#leadership

Where was Intel? 🤷‍♂️

In 2019 Nike HR identified that we were 5-10 years from a retirement cliff of experienced leaders who had been with the company for ~30 years. We identified a number of up-and-coming leaders who were being groomed to backfill these leaders. Due to the location of Nike in Oregon, the experienced leaders and the backfill candidates were mostly all white men. Donahoe comes in with his Stanford Business School strategy of firing 15% per year, combined with George Floyd inspired aggressive diversity targets and we fire all the experienced leaders and the backfill candidates. Once they leave, no matter how talented the new team is, we lost the institutional knowledge that made Nike successful. Easy as that.

LT is listening ... what a load of Cr@p!

Enrique Lores is a pile of dog sh-t

May as well rename "Edward D Jones & Co" to "McKinsey Graduates & Co" because that's who's really running the firm in to the ground. The current MP office occupant at this point is just a podcast participant and generic figurehead with no respect, no spine, and no actual leadership skills to speak of.

If the MP could lead the firm on their own, why would they have needed to bring in so many GPs from the outside???

Starting at the top this time? Wonder how many other SVPs are out....

Continued outsourcing of our core network....

https://www.sdxcentral.com/news/verizon-exec-overhaul-claims-chief-network-officer-adam-koeppe/

Why do they RIF great people leaders and move us under someone who is clearly in over their head?

Comcast was basically a utility that was overstaffed for many years. It has been full of bureaucracy and political nonsense that was masked by what seemed to be a never ending revenue stream, regardless of poor guest service. Now that they are losing and revenues have plummeted, that same leadership team that built that bloated bureaucracy has no idea how to manage through it. Now their company leaders want to tell the staff in a town hall that they haven’t done a good job - maybe you should look in the mirror and at your VPs - show some actual leadership and accept responsibility for how poorly your company has been led down this path. You pride yourself on eNPS - it starts at the top with the SVPs taking ownership of their own failures. Good luck.

Yes that was a statement made by leadership. If you were on that call what might be your thoughts if you were or were not ISPed last week?

Would you feel comfortable?
Would you feel someone genuinely cared?
Would you feel safe?

Heads up to everyone tracking the recent organizational shifts. There has been a major leadership shakeup within the Wholesale division. Several high-level executive and management positions were impacted today as part of a broader structural realignment.
Word is this is tied to the ongoing corporate restructuring to flatten the organization and shift strategic focus.

An archaeology and land survey company is undergoing significant leadership layoffs. The entire executive team, including the CEO and CFO, will be affected by these cuts. This move impacts the company's top management positions. The firm is based in Phoenix and employs approximately 600 individuals. The specific reasons for these extensive leadership layoffs were not detailed.

Phoenix, Arizona

https://www.bizjournals.com/phoenix/news/2026/10/07/chronicle-heritage-phoenix-layoffs-closure.html

These North America numbers are terrible as expected. How long can leadership be able to stay while we have no growth in our top market? Ramon gold CNBC the company will cut costs to pay for innovation and marketing investments. Maybe he should start at the top this time.

Look at the reporting structure of the changes Ayman announced. An HR Data file went through only for a select few showing their new team alignmen. All other employees reverted under the next leader up the chain or they remain under their current manger who reverted to the next leader in their roll up. That's because the second HR data file that moves impacted mangers and ICs will not be downloaded until WFRs are completed because not everyone has a job with this new model.

There is a WFR in Oct and one in Nov.

Wael is going to trade Woodcreek away for a satchel of magic beans that can grow wells

It all makes sense now. I can already hear the LT clapping.

A cautionary tale for the people who built an empire and the people determined to hold on to it.

There was once a company that started with 1,200 cable subscribers and a few people who believed they could build something extraordinary.

And they did.

It was a company where employees were treated like family, and for many of them, that word actually meant something. There were leaders who cared about their people, who understood that success wasn’t measured by how much power they accumulated, but by what they helped others accomplish.

People stayed for decades because they believed in the company and the people leading it.

Then the little company became an empire.

And somewhere along the way, something changed.

The empire created wealth. Wealth created power. And power began changing the people entrusted with it.

Some leaders became more interested in protecting their positions than questioning their decisions. They surrounded themselves with familiar faces, rewarded loyalty, and slowly built an organization where challenging the person above you could become more dangerous than making the wrong decision.

But the real trouble began when the company started believing its own success was permanent.

For decades, Comcast had a product people needed. It could command a premium because customers had limited alternatives.

Then the alternatives arrived.

Fiber. Fixed wireless. Streaming. Customers who no longer needed the same bundles or valued the same things.

And rather than fully accepting what the market was telling them, some leaders seemed convinced the market had it wrong.

Competitors were pricing too aggressively. Fiber was supposedly underpriced. Comcast still had the superior product. There was no reason to fundamentally change the approach.

Imagine that.

Customers are leaving. The stock is approaching levels not seen in 13 years. The competitive landscape has fundamentally shifted.

And the company is still arguing with the market about what its product should be worth.

That’s the danger of spending too long surrounded by people who reinforce what you already believe.

Eventually, you stop asking whether you’re right.

You start looking for explanations for why everyone else is wrong.

And inside the company, employees were watching a similar pattern unfold.

The people who questioned decisions weren’t always welcomed. Employees shared stories of favoritism, stalled careers, fear of retaliation, and leaders who seemed more interested in authority than accountability.

Some of those employees had given 20 or 30 years to the company.

And when they spoke about what they were experiencing, some were called whiners.

The company that once called its employees family was now struggling to hear them.

So leadership announced more changes.

Another restructuring. Another transformation. More cost reductions. More businesses separated. Another day in the office. More restrictions on promotions and career mobility.

Everything kept changing except the convictions of the people directing it.

And here’s the tragedy.

The company didn’t lack intelligent people. It didn’t lack resources. It didn’t lack warnings.

What it may have lacked was enough leaders willing to admit that the world they had mastered no longer existed.

Some had spent decades building their careers inside that world. Their authority, their reputation, their compensation, even their sense of identity were tied to it.

Admitting the old model was failing would mean admitting that the experience that once made them successful might no longer be enough.

And for some people, that’s harder than watching the business decline.

Because ego can make a leader defend a losing strategy long after the evidence says it’s time to change.

Now the company sits around $20 a share, and employees are left wondering how much more they’re expected to sacrifice while the people making the decisions continue to explain why their strategy is sound.

Maybe the company will recover. Maybe the people at the top will find the courage to question themselves.

Or maybe the company will keep getting smaller, selling pieces of what generations of employees spent their lives building, until all that’s left is a fraction of what it once could have been.

And someday, when someone writes the history of Comcast, they’ll talk about fiber, streaming, wireless competition, and changing consumer behavior.

But I wonder whether they’ll also tell the story of the leaders who became so powerful that nobody could challenge them, so comfortable that they couldn’t imagine being wrong, and so attached to their positions that they couldn’t recognize when it was time to make room for something different.

The company didn’t fail because the world changed.

It began losing its way when the people running it could no longer accept that the world had changed without their permission.

And the saddest part?

The people who built the company may end up paying the price for the people who couldn’t let go of it.

This company is on the total verge of failure 😂 they think we are d-mb they forget we are Discover we are the most intelligent of people ! lol 😂 cap one are total id--ts the hoops they want you to jump through cracks me up I going to play with them a bit as I do not care at all

Layoff discussions and fearmongering exists at SAP not because the company doesn't have money to pay the employees. It exists because the company doesn't have enough money to satisfy the personal greed of the executive board and career politicians. We need less dragons and more knights at SAP. And I am extremely disappointed with employees who get distracted by nonsensical issues such as trans people at SAP, CK fans who support CK no matter what, managers who have not written a single line of code in their life but manage technical architects, hatred towards Indians at Signavio, SAP employees at WDF and ROT who don't want anyone in other locations to grow, the spineless supervisory board that only wants to maximize executive bonuses, the even more spineless works council members that protect pedophiles and SA abusers but not the victims, performance management which disrespectfully treats employees as children and only managers as adults, the AI token count duck measuring competition that is not helping the business one bit, etc. WHEN WILL THIS END?

Maybe our board should do the needful and replace the CEO with our stock in free fall

These webinars are a joke. She just commented "we are all immigrants". Some are not and take offense. Native Americans, Native Alaskans, Hawaiian,..shoukd I keep going. Think not, she has to go.

ODW DSA UK is an absolute shambles.

Why aren’t they just rolling it back, fixing the known issues, and then flipping it back on?

Is this JC’s ego getting in the way?

They’ve got to be seriously thinking this is going to delay the global launch date.

There’s no silver bullet here. The problems are sc--wed up at an account level, and ultimately the sales rep is the only person who can fix them. There’s no bandwidth for the reps to do that, and there’s nowhere near enough support to help get these issues resolved in a reasonable timeframe.

Dell project managers were always the butt of the joke because no one really knew what they actually did. They were all told to stop what they were doing and focus on ODW under NDA, and this is what we get.

The joke is on us now, the people who actually have to live with it, deal with the fallout, and fix the mess.

EMTECH has become the biggest joke inside ExxonMobil. An overhyped “innovation hub” that delivers little beyond slide decks and buzzwords. And DAC? It’s the crown‑level scam they keep parading as breakthrough technology, despite everyone internally knowing it’s a money‑burning fantasy project with no realistic path to performance or scale.

Self-evaluations due 10/9/26. Q4 layoff wave begins 10/13/26.

Said it before, I'll say it again: The cruelty is the point.

can someone help explain to people how someone who has no competencies in data, AI, or analytics becomes a chief data and AI officer of a fortune 25 company -- who's frat brother is this guy.? someone must know what connections this guy must have. what a joke this company is...just wow. leadership continuing to show they really have zero clue about anything tech/digital but reportedly they are "experts" - will be our downfall (well one of several)

Kelly King is posting this on LinkedIn. I don't want to hear anything he has to say after what he did to BB&T.

So after the farm has been fully bet on ai, it's now up to us remaining & surviving employees asking ourselves what we can do to make this happen.

Pretty amazing after getting hit with a number of layoff waves - and likely more to come after a strategic shift to replace as many employees as possible with ai - plus reorgs after reorgs that just don't make any sense at all and an acquisition that seems to make less and less sense with every day.

Alas, what was leadership all about again?

I know this isn’t Glassdoor but I just joined the team and wondering how secure this group is. It seems like there has been a lot transition and leadership has been a revolving door.

Train performance is in the tank.
238 late
61 on time
62 early.

Sure as heck isn’t anybody in the c-suite, their too busy planning what to do with their millions from the merger.

There’s a dangerous trend in tower construction:

The inexperienced are now leading the even more inexperienced.

People with little to no real construction experience are being placed in leadership positions, then tasked with developing project managers who have even less.

The result?

Decisions made from spreadsheets instead of jobsites.
Processes created by people who’ve never had to execute them.
Accountability without understanding.
Titles without experience.

Construction management isn’t something you learn from a dashboard, a meeting, or a PowerPoint presentation. Just because your signature says PMP doesn’t mean you are qualified.

You learn it by building.

By dealing with contractors. Solving problems in the field. Missing schedules. Recovering schedules. Managing budgets. Making mistakes. Owning them. Being able to speak to people and have them understand what you are saying. And spending years learning what actually works.

When experience is removed from leadership, knowledge doesn’t magically trickle down.

Inexperience multiplies.

You can promote the person.

You can’t promote the experience.

CISO is replaced. Golden handcuffs of "SVP - Advisor" until year end

Offering a little perspective on all the “GF is doomed” comments:

I understand the frustration. Layoffs, compensation, promotions, management decisions and uncertainty are legitimate things to discuss.

But I think we’re sometimes looking at GF through a very narrow lens: What is happening to me or my department right now?

Zoom out.

