#leadership

Question for the folks that are in the factories. Are you guys leadership team dysfunctional or is it just ours. Seems the left hand don’t or won’t talk to the right hand. Nobody knows what’s going on. Always running out of things. Just curious if it’s isolated or wide spread.

Obviously leaving is the best course of action (working on that lol), but how do folks deal with incompetence with their management? I can’t think of one thing my manager does to protect the team, and we are the last people to learn about anything. I feel like it’s having a larger impact on our team/project but what should I do? 🙏🏻

AI strategy incoming. He just needs to talk about it a little while longer.

First AI CTO, next an even bigger and better role as Head of Neuromorphic Computing at Intel.

SK swings thru life with the ease of Tarzan.

They need to show their hourly tracking records if they're going to demand 8 hours in the office, otherwise how are people to know where they stand. Like how are people going to take 3 hours of calls in the morning in the office with India, some of those are like 6am when people are typically dead asleep. I guess we need to demand the meetings start at 9am for our time zone. I hope they enjoy staying around crazy late for that. Does the board approve of this? Do they know there's a real risk of seriously stressed out people making big fat finger errors making these demands. Also keep in mind most locations have people with no co workers at that location. This is in large part because WF is so undesirable as a employer that they have to look around the whole country to put a team together for X cost. Our leadership seems so out of touch with the line and staff employees,

Another pep talk from JR!🤢🤮

After quarter over quarter of underwhelming performance for the last couple of years (often spun internally as positive performance or intentional, i.e., "pausing to propel" or "slowing down to speed up"... insert corny cliche here) and stalled hiring demands, Gartner execs made the decision to lower their prized TA capacity. Mind you, this is a function they always yammered on about keeping well above the demand as their competitive edge -- clearly, that's no longer the case.
Like others have posted, the layoffs impacted roughly 10% of the current TA team globally - from talent sourcers and recruiters to some in middle management. I believe more are coming if performance doesn't drastically improve in the quarters ahead.
The round one layoff selection criteria are arbitrary at best from the names of individuals I know who were impacted. I speculate they used the talent "9 box" (google it - lots of employers use this tool) that leaders were asked to complete earlier in the year to identity who got the axe, but that's purely my speculation. In the future, if additional mass layoff rounds need to happen, I believe they will eliminate those outside location strategy (don't worry I'm sure exceptions will be made for Obert and his directs).
Favoritism runs rampant across HR and the TA space. Have you seen the movie "Mean Girls"? Then you know what Gartner HR is like at the top -- Robin's executive leadership team doesn't get along at all. Same goes for Obert's direct reports -- all backstab each other and talk sh-t any chance they get. Hand to God.
What concerns me for the remaining TA team is the company's future outlook. For anyone still there, you know how difficult it is to get anything innovative done -- hoops to jump through, politics, etc. Like others have shared on this platform, there are MANY senior leaders who have been in role for YEARS that need to be able to innovate and quickly pivot. At this point with AI and other resources available for free or at a fraction of the cost of Gartner, it's like turning around the Titanic. They need a quick, effective reinvention and ability to differentiate themselves on the market. It's going to be tough to do -- not impossible, but tough -- and will take time which is not on their side.
For those able to do so, here's an exercise: check out how many across the company are showing as "open to work." It's staggering.
All the best to those in TA impacted as well as current survivors. Godspeed.

Leadership week is a joke. Norlin speaking to us about being a leader when he doesn’t do anything but monitor dashboards and fail at executing a go to market strategy is pure comedy. He needs to be the first one fired if this company has a chance.

Let's say, in last 40 years - Has there ever been a decision that benefited the employees?

It’s time for our illustrious CEO, Ste Ve Pru Sak, to actually lead. He’s losing his biggest asset – the people who keep this place running – and he doesn’t even see it. When you lose the experience and talent that make your company function, you’re sc--wed.

The town hall was an absolute disaster. You put your CIO, with an accounting degree from Stephen F. Austin, in charge of a billion-dollar tech group and front and center at the meeting? That’s embarrassing. Then there’s your SVP of HR with a University of Phoenix degree, and a GM of supply chain who’s never run supply chain before. These people aren’t qualified, yet they’re making decisions that drag the company down.

Meanwhile, the folks doing the actual work – the ones generating revenue – are getting laid off because of leadership’s bad decisions. Optics matter, and right now the optics are terrible. Employees don’t trust leadership at all.

Ste Ve, if your team su-ks, you replace your OC and DC – that’s how it works in football and in business. You’re smart enough to know this. Pay for real experts, bring in leadership that knows what they’re doing, and stop cutting the people who keep this company alive. Otherwise, the “parents” (shareholders, board, whoever’s really in charge) won’t keep you around much longer.

Do the right thing, before you end up on the street with the people you just laid off.

It’s disheartening to now know that leadership’s idea of the ideal org size is always smaller. It’s also disheartening to hear many people on this board say similar things - “we could use less of x or y groups.” Makes me wonder if anyone actually knows how to properly operate a company of this size and complexity.

Who is on who is out, AI in and common sense is out. Facelift done, clean up ongoing. Sales getting sla-ghtered with more excitement in the air with sales leaders from 1980s. I mean it took some efforts find those legends and pull them out retirement village and golf. Surely Tim got them on some massive discounts as that’s a su----e mission.
Let’s get a counter live for February….

Why are Principal Engineers taking on reportees and performing managerial duties? Isn’t this a fundamental misuse of the role? A Principal Engineer is supposed to be a senior technical authority, driving architecture, innovation, and solving the most complex problems—not acting as a people manager. When they start collecting reportees, it raises a red flag: are they trying to shield themselves behind a team to inflate visibility and give the illusion of doing ‘more’ work than they actually are? This not only dilutes the technical bar but also creates confusion in accountability. Instead of leading by technical depth, they start operating as pseudo-managers, which neither serves engineering excellence nor respects the purpose of the role. In reality, it looks more like a strategy to hide from real technical challenges, while showcasing headcount as a false measure of impact.

Could this finally be the straw that breaks Cartwrights back?

Way to destroy shareholder value over 5 years, Chris!

It seems corporate for UHG/Optum frequent these pages and nudges the website to get things deleted/ removed. Which further proves how bad this company is. However, screen shots of the replies that reflect how upper level management and normal employees feel can always be taken. Maybe start to treat your state side employees better. Have middle, upper and executive management take compassion and empathy courses and remind the shareholders you are a healthcare company and need to stop offshoring overseas. Trying to hide the truth won’t make those survey scores go up. We will see what unfolds in October. The dates I keep hearing are the 13th and 30th. The 13th is on a Monday so maybe they’re trying to deviate from the normal Thursday schedule.

In an extraordinary show of competence Jennifer Ragone the new Head of HR wows employees with just how great she is at coming up with HR policy on the fly.
In a show of how dynamic she is at pulling ideas out of thin air she has given her first message to the devoted DXC faithful.
Now given the commitment last year to a pay cycle that would be completed by 1 Oct you might surprised to hear it wasn't that
Jennifer wanted to demonstrate her dynamic ideas led thought leadership by announcing to all employees that as of the 1st of Oct they will need to find 6 days of annual leave in order to cover a company wide shutdown over Christmas.

That's the way Jen likes to roll.

Great having you Jen at the head of HUMAN Resources

Ps any news on the promised pay cycle

Maybe it’s my internet connection but I haven’t caught all this ‘excitedness” and the more severe strain of “super excitedness” that all the execs on town halls seem to be experiencing right now.
Should I be worried, should I see my network engineer as I don’t want to miss out?

long time reader, first time poster

i simply must know ~~

how is life in ABU IT after the layoffs? it was pretty bad before the event. what is it like now? did they keep some good leaders and people?

Nothing will change with layoffs and outsourcing to low cost/low skill sites unless…

1. Stock price suffers
2. Government intervention
3. Major incident, eg. Valdez, Texas City ….

Don’t expect anything more from our selfish, self gratifying leadership.

There is no reason to have so many layers of management in the US for the supply chain group and I'm sure the same applies to other groups like polaris, gbs, emtec.
A prime example of bloat is the COE group in materials management full of people who aren't experts of anything but are the ones making over complex processes that fail and promoting made up savings figures to justify their jobs in houston. Why close our offices in sg and in canada when we have this bloat in likely every organization within XOM. Shame on SG and the VPs with their lies when EMSC was introduced.

Today’s kickoff call is blatant reminder that our leader (PK) is simply out of touch with his sales staff. More than once, he referenced a female sales professional as a male. This female sales professional struct a deal that resulted in over $800k of revenue. He had one job and failed. He couldn’t even read the slide correctly. As a female sales representative in this organization, it was so disrespectful to this female. It just shows he doesn’t care.

Even more upsetting was that PK’s colleagues, mainly DV, didn’t correct the mistake. Everyone knew it. Can you be anymore out of touch with your employees?

Today’s call showed the company has no interest in selling equipment. “Hey sell what you could at our inflated price. We love you guys!” Thanks for the extra 1% DV. The extra $350 on a $35,000 sale will make a huge difference in my salary when I used to make $2k-$3k on those deals just 5 years ago. The 30% in price increases we have taken over the past 2 years won’t affect business. Hey our competition did it so we should do it, right?

I have begun the search to leave this company. I am tired of the overall panic from my manager and director to hit a number that is unattainable. More than 50% of the company is under 50% YTD. The company is paying less compensation which is why they are now giving you the extra 1%. Majority of deals are written using the industry low 2% override. If you think making 2% plus the extra 1% on deals is good, you my friend are exactly who they want working here.

I have lost all respect for PK after today. He doesn’t care about us. DV is also not a leader. Talk about a guy who made it because of who they know. The Japanese better wake up fast because these leaders have lost their sales organization.

The intel middle mgmt needs to be humble n get off ur high horses

I was with a vendor company and came to the Hillsboro site for a technical review meeting , we were all properly dressed in smart business wear and hold n behold , the snr mgr who was hosting us appeared in his gym wear and slides … we were all applauded and talk among our selves at the airport commenting how unprofessionally that was.

I hope this gets to LipBu’s ears

I love how fake the PGL's are these days. They look at you with a fake blank look on their faces knowing what is about to happen. Everyday when I arrive at work, I have the feeling that it is my last day. Someone in security let out that they have an assignment in a couple weeks at the JRC. Gee, what could that be. Why are layoffs so taboo, what not prepare the employees now, so they can look for a job. Instead of dumping them on the spot without notice.

My challenge to the leadership at JRC, stop hiding behind your tailored suits. Stop giving us your fake smile and hand shake. Go to your employees within your group and tell them what's to come.

Who in the world is next up for CEO? Seems like there is a big crop of senior leaders up for forced retirement at the same time (MW, MN, CN, BN) that are going to cause a massive daisy chain. No one super promising in the 50-55 year old range.

We have a gasilian CEO's waiting in the wings. We have left enough old people go, why not one more?

Check your Amplify for this week's Grinching. Who does that? What kind of leadership takes money from people at Christmas? Godda-n.

I laughed when I was asked my thoughts of reporting to asset servicing Mr “ETF.
Basically he resigned and then demanded to control all things ETFs across the firm to stay. I am not even in asset servicing. Just let him go, resign and move on.

My Director mentioned that there’s a leadership meeting on October 8th same day as the October Employee Meeting. Only Directors and above are included in the leadership meeting.

This is unfair to the Lead level. Leads are Leaders without direct reports (people management responsibilities), which is a testament that Leads and Directors have the same pay band including target bonus. As such, Lead should be invited to the Leadership Meeting.

Humble request to extend the invitation to all the Leads.

OpenText Corporation (NASDAQ:OTEX) has named Steve Rai as executive vice president and chief financial officer, effective October 6, 2025.
Rai previously served as CFO of BlackBerry Limited (BB).

Blackberry … hum. I will let you guys guess

Exec leadership going to Montreal and East Aurora. Looks like they're finally shutting them down. Let's see how many relocation packages they offer.

Edward Jones missed their opportunity to name a managing partner that could have led us into the future without all of the Enterprise Reimagined turmoil. Edward Jones' Canadian president, DG, was the correct choice to lead the firm, not Penny. DG actually has a spine and would have stood up for the values that built this firm instead of surrounding himself with people who would tell him only what he wanted to hear. Hopefully, when Penny ages out of the managing partner role (it is going to be a long three years) Edward Jones will come to their senses and choose the right David to bring this mistake to an end and choose DG not DC. However, I feel the writing is already on the wall for the next managing partner.

Several managers and ICs let go in the SC org couple of days ago. They are doubling down on their SC 2.0 agenda and pushing out anyone who doesn’t fall in line. Feels more like ego than strategy. Morale is sinking, and they’re going to lose a lot more people if this keeps up.

Will there be an ouster? Will two-watch take the reins? The mind boggles!

Employees were told the layoffs were about redundancy and not being strategic enough. Sure, some low performers were cut. Plenty of solid, capable people were let go in HR, Marketing, and Sales all over the world. Meanwhile, the company SPENT A LOT on acquisitions and EXECUTIVE LEADERS WHO HAVEN'T DELIVERED. The people who actually kept things running were the ones who got cut. This isn't strategy, it's protecting LEADERSHIP and their image.

I have been reading every post and comment that appears so far, and just super curious to know how some of you are so headstrong in the belief that the remote workers are only working 2 hours but getting paid for 8.

If you’re not a supervisor or a manager, perhaps you’re paying too much attention to other people’s work, and need to focus on your own.

If you are in a leadership position and notice an issue with an employee slacking off. Maybe actually act like a leader. I know it sounds crazy, but actually reach out and offer the support you are required to.

With the ability to track keystrokes, mouse clicks, and calls/ tasks completed. No one is doing only 2 hours of work. If they are, however doing the bare minimum, that’s a team and leadership issue, as well as an overall company issue of not providing a reason why someone needs to work harder.

So in summary, don’t get upset someone isn’t willing to create unnecessary stress on themselves to hit 100% product and quality which will I turn burn themselves out. So they decide this is a job to clock in, clock out and meet the productivity quota at the lowest end.
If the company didn’t want employees doing that they wouldn’t set that threshold to begin with.

If you’re upset because you think you’re working harder than most. I promise you, if you’re focusing on others work and pay and have the time to come on here to be mean. You’re not a hard worker. Not even close.

As the end of the year draws close, VP of Indian origin are planning company funded end of year business trips to be with their friends and extended family trips to India. They don’t have money to fund our bonuses but will do everything immoral to accomplish their ends. Shame on you Shankar under whose watch this company has run aground. It really needs to die so that none of you make any money off this.

I can already see how they have zero plan for transition. McKinsey pulled all the strings on what and how to cut and our feckless executives have zero plan on how work will continue. Why the F do we pay them over $200MM for this sh-t? Yes, over $200MM! Honestly, it’s a rinse a repeat from the last restructuring except much deeper. What a waste of money, time and our focus on bringing in revenue. Bell ends, tools and all that, etcetera, etcetera.

Looks like Imperial Oil staff are trying to fight back they’ll probably get nothing. But this reminds us of our basic democratic rights: we still live in a democracy, and that means we can speak up, spread the word, and hold companion and leaders accountable

https://www.thelayoff.com/t/1k6etqdhp

A year ago, Dell Technologies made a big, bold move: it slashed nearly half of its executive leadership, claiming there were simply too many cooks in the kitchen. Cost savings were touted, “streamlining” was the buzzword, and the company pitched the decision as a smarter, leaner way forward. To top it off, product marketing (FPM) was folded under marketing. The logic? Keep all things “marketing” under one roof. Simple, clean, efficient.

Fast forward just twelve months… and things look a little less logical.

Dell has now re-hired a former exec—someone who had been let go years back—this time with a hefty paycheck. Not only that, the very same FPM org that was tucked neatly under marketing has been yanked out again and repositioned under this new hire. The shiny new label? RevOps.

I was in person for Jim’s town hall and had to stifle a laugh when he described Maurice’s email as “a thoughtful memo”

Just how many of his VP’s have said they don’t agree with his email….

Our VP made a point to say they didn’t agree with it on today’s Town Hall. Not the first time I’ve heard it from leadership either. In fact, I haven’t heard a single person support it.

They wanted to distance themselves from his opinion.

Anyone else?

How is this guy still CEO?

He’s lost the entire company from the top down.

He’s gotta go!