#leadership

What you think about the Overlay Orgs ? .
I felt the leadership of the of global partner SE Org is one of the most fake org in Cisco?
So confusing, no accountable...just fun and lots of travel?..
Any other ?

Her replacement is stepping into the role effective immediately.

Will there be aftershocks throughout finance?

Centene has changed so drastically from the company I originally joined that I have no issues with leaving it behind. And I used to love my job. Sad what this leadership has turned it into.

Looking at recent threads, I couldn't help but notice everyone turning on each other—SF vs. MF vs. Tech, hybrid vs. remote, first line vs. 2nd vs. 3rd line, people of a certain ethnicity vs. others, you name it. Meanwhile, the people actually pulling the strings and causing this mess get a free pass while we tear each other apart.
I was curious if there’s an actual psychological or organizational term for this dynamic, so I ran it through AI. Here is a quick breakdown of Horizontal Hostility (or lateral violence):

“When a toxic leader or broken system holds power, self-preservation ends up destroying group solidarity. Because confronting the real source of the threat feels useless or risky, people turn their frustration inward on their peers instead. By scapegoating colleagues or hoping someone else absorbs management's wrath, people try to buy temporary safety. This dynamic is often fueled by leadership using divide-and-conquer tactics—keeping everyone fearful, fragmented, and fighting amongst themselves so no one unites against the actual problem.”

Classic divide and conquer. Let's stop taking the bait and keeping the heat off the people who actually caused this.

What is our leadership team and board doing? They have the worker communication and execution plan for layoffs. Supposedly there was some buyout attempt that seems to make our company look worse. The communication for future projects is murky and now there is supposedly no more cw’s. We need a real leader to get back the camaraderie and culture so people actually want to come to work. This is just bullsh-t torture every day.

Stuck in this Frontline Leaders training and I really don’t have time for this nor do I care in current climate. Anyone else have to take it and if so any ways to get around wasting this time I could be working?

I just wish our business and tech leaders could generate enough revenue and deliver products that work for our clients so Fiserv wouldn’t have to layoff employees. When you’re not growing anything but expenses, people lose their jobs.

Who neither manage nor direct

Should we call them Mismanging Indirectors?

https://www.phonearena.com/news/verizon-comeback-growth-schulman_id182998

Verizon has been plummeting for years, but the tables are turning. Nearly a year after bringing in CEO Dan Schulman, its shares are up 21%. Meanwhile, AT&T has managed just a 1% gain, and T-Mobile has dropped 19%.

The hard-charging turnaround is mostly built on cost-cutting. Verizon has been axing jobs and cutting operating expenses. Naturally, this is going to bolster profit. While Barden called this strategy unsustainable, he commended the company for pressing the brakes on enormous price increases. Ultimately, the company will need to find a balanced approach.

Schulman is delivering

Regardless of the route he has taken, Schulman has put an end to net customer losses. To reward a job well done, Verizon has extended his contract from December 31, 2027, to December 31, 2028. He could also receive at least $25 million in incentives in 2028.
The real test

Sweeping cost cuts were the easy part. As Schulman exhausts that leeway, he will have to devise real growth strategies. He is already on it with a host of recent announcements, including the new Simplicity Plan and loyalty programs. The company is also cooking up more ways to upend the industry.

CNXX stock, CharlieE from Dish Wireless, PeterA from Boost Wireless, what are these former wireless CEOs doing now.

Welcome to the new FactSet to ring in the new fiscal year. Demolishing the company culture and we all just have to be grateful to not get laid off. This guy has been here for less than six months lol

The current union has little to no presence on the floor. There are lots of new employees, yes some of them are lost causes and that’s the narrative more experienced members will run with. Regardless, a lot of new people are not associated or familiar with our union and unfortunately won’t be till radio silence is broken for either a big election or contract. There was no communication last contract until they were looking for us to amend what they presented. A little packet, two excel sheets, vote on that, and no you can’t have anymore details and the FULL contract is confidential.

I would really like some outreach from the union to the floor outside of union meetings, in this day and age there should be other avenues of communications.