Semiconductors are being reshaped by AI and hyperscaler demand, geopolitical competition, U.S.-China tensions, tariffs and export controls, supply-chain regionalization, reshoring, government subsidies, national-security priorities, energy constraints, and the growing importance of domestic semiconductor capacity. This isn’t a normal semiconductor cycle. Governments are increasingly treating chips, advanced manufacturing, photonics and related technologies as strategic infrastructure.

And look at GF’s recent moves.

$375M in federal funding for quantum manufacturing. Expanded Marvell capacity tied to AI data-center optical connectivity. New silicon/indium-phosphide photonics capabilities. And just yesterday, GF announced a multiyear partnership with Xanadu to industrialize photonic quantum components on the 300mm Malta line.

That’s a pretty interesting strategic pattern.

None of this means employees shouldn’t criticize leadership or worry about layoffs. Those concerns are real.

But restructuring, cost pressure and employee frustration can coexist with a company positioning itself for strategically important growth.

So instead of only asking “Who’s getting cut next?”, maybe it’s worth asking:

What is GF becoming? What technologies and markets is it positioning itself around? What does the geopolitical semiconductor landscape look like 3–5 years from now? And what capabilities will GF need to compete in that environment?

You don’t have to be optimistic about everything to be curious about where the industry is going.

Maybe that’s a more useful conversation.

I was annoyed when CH emphatically stated that the WCK footprint reduction was not about cutting costs. Yet the very next statement was telling us they overspend. I’m totally okay with LT telling us they need to cut costs. Every decision Shell makes should have money in mind, either long term or short term gain. I feel like LT is more worried about feelings than running the businesses and that underpins why we lag behind. Without Iran war, we’d be failing horribly. Total BS Emma said chemicals would be improved even without Iran. No Emma, taking ethylene and polymer capacities offline throughout ME region DOES mean we didn’t do this on our own. Our record throughput is not because we understand how to run plants overnight. We have no reason for hubris, all Iran war. But alas, doesn’t matter. Investors DGAF so long as WS keeps working towards sewing his golden parachute.

Saw someone with a backpack emblazoned with ExxonMobil future leader. Total cringe.

Does this leadership know or care how much productivity is being lost because they're keeping all of us in suspense? People who are stressing over whether they'll have their jobs and livelihoods every single day can't concentrate fully on their jobs. What's the point of keeping us waiting? Get it over with, lay off the ones you want to, and let the rest move on, ffs.

Senior leaders (VPs and above) are meeting to figure out how to use AI to put together polished sentences to assist them to communicate to employees that we have a great culture.

What y’all expecting, more cuts, more marketing fluff, and another round of leadership shuffling?

Really, can he not see how there is no one that trusts her leadership.
She is a trainwreck where ever she goes.
What a complete disappointment.

What is going on with OPTUMServe? Ed Weinberg out! Patricia Hororho coming out of retirement.

Long-time employees have heard of, or even been involved in, one of the many attempts to consolidate platforms. Each and every project has been abandoned after smart people laid out the reasons why it can’t be done, at least to senior executives’ expectations. But here we are again. The people at the top have no history of these events and most have no tech background. What’s the right thing to do? Bite the bullet and build new systems using the latest and greatest tools. TSYS, now Global, and soon to be partly FIS, figured this out 27 years ago when they built a new platform. They ate our lunch for a while selling it to new customers but then started losing to First Data when their client contracts were up on the old system and a conversion was required. We should have done this too. Instead, we’ve spent these 27 years NOT consolidating platforms, and making it more difficult by acquiring more. Of course we’re not even contemplating this. We’re going to continue to do the Fiserv thing - chase ghosts and waste time. It would be better to do nothing.

I know it’s a movie name but that’s what I’ve been telling everyone left at Oracle to do.

And please for the love of Pete do not refer people in.

This company is not normal.
This leadership team is not normal.
This way of working is not normal.

Overall, this is not normal

Leadership keeps blaming policies like tariffs, and international issues like diesel, aluminum, and such prices.

Meanwhile, KO sells products for cheaper, and is performing well with share and stock.

The difference is not that consumers got more price sensitive. Did it hurt? Yes. But it's obviously not the main culprit.