#leadership

Who can do that?

My manager is full remote and has no issues tell us how nice it is for himself and his family He's able to get to all his son's games. Able to start weekends early. Able to take cae of family tasks on his schedule. How long is this going to go on while we doing the work forced in the office have non of this?

We have several talented leaders considering leaving Canon. I personally know some of them. If any one of these members decides to go, the impact on Canon will be significant. You will not only lose these leaders, but the loyal people who report to them. Be careful, these leaders drive revenue!

From the Detroit News:

Ford taps former GM global product lead in leadership change-up

Ford Motor Co. on Friday said it has added a former General Motors Co. executive to lead its product development, among a number of other executive changes.

Jim Baumbick, vice president of advanced product development, cycle planning and program, will lead the strategic direction of Ford Europe as its president starting Nov. 1. Replacing him on Oct. 13 is Sam Basile, GM's former vice president of global product programs.

Additionally, Bryce Currie, vice president of manufacturing for the Americas, takes on an expanded role covering global manufacturing and safety as chief manufacturing officer. Andrew Frick, president of Ford Blue and Model e, also will add luxury brand Lincoln's global retail business to his responsibilities, though Lincoln President Joaquin Nuño-Whelan will continue in his role and report to Frick.

Disruption has been a consistent factor for the automotive industry as of late. A fire at an aluminum plant in New York has rattled the supply chain, especially at Ford, which uses the metal to make the bodies of its best-selling F-Series pickups. U.S. tariffs continue to create uncertainty. The Trump administration's rollback on what the president considered an "EV mandate" could halve electric vehicle sales. Ford is in the midst of a restructuring in Europe as it focuses on its commercial business there.

"These global leadership appointments," Ford CEO Jim Farley said in a statement, "underscore our relentless commitment to building a truly world-class team across Ford, united by a singular focus: delivering product excellence and quality for our customers globally."

Basile last worked at GM in 2023 and since has been in private consulting, according to his LinkedIn. He collected three decades of experience at GM, including globally in China, South Korea and Europe. He'll report to Ford Chief Operating Officer Kumar Galhotra. Baumbick in Europe will work with leaders in the region, oversee product development for that market and and drive cost savings. He'll report to Vice Chair John Lawler.

Ford also shared the retirements of Chuck Gray, vice president of vehicle hardware engineering, and Darren Palmer, vice president of EV programs.

Gray, who contributed to Ford's industrial system, retires Dec. 1. Charles Po-n, director of electrified propulsion engineering, will succeed him, making the transition starting Nov. 1. He'll report to Galhotra.

Palmer was a founding member of Team Edison, which has evolved into the Model e EV division and launched Ford's all-electric models: the Mustang Mach-E SUV, F-150 Lightning pickup and E-Transit commercial van. His retirement takes effect Nov. 1.

My boss set up a casual coffee chat to catch up in one of the corner meeting rooms. Halfway through the conversation HR and security walks in and I’m told I’m being let go.

WTF is this cowardice move, at least have the decency to lay people off in a respectful manner

My journey has allowed me to meet many influential leaders within Canon Inc. I've been mentored by top 5 inside and extremely grateful. Working below radar, and happy to report I've placed some on check. Good luck…. Inc is coming! #forthepeople

An Open Letter to Executives Forcing Return-to-Office

I was hired under the clear promise of being a full-time telecommuter. I delivered as a high performer, year after year, proving remote work was not a compromise but a strength. I built my life — my routines, my family commitments, my finances — around that agreement. And with little warning, you’ve torn it away. Now I’ll sit in an office four days a week, alone, while my team remains remote.

This isn’t “culture.” It’s disregard. It tells me the company’s word means nothing, and that the lives employees built in trust don’t matter when weighed against optics or unused real estate. You’ve broken promises, disrupted families, and drained morale — not because performance demanded it, but because control did.

