did he also evaluate TCs work, because that's a conflict of interest if his advice led to TCs departure.
JR and BR presumably know each other from Capital Group, so who pushes back on BR if the decisions are wrong? he helps pick his replacement, and 12-18 months is a loonnngggg audition for the role. even tho LinkedIn says he's retired, is he a candidate, who's now on both sides of the search for CIO?
will more of BR's friends from Capital Group start showing up in leadership positions or consulting engagements?
will JR drift towards Accenture, given his Accenture background?
I think he's the seventh or eighth CIO in six years. I don't see him lasting long either. if the churn is so high one has to wonder whether the problem really lies with the person in the chair or with NM...
Today. Any insights?
I see in the org chart that Gerd is reporting to Klein , is this just operation because his contract is ending in 2026 ?
I am considering a job in IT. But I also heard that there were several layoffs already in 2026, and more to come because of some unsavory executives in Informatics and ESI. Also heard that IT will be outsourced and some California hospitals will be sold.
Is this a good work place to come into?