If there is no change from the elected union officials then their time in their cushy jobs will be short lived. Though they are not allowed to campaign on company time, I am allowed to make sure they don’t get elected on company time.

So yeah, course correction anyone?

im not paying these people anymore. cancelled. leaders are held accountable for results. they are getting fired.

This is apparently my next “article,” because someone needs to do it. The starting point is Centene’s announcement of Bradley Bolivar as its new CIO.

For those who slept through history class, Simón Bolívar was “El Libertador,” the guy who helped lead multiple South American countries to independence from Spanish rule and had a habit of overthrowing the existing order. And now the new CIO is Bradley Bolivar, not Simón, and as far as I know they’re not related. But given what Bradley is walking into at Centene, the name is almost too good. So I’m calling my completely unlicensed prediction of what happens next The Bolivar Revolution.

I went digging because executive press releases tell you approximately nothing. Bolivar comes from Fannie Mae with a legitimately serious résumé in cloud, architecture, data, AI, automation, security, and enterprise transformation. And unlike some executive bios where “AI” magically appeared around November 2022, this guy appears to have actually done some of this sh-t.

The timing is also hilarious. Bolivar isn’t the only senior person leaving Fannie Mae. They’ve been going through major workforce and leadership upheaval, including roughly 1,200 departures in 2025 (8200 in 2024, 7000 now) and another recent purge of senior officials. Some of the latest eliminations were even attributed partly to increasing AI capabilities. So naturally Bradley likely looked around at that widespread organizational hellfire and apparently thought, ”You know where I’d like to go next? Centene.” 😉
Source: https://finance.yahoo.com/real-estate/articles/trump-administration-dismisses-dozen-officials-194058657.html

Here’s my prediction. There are four ways this could go:

A: Meet the new boss, same as the old boss. Bolivar inherits Brian LeClaire’s organization, Susan Moon and DXE keep rolling, Accenture keeps collecting checks, “AI” gets stapled onto a few more PowerPoints, somebody invents six new acronyms, and eventually we declare the transformation transformed. (least likely)

B: The new sheriff starts asking questions. Why does this organization exist? Who owns this capability? Why is this outsourced? What exactly does this SOW produce? Where’s the data? How are we measuring value? And my personal favorite: why can’t Centene do this ourselves? Accenture probably isn’t going anywhere, but having to prove your value to the new CIO is a little different from being embedded by the old one, given this is basically the playbook they’ve used a few times before.

C: Fannie Mae South. This is the one to watch. Fannie is shedding experienced senior people at exactly the moment Bolivar takes over Centene technology. If one or two trusted Bolivar lieutenants suddenly change their LinkedIn employer to Centene, grab popcorn. Architecture, data, AI, engineering, security, and digital could start getting redrawn around his operating model rather than the one he inherited. As previously discussed by many, Moon and several others came from Brian LeClaire’s previous orbit. That’s how executive networks work. The interesting question is what happens when the new CIO shows up with a network of his own.

D: The plot twist. Bolivar eventually discovers that eliminating internal expertise, institutional knowledge, measurement, governance, and the annoying people who knew how all the pieces actually worked together wasn’t quite the efficiency play somebody thought it was. Centene quietly rebuilds the same connective tissue under exciting new names, adds three layers of management to it, and probably pays somebody $8-20 million to explain why it’s necessary.

My completely unlicensed crystal ball says B + C eventually produces D. Bolivar didn’t build his reputation maintaining somebody else’s org chart, and Sarah London didn’t say data, technology, and AI will “shape how we operate” because she wanted a caretaker CIO. The first real signal won’t be whatever shiny AI announcement comes next. Watch who follows him from Fannie, which boxes start moving at Centene, and which consulting SOWs suddenly have to explain why they exist.

There is at least one qualification we can probably remove from Bradley’s onboarding checklist: “Ability to navigate highly matrixed organizations.” The guy is leaving Fannie Mae amid leadership turnover, workforce reductions, political intervention, AI-driven job elimination, and general organizational hellfire, and walking directly into Centene.

He doesn’t need matrix training. He needs a helmet and directions to the bathroom.

Welcome to ”OneCenteam,” Bradley. You’ll be fine. 😂🍿

I recently hard that H100 has so far signed up no payers besides Aetna. They must be burning through millions annually of Health 100.

Anyone see a path where Health 100 succeeds financially for the company?

Hoping a current or former Citi employee can provide details on your former Head of Retail Banking, initials DC. What’s with this guy? What was the general consensus of him from those that actually do the work.

Another TRM casualty. Just heard the new ED is gone. I am surprised she stayed so long. I was starting to wonder if she had good sense or was just desperate. When I heard what she was working on, I was shocked then I was not. She had a good poker face but it broke after a while. That Harvard and Cornell training didn’t stop her from being relegated to “the sunny committee” leader was almost too shameful to laugh at.

It has been several years since the LeBron James Innovation Center declared itself the “epicenter of Nike’s innovation engine,” yet remarkably little innovation has managed to crawl out alive. The building may carry the name of a generational talent, but its output often feels like the corporate equivalent of a benchwarmer taking credit for the championship.

Inside sits a particularly self-righteous class of professional spectators who appear convinced that their titles, salaries, and proximity to an expensive building make them indispensable. Many function as little more than human forwarding addresses: incapable of producing the work themselves, but highly skilled at shipping it to Asia, scheduling check-ins about it, and eventually presenting the finished result as evidence of their own “leadership.”

The Asia and factory teams perform the experimentation, engineering, troubleshooting, and execution. Meanwhile, these overpaid PowerPoint undertakers bury the names of the people who did the work, exhume the finished product, and parade it through Beaverton wearing someone else’s achievement like a stolen suit.

Perhaps that is the Innovation Center’s only genuine breakthrough: developing a world-class system for transferring labor downward, credit upward, and accountability absolutely nowhere. If the building disappeared tomorrow, the factories would probably continue innovating without interruption. The only immediate crisis would be a sudden shortage of meetings, inflated job titles, and people available to applaud themselves.

Strip away the architectural spectacle, corporate jargon, and masturbatory storytelling, and what remains looks less like innovation than corporate theft dressed in designer sportswear. Stealing other people’s work, laundering it through PowerPoint, and attaching an executive’s name to it may be the only process this building has actually perfected.

Saw some people starting to speak up about Elavon, so here I am saying I will probably quit soon. The past 2 years have been eye-opening for me. Way too many red tapes to get merchant services solutions work done and keep my sanity, yet leadership shows zero support and empathy for their teams. Also, Elavon drives very little revenue growth over the past few years and everyone is pointing fingers at each other while it is actually a combination of many factors. Unnecessary stress.

CDO and his cdo s are a joke with no real transformation experience. They replaced one sales guy with another from non banking space. All believe in hero culture no collaboration or empowerment. Frontier banks lead with good data. This team is not it.

Was shocked to learn in some areas, the person running the layoff call was not from hr, but a Director forced to hold the call. Didn't even know who or how many laid off.

Can someone please tell me what these people do? Create decks that serve no purpose. Leaders are very bad.

Wow – Just saw a posting they are hiring yet another VP for the Shopify migration….Shopify is such a mess we had to roll back – how is yet another overpaid VP going to fix it….

How is the control on hiring, pay rate and promotions going to be handled? Is that control retained by MDs and Directors onshore? Curious as I came across shady hiring practices where pay was not in onshore leadership control, not even the role level. This might open a gap and vulnerability in the system where local leadership in GCC might favor the frenzy.

Genuinely curious as I know how much of a power politics Indian leadership in GCC can play if not cautious. If the few genuine leaders lose the leash, we might be a gone case (scared as I am indian and realize power play when I see one)

Any ideas why there's no coverage in the US? This seems like a giant event and this site is the top hit on Google? Leadership has been so incompetent and the one thing they get right is how to keep this from getting a Linkedin article?

Anyone else hear about the new RE-ORG to "support" EPG? Customer Service is always so garbage at Elavon, the only way itll get better is when QA and leadership actually keep the reps accountable- I know ppl that still have jobs in CS that straight up just hangup on customers (theyve full on told me thats what they do) have been working htere for years.

you guys hired one of the worst managers in your compliance teams to fill up the role in the compliance team . she was one of the worst managers I ever had plus zero understanding of the space. glad she was hired by frost. enjoy ruining your culture & program. soon it will be realized. I hope she hires the baby ducks left here.

Finally pulling the trigger on leaving this place. I had hoped for a long career here, but the writing is on the wall. Our leadership is clueless. This reorg is a let’s-bo-b-Iran level absolute disaster, with no way out. Upward mobility is totally gone (see the new internal hiring process yet? Yeeesh). ENGINE has already failed, yet no one has the spine to say it out loud.

I have no idea why anyone would stick around here, outside of execs with cush pretend gigs, unless you have no other options or are in abject denial. Good luck to you all. I promise it’s going to get worse.

Just remember that there is more accountability for a mid-level IC than there is for Enrique. He’ll fail and get a golden handshake deal while our colleagues are laid off and job hunting in the worst job market in our lifetime.

F PayPal “leadership”, F the board. They have ki-led what was once upon a time a fintech leader and they have ZERO vision to bring it back from the dead. I would have welcomed a Stripe acquisition even at that number. At least they have some kind of trajectory.

Sorry to all who have been affected. I hope we all find better gigs. Check on your friends.

So, why do so many ex-Humana executives and leaders now work for Centene? Seems fishy? Didn’t they have to sign an ND (non-Competitor Disclosure agreement) when they left?

I’m getting a lot of “my purpose“ recognition notifications from a bunch of executives I have never met and aren’t even in my hierarchy. Like I don’t report to them in any way shape or form. Almost like they are mistakingly recognizing me, when they mean to recognize somebody else. Has anyone else? I appreciate the effort, but considering how awful this company has been to work for the last two or three years it seems pretty disingenuous. The engagement survey starts next week, the new CEO starts today, etc. It just feels like a bunch of exacts are trying to cover their a-s.

Pay him whatever he asks, just get him onboard.

https://www.msn.com/en-us/money/general/business-has-lost-the-trust-of-a-generation-i-hear-about-it-at-my-dinner-table/ar-AA2bgHZp?ocid=BingNewsSerp

Pretty straightforward chronicle of how Stankey and his fellow RTOstans are creating the very Gen Z and Gen Alpha attitudes they constantly whine about. I sure as he-l know that I wouldn’t tell my kid to go for a corporate job after my experience in this world.

https://timesofindia.indiatimes.com/technology/tech-news/oracle-layoffs-company-leadership-may-again-send-the-6-am-email-on-september-1-that-told-employees-we-have-made-the-decision-to/articleshow/133651829.cms

With this new wave of layoffs, are you seeing any evidence of a reduction of the number of management layers as mentioned by Enrique? Managers, Directors, etc...?

Positive the employee value proposition that will be rolled will only be favorable to the ones who decided what the change would be.

Japan Airlines was $25 billion in debt. Bankruptcy declared. 16,000 jobs on the line. CEO Haruka Nishimatsu didn't call a press conference.

He cut his own salary to $90,000 - less than his pilots. Canceled the executive dining room. Took the bus to work. No bodyguards. No reserved parking. No perks. While other CEOs drafted layoff lists from penthouse suites, Nishimatsu stood in the cafeteria line with ground crew. Workers noticed.

Morale shifted. In 3 years, Japan Airlines went

from the largest airline bankruptcy in history... to the most profitable airline in the world. It relisted on the Tokyo Stock Exchange in 2012. That wasn't a turnaround plan. That was one man choosing accountability over comfort. Lesson: Most companies don't fail because of bad markets. They fail because leaders protect themselves first.

It's not miracle that saved Japanese airlines. It's the attitudes of leaders that saved. Hope ppl notices.

Goes to Enrique Lores