Ask yourself this: if someone told you tomorrow that your life no longer mattered in the equation — that your commitments, your children, your health, your stability were irrelevant — how would you feel? That is what you’ve told us. That is the message every employee hears in your decision.

The truth is, most of us don’t fully empathize until we are the ones enduring the upheaval. But leadership without empathy is not leadership at all — it’s cruelty dressed up as policy. How do you, as human beings, reconcile dismantling the lives of people who trusted you? How do you justify it when you lay your head on the pillow at night?

You may think workers will comply quietly. But the truth is clear: the best people are leaving — not because they can’t adapt, but because they refuse to be treated as expendable. And when they’re gone, you won’t just have weakened a company — you’ll have to live with the fact that you were the one who broke the trust, dismantled lives, and chose control over humanity. That’s not a business failure. That’s a moral one.

I'm hearing that Katie was let go, any truth to this?

"Paramount Skydance has recruited Jay Askinasi, most recently Roku’s top advertising exec, as chief revenue officer.

Askinasi will start at Paramount Nov. 3, dual-reporting to CEO David Ellison and president Jeff Shell. According to the company, the CRO position is a newly created role “designed to lead the company’s monetization strategy and strengthen its long-term positioning as a next-generation media company” and to push toward a unified advertising platform. John Halley remains in his role as president of Paramount Advertising, reporting to Askinasi."

Oct 9th 2025 - Variety

We have had a new CMO announced and a bunch of VPs are leaving - mainly in marketing. News?

Word on the street is that new CAO Scot Rogers summoned ALL VP+ roles from around the world to Possible LA this week. Everyone VP and above. Seriously? Why? Most of those people have zero to do with sales or customers. That's a TON of expense for a company that is underperforming at epic levels and laying off really good people every few months. Has anyone at the top even looked at the stock price recently? TD is being SO poorly managed. Why hasn't the Board fired Steve McMillan yet? He's clearly incapable of steering the ship around the giant iceberg directly in front of him.

Who hurt you?

Just saying, human nature.

Current issue: https://fortune.com/article/wells-fargo-was-reeling-from-scandal-jamie-dimon-protege-charlie-scharf-bet-his-career-on-saving-the-173-year-old-bank/

I’d just suggest that you don’t fill the surveys out next time.
Corey A. point blank said he Read them and Shred them.
He’s convinced he won’t be fired for making such statements.
That speaks volumes about our company.
Back in the day, what Corporate Executive would say that to employees?

"I dont need an executive council" screams arrogance, maybe he can make all the decisions himself but it usually ends in disaster. Every smart leader needs smart people around them.

Dan is there to be the hatchet before the Frontier merger is complete. This way John Stratton doesn’t have to do the dirty work and ruin his image.

JC gets millions

https://www.tipranks.com/news/company-announcements/dell-awards-132-4m-stock-options-to-coo-clarke

Now can we stop with all the useless reorgs and focus on products instead?

Go and look at the executive-bios link. Dan's LinkedIn is not there, and there is an empty Phot logo. This is the sloppiness that says it all. No attention to detail, even at that high a level. In other companies, the communication leader will resign in shame, but here, Sam the People cheerleader will not even know what to do. BTW, how is the sun coming out of the V now, feeling? Sam always helped Hans hire the best of the best, losers.

https://nypost.com/2025/10/07/business/jamie-dimon-says-jpmorgan-spends-2b-a-year-on-ai-and-breaks-even-with-savings/

Due to our autistic upper and middle management, that means we're probably at least 5 years out before we see any material benefit. I don't know how much we're spending on AI, but I guarantee it's just bleeding $. Dimon is a piece of work, but you can't deny JPM's success under his leadership either.

Apparently CS was Dimon's protege, which may have actually been one of his biggest mistakes, seeing how woefully bad CS is in comparison. The only thing CS has managed to "transform" in 6+ years is a massive culling of American jobs and an extremely disgruntled workforce. $30mm / year clown.

When will the EC wake up that they have a CISO problem? The mind map done a while back showed the CISO has no support, respect, nor leadership of his group.

And even that is poorly executed.

I just spoke with DAS. Back in June 2022 it looks like they uploaded Maurice to the cloud. This explains the robotic answers, the bad writing and his inability to read. It also explains any future attempts to automate your work and work we so that you make less money and work less hours.
He will be put back in his body when his total income exceeds $100 billion per year.
This is all pretty hush hush but on good authority.

Liz is retiring from Chevron, and the Earth itself may need a moment to recalibrate. After 36 years of finding oil in places most people wouldn’t even vacation, she’s finally trading seismic data for actual peace and quiet. Somewhere, a basin is weeping.

Chevron’s official statement praised her “collaborative leadership” and “global impact,” which is corporate-speak for “she made miracles happen while we reorganized every six months.” Liz didn’t just lead exploration—she led the delicate art of pretending budget cuts were strategic pivots.

Her successor now inherits the impossible task of filling her boots, which are rumored to be made of titanium and sarcasm. Good luck, Kevin. May your PowerPoints be short and your dry holes even shorter.

So here’s to Liz: the geophysicist who could read rocks better than most people read emails, who survived more reorganizations than a filing cabinet, and who now gets to enjoy a life free of acronyms, alignment meetings, and the phrase “value creation.” May her retirement be rich in irony and poor in bandwidth.

Verizon and T-Mobile just named new CEOs, and it really makes you wonder… is AT&T next? The mood across the company says it all. People are exhausted, morale’s crushed, and trust in leadership is at an all-time low.

If a change at the top actually happens, you can bet there’ll be a huge sigh of relief across our hubs. It wouldn’t just be about a new name. It’d be about hope for a new direction, one that finally listens to employees and fixes the mess RTO and poor leadership have created.

We’re overdue for a reset. Maybe this time, real leadership will show up…

We are so numb to constant changes (always for the worse) that the workforce no longer cares. Enough with these nonsense townhalls. Let us just collect our paychecks and spend as much time caring about Chevron as the Chevron leaders care about us.

Could Penny have sc--wed this firm up any more if she was trying? I would doubt it. She probably needs to pull a George Costanza and do the opposite of every single instinct she has ever had. If she did that the firm would probably soar. Penny is a minnow swimming with sharks. Sorry, Penny, you are in over your head. You just need to admit it and step down.

LL must’ve asked Mike this question at least three times; each time he gave a garbled 3-minute response with no clear message. Something about being safe and selling assets was mentioned. How revolutionary. “Doing better”. Idk.

If our leader can’t articulate a strategy, how are we supposed to execute?

Prime example, the employee well being ranking low. Now we see all this stuff on healthcare and mental health. Uh, that’s not what was meant by that. People were referring to work/life balance, recognition, promotions, bonuses, pay raises, taking care of your people, doing special things for them. Saying “if you don’t like it, leave,” highlights they don’t care.

MW: “the puff piece i commissioned in the wsj was supposed to be bait for investors, but exposed how unselfaware we are. I don’t accept responsibility for the second part, because at Chevron LT accountability is not a core value”

Get fu---d you gas lighting clowns

I’ve only been here 5 years. I work directly with/answer to people who have — wait for it — never worked ANYWHERE else and they’re 25+ years deep and when I tell you it’s nearly impossible to get them to evolve into a space that ACTUALLY eliminates silos and makes work more efficient AND effective….they’re gatekeepers, and quite frankly they’re in my way. Not having experience outside of one single company is no longer the flex yall think it is. The tunnel vision and kool-aid drinking (lawd). Why are we doing reorgs if nothing is going to change other than “doing more with less”. This place pays well, sure, but they pay well enough to make you forget you've moved around laterally for years, screaming into the abyss about process improvements that would genuinely streamline things.

Who’s excited to get lectured for the next hour

I mean John Stankey pretty much ignored the survey results of everyone working at T, told us we were in the wrong, our priorities were mid-aligned of the company, and that we are going to be in a market based culture.

Aside from being a buzzword, can someone clarify what that actually means. Does that mean we were not market-based before?

Sounds like I’m going to start ignoring the id--tic messages they send my way. I already have email filters to delete all these endless corporate company-wide emails we get from McElfresh, Robertson, etc.

Oh and to think they sent me a $25 coupon to buy something from their brand store. The last think I want is another branded shirt.

Its funny that the definition of SETH in mythology is this:

In mythology, Seth (also spelled Set) is a prominent deity from ancient Egyptian mythology. He is a complex figure associated with chaos, storms, deserts, and violence

Its exactly what MW has done to the company. Will he acknowledge his failures? Will he be accountable and take a pay cut or better yet leave? Will it just be more lies?

In 2024, Christian Klein, 44, received a €19 million ($19.9 million) bonus, up 165% from the previous year. Eliminating all MOVE SAP and similar programs, limiting bonuses through performance management, reducing yearly salary increments, Project Mongoose, and so on should net him approximately €32 million bonus in 2025. When you compare all of the numbers shared by the CFO and Works Council newsletters in 2023, 2024, and 2025, you get this figure.

I wonder how much he'll actually get this time. Guess we won't know until this information is made public.

What is the supervisory board even doing? Are they also going to make a deal with the board to get good money for being laid off like how the Works Council members did?

One person says one thing, another says the opposite, and somehow the work still has to get done. I thought that the guy who told me when I first joined that 1% of the people do 99% of the work was joking. It took me a year, but I finally realize he was very serious and was warning me.

I'm sure the new CEO will want to put his stamp on things as soon as possible, but I doubt he'll want to rock the boat too much from the get go. I'd like to see him start cleaning house on day one but I realize that's too much to expect. But I also hope he doesn't wait for too long.

I was impacted and reading everyone’s threads has been both reassuring and sad. Thank you to everyone for sharing openly and honestly— when work culture suffers from toxic leadership and snuffs our ability to have actual community and honest conversation about the company we work(ed) for, we came here— I’m glad for that. I also am not using “toxic leadership” to score a hit— it’s a real construct with indicators and impact. Reading about it might help you put more objective (sorry for this term) language to what you’re experiencing.

If you’re still at Gartner, I do not envy you. I would prefer to still be working there rather than be unemployed, but I also can’t imagine what it was like/is like to be making calls and selling people on a place you can no longer trust. That would be hard.

My advice to those currently recruiting would be to not trust internal communications about Gartner performance. Remember that it benefits them to make you believe we are doing well. This makes us more effective sellers. I was an effective seller, and I am left feeling guilty for selling people on a lie- I put them in a position to experience what I have just gone through.

Trust what you are seeing with stock prices and quiet layoffs, and make a plan for if things change quickly. I had no plan, and I am paying for it now- the best I can do now is to suggest it to others.

If you’re a well-intentioned leader and you’re reading this, please know that I (and others) understand that you passed down the information you were given, which was the misleading “Gartner is doing great” speak that was all but smashed over our heads in the Q2 town hall. The best you can do is to not repeat this kind of speech to your teams: it leads to us being unprepared. We also get enough of it already through the carefully crafted corporate comms that reassure us we are a great company at all times. You don’t have to add your voice if you know there’s risk ahead for your people.

I will never get to speak to those who intentionally misled people who make 5% of their salary. Those most senior leaders manufactured security through talk tracks and inside Gartner emails that assured us of growth and opportunity, while designing layoffs in private. They do not know you and do not care about you. They will end your healthcare at midnight and give you four weeks of severance, all while telling you “when we do the right thing, great results will follow.”

Be very cautious, whether you’re still there or not. Have a plan. I am still most grateful for the people who did work ethically and without acting like Gartner gave a damn beyond the bottom line.