#leadership

The way they handle layoffs, the lack of transparency, the way they pile work on people who are already stretched thin, and the total lack of empathy from leadership, none of it feels accidental. It’s like they go out of their way to remind you that you’re replaceable.

How many years of human carnage do you require to get it?

Hands up if you know this operating model will fail. It’s not even official and I can already see how short sighted some of the changes are.

ESPN, Fox execs publicly question Nielsen’s YouTube numbers! The official numbers for the YouTube stream of Friday night’s Chiefs-Chargers game were disappointing. And there’s a good chance they’re not entirely accurate.

A pair of execs from ESPN and Fox have questioned the Nielsen methodology that generated the measurement of 17.3 million worldwide viewers for the free stream of the game from Brazil.

Guess Nielsen shouldn't have fired experienced people with 20-35 years of experience to replace them with cheap labor from India just for the sake of saving money and making sure that their CEO and board can take home a few extra million per year!!!

This could be the beginning of the end as Nielsen clients realize that paying Nielsen isn't worth it and they should move to the competition!

https://www.nbcsports.com/nfl/profootballtalk/rumor-mill/news/espn-fox-execs-publicly-question-nielsens-youtube-numbers

I am asking as a “ Care Navigator “… nurse with tons of clinical experience… working with CW who the h$ll are our leaders? Why aren’t they front and center? And why are we not eligible for ERP because our opinions do not matter. We are working our butts off … for what?? I would love to take the ERP and be done! That being said, I would not let my dog be treated by ANYONE at Centerwell!

MD and JC : we need more AI mentions.

I read one of the posts where someone commented on our marketing challenges and I thought it needed its own section. We need a new direction on our marketing strategy because it does seem like ours is something out of the 90s. Everyone knows it in sales. We always say that we sell "in spite of our su-k a-s chief marketing officer" . We need new material and modern ads and sales tools. Her approach is something out of the fu--ing flintstones. Give us a fresh and young marketing plan and tools. We are embarrassed when we see tiny companies kicking our a-s on their slogans and marketing material. A change is needed there. In marketing, being bold and creative and making a change every few years is not a bad thing.

Anyon hearing new updates about what’s happening this quarter... The rumors keep circulting and its hard to tell whats real and whats just noise and fear... Morale is already shaky, and people are on edge waiting for the next move. Keeps feeling like the company is just focused on short-term numbers than on the folks actually keeping things running.

curious if anyone else has heard anything solid

How many and which jobs were protected/closed? Those folks must be hiding and lying to colleagues pretending they are going through the same thing and which jobs they’ve applied for. Why won’t they show us the full org and number of positions. But saying they can’t legally? Either way, almost done this bullsh-t re org.

So many strategic mistakes, so much waste and loss, and yet nobody is holding senior execs responsible or accountable? Why is this the case?

NICE THAT THE COMPANY DID NOT TELL US THIS!!!

Attendees Will Learn
FIS has officially ended active sales of its Modern Banking Platform, once positioned as the strategic replacement for IBS and Horizon.

At the same time, MISER is being rebranded as AffinityEdge. These moves create serious uncertainty for banks and credit unions running on Horizon, IBS, or MISER.

What FIS’ announcements mean for the future of your core? What decisions do you need to make? Join Cornerstone Advisors’ Core Transformation experts Brad Smith and Steve Wildman for the FIS’ Modern Banking Platform webinar to learn how you can navigate this moment of disruption.

https://www.crnrstone.com/gritty-insights/events-and-webinars/fis-modern-banking-platform

Dear Board Members:

Well, where do I start? Stephanie is doing wonders for this company… by turning it into a ghost ship. I’ve never seen a CEO come in and shrink a company on purpose. Who knew that the secret to success was reverse growth? It’s almost like she read “How to Ki-l Your Company in 3 Easy Steps” and decided to follow it to the letter. I can only assume the stock buybacks were a secret plot to buy back her credibility. 1.2 billion dollars down the drain, but hey, at least the stock price got a brief happy moment, right?

Let’s talk about that 1.2 billion for a second—imagine if we’d thrown that into product development. Meanwhile, the entire Banking IDSW budget for 2025 is $190 million. Pathetic doesn’t even begin to describe it.

Now, don’t get me wrong, Gary wasn’t exactly everyone’s favorite, but let’s be real here—his biggest mistake wasn’t buying Worldpay. It was letting Stephanie Ferris enter stage left. I’d rather have Gary’s occasional misstep than whatever strange, McKinsey-fueled magic trick Stephanie is attempting to pull off.

So, Board Members, