Below are all the posts — topics as well as replies — that mention the hashtag #leadership.
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Intel’s workforce:
I am trying to figure out if my boss in ( NJ office ) is safe. In meetings today they talking about the future for various initiatives, reviews we have next week etc. They are not great to work for so my life would be a lot more pleasant without having to report to them. I am thinking maybe they know they are safe...
Is this the man who'll axe 15,000 jobs at Verizon?
Alfonso Villanueva joins Verizon as Executive Vice President, Chief Transformation Officer in two days.
Nov 18, 2025, 8:28 AM
Verizon adds a new boss to its team as the company is about to undergo serious changes and thousands are about to be laid off.
His name is Alfonso Villanueva and starting November 20, he'll join Verizon as Executive Vice President, Chief Transformation Officer.
What's his role?
A Chief Transformation Officer leads a company's major change initiatives, guiding shifts in strategy, operations, technology and culture to improve performance. This role focuses on aligning teams, processes and long-term plans to ensure the organization can adapt and grow.
Recently, we told you about Verizon's plans to axe 15,000 jobs and close 200 stores, and the process could start as soon as this week. The Big Red carrier also has a new CEO – Daniel Schulman – who has recognized that the carrier can no longer depend on continual price increases to drive revenue. Verizon has lost customers in recent times, and the company is now moving to greener pastures. The goal is to reduce expenses by shifting its focus.
Personally, Villanueva brings more than twenty years of global leadership experience in strategy, corporate development, transformation, data science and innovation within major technology and financial organizations. His background includes senior roles at PayPal, where he oversaw strategy, corporate development, data science, analytics expansion, venture investments and numerous key initiatives.
Earlier in his career, Villanueva was a Senior Partner at McKinsey & Company, where he led the firm's Telecom, Media and Technology practice across the Asia-Pacific region, so he is definitely suited for his new position at Verizon. He also served as Chief Innovation Officer at SingTel, contributing to the launch of its digital division and venture fund.
It's time to sharpen things
Verizon says it is reorganizing several major teams under Alfonso Villanueva to sharpen its digital infrastructure and improve how the company operates. The new Transformation Organization will take on long-term projects tied to strategy, technology and day-to-day efficiency, with teams responsible for strategy, data and AI, and supply chain now reporting directly to him.
This is only natural, as anyone would want its company to streamline decisions, cut complexity and focus resources on areas that can improve customer experience and support future growth.
No more price hikes?
This is the main question: will your Verizon bill stay the same after all this changes? I sincerely hope so.
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Verizon should take this moment as a real chance to break the cycle of relying on constant price hikes to boost revenue. With Villanueva leading the Transformation Organization, the company has the tools to focus on efficiency, better service, and smarter investments instead of passing costs onto customers.
Has anything been confirmed?
Although it’s encouraging to hear that leadership wants managers to nominate and recognize top performers, insecure managers often block these individuals from receiving praise. Advice to management: why not hire leaders who genuinely care about the well-being of the people they oversee instead of just their own interests?
Saying “the strategy is working” feels almost like a joke. Illumina’s board has made a string of questionable decisions — approving the Grail acquisition despite clear EU regulatory risks, then later giving in to activist pressure and spinning it off at the lowest possible value. They brought in a CEO from a company with a decade-long track record of minimal innovation and stagnant growth. Now the focus has shifted to aggressive cuts in both capex and opex, trying to make margin expansion the only story to sell in the absence of real growth. RIFs have practically become an annual event.
Given all this, calling the current strategy a success is hard to take seriously.
I guess the LL5 hates me? This was after I requested to go part time. A setup to put me on a PIP?
All the network techs in our state had MNC meetings and calls assigned to us for 8am-9:30am tomorrow 11/20. Asked our supervisor about it and could hear the sheer panic in his voice when he said he had no idea about it and that he hasn’t been invited to a call of any sorts for those times. There’s also no bridge # or meeting link sent to us yet. Just blocked off MNC from 8-9:30.
Not sure if that means we are safe or if he’s getting the boot.. I hope not. He’s one of the few good supervisors still around.
I can’t imagine they’d let all of us go. There wouldn’t be anyone to maintain the network.
Did any other areas get the same meetings assigned to them?
Seems like this merger is only to satisfy Vena's ego. He knows he has to fire people and he is still making lifetime employment deals with the unions. He just wants to get this merger through to be recognized as "the first person who connected both coasts with rail". He will then quit like Boris Johnson had to quit after Brexit. He will be known, but at what cost?
Its not over... even for those that survive this round. Keep your resumes and profiles updated and possibly, start looking.
Dan is the true hatchet man and only cares about the bottom line. He's gonna squeeze that extra $0.50 per share out come he-l or high water.
Stay strong people...
Congrats FK for letting us have the fortune to have you here for 30 years!!!
CROs for midmarket and public sector/enterprise
Saw it on a Reddit thread. Can anyone confirm
Just walked my dog 🐶🚶♂️ and learned some “incredible” corporate lessons. When he ran off chasing a squirrel 🐿️, I suddenly understood layoffs 😂. When he buried a stick, I realized that’s basically financial independence if you replace the stick with index funds 💰📈. Truly inspired by my canine career coach 🐾✨ #Leadership #RIFWisdom #Finance
BGCO leadership in delulu land. They and the entire GCO leadership under Gina keep telling they are not impacted. Lol
Anyone been around these leaders or has seen the team dynamics and morals? Everyone of leaders must go, they are that bad and toxic. Shrunk the business and unable to maintain margins.
Unless Dan gets rid of these two ., nothing will ever change for this company
Good luck and best wishes to all of us!
The worst thing at the worst time of the year!
Shame on you Board and Dan! Had the board been stronger and not rubber stamping all of Hans’ hires and ideas - we may not be in this mess.
Same id--ts are just moving around from one place to another and calling it turn around. NO no more turn around. We want the id--ts are OUT. No layoff to them.
Speaking strictly as a customer, Verizon's culture is 100% anti-customer.
Twice a year price increases...declining value for what paid...endless prompts to attempt to reach live help...nasty customer service reps...inflexiblility to address customer issues...hidden fees & charges...terrible website...repeated requests for security passwords...the list goes on & on!
TRUTHFULLY, this is way beyond blaming Verizon leadership. Some heads need to roll at every level to begin to root out a systemic anti-customer corporate wide culture!
I’ve heard Lucy Hughes, SVP people operations leaving PepsiCo.
What’s going on at PepsiCo?
Anyone knows what are the on CXO or Brian Higgins ?
I was shocked by dolls vp gutting. Some seriously big deals. Who did a lot. What happened?
well well well, that was short lived.
our manager even put down having a DUI as one of our goals for this year in order to please leadership.
very sad news!
https://www.healthcaredive.com/news/optum-health-names-new-ceo/805670/
Well, looks like he’s leaving after all.
We started the town hall strong, but things took a turn once the conversation shifted to “culture” and how we plan to integrate it into everything. It was disappointing to hear how culture and sentiment were being framed.
Culture isn’t a buzzword or something you sprinkle on top of initiatives it’s what employees feel when they walk through the doors every day. It’s reflected in how we support people, how decisions are made, and how work actually gets done.
Right now, we don’t have a defined culture strategy or a competitive differentiator, so saying we’re doing “market-based culture” rings hollow. And leaning heavily on AI because it sounds innovative doesn’t address the real issue: we haven’t clarified who we are, what we stand for, or how we create an employee experience people can trust.
AT&T is not culturally where it needs to be. Culture is shaped by systems, leadership behavior, consistent norms, and shared meaning—and right now those elements aren’t aligned or clearly defined.
It began, as these things often do, with a badge scan and a fruit tray.
Robin Vince and the Executive Committee descended upon Lake Mary two weeks ago, bringing with them a whirlwind of strategic platitudes, pre-cleared talking points, and a palpable sense of curated warmth. The site was abuzz. Floors were vacuumed. Acronyms were polished. Someone even replaced the “Out of Order” sign on the espresso machine with “Temporarily Visioning a Better Brew.”
The town hall began promptly, or as it’s known in EC time, at “Empathy O’Clock.” Robin opened with a heartfelt nod to “the incredible work happening here,” followed by a 17-minute meditation on resilience, stakeholder trust, and the importance of “showing up”—which, ironically, most of the EC had not done since the last earnings call.
The Q&A was pre-screened, of course. No questions about layoffs, offshoring, or why the new “Agile Transformation Hub” is just a SharePoint folder with a GIF of a hamster on a wheel. Instead, we heard about “listening deeply,” “leading with heart,” and “unlocking the power of our people”—phrases that sound profound until you realize they mean absolutely nothing and cost nothing to say.
Enter James Legrand, our site lead and resident Zen Buddha philosopher-king of LinkedIn. Within hours, his post appeared:
"Leadership is not a destination. It is a sunrise reflected in the eyes of those we serve. Grateful for Robin's visit and the reminder that empathy is a verb."
What does that mean? No one knows. But it got 247 likes, mostly from new recent new hire analysts and people who also post about “intentional gratitude” and “the ROI of kindness.”
One associate commented, “So true, James. I felt the empathy in the hallway.” Another chapped lips sympathizer fabio-sly replied, “I didn’t see Robin but I felt him.” We’re still unsure if that was metaphorical or HR-worthy.
Meanwhile, back at our desks, nothing changed. The org chart still resembles a game of Jenga played during an earthquake. The “transformation” roadmap is now in version 6.2b. And the only thing cascading is the mandatory empathy training module, which now includes a quiz on “active listening postures.”
But hey—Robin gestured (while admiring his new Rolex). The EC smiled. James posted. And somewhere, a hamster keeps running and more jobs are lost in this heartless and unemotional chaos.
If everything crashes again on Thursday, I swear my heart is going to give out from the stress, because with the total lack of real communication from leadership, this place is the only spot where I can even try to figure out what’s going on. I’m begging the universe not to let this fall apart on D-day, because losing this one source of updates would push the anxiety into a whole different level.
Anyone else on a team that has a leadership change every few months and given very little direction? Seems like people are constantly disappearing and we’re all expected to work in a “matrix” environment which basically means the manager has no clue what you work on and is not expected to provide you direction on projects so there’s no one to provide support…and these are all being framed as efficiency changes which I have seen no efficiency at all
I still can’t figure out why some Sr Directors are saying “I know nothing at all.. I’m waiting to hear too” and then other Sr Directors (and even ADs) know the names of those affected on their team. Why is the comms plan and information leaking so different this time?
Haskers mentor was Dave Calhoun (look it up they worked with eachother at Nielsen). You know the guy who got grilled in senate hearing because Boeing planes were falling out of the sky. Dave and the infamous Jack Welch worked with eachother at GE and people consider him to be jacks protégée. Jack Welch invented stacked ranking and cutting bottom 10% and was infamous for layoffs at GE. It all makes sense now. This dump isn’t just typical corporate but what makes it worse is the CEO is manufactured by psychos and outdated practices.
The higher ups will be notified tomorrow. Well those who haven't heard already. This will be the longest week ever. C'mon Thursday at least us lower levels will know our fate.
Who are the best leaders in what org and why?
Following today's announcement, I am seeking clarification regarding Thursday's schedule. I observed that two individuals, including myself, are not scheduled for a 15-minute meeting, while three colleagues and my Associate Director are scheduled for such a meeting around 1:00 p.m., and another meeting at 3:45 p.m. Has there been any communication regarding the purpose of these two meetings, or do they signify a potential change in my employment status? I would appreciate any insights from an Associate Director or Senior Director. Thank you in advance.
Turn it around employees. Zero identity or evolution.
To EH: this isn’t 2010. Try something new for once. The old playbook is dusty.
Fondly,
Former shareholder
Masters of suspense. Who cares that we’re all twisting ourselves into knots over here.
Could you imagine what would happen if someone took Mike up on his offer to call him with feedback?
“Umm, we haven’t been responding immediately to customers rfis etc. bc we’re severely understaffed and have been working 60 hours a week for 6 months to just get releases out the door, so you’re really just asking us to work 70 and 80 hours a week.”
Recalibrating is not “hey let’s Really focus, people “ lol
And all the svp and vp henchmen would love to know who calls to know who to layoff.
Starting this thread to discuss the key wins and strategic successes of the most successful Five9 executive who has turned our ship around (its the wrong way however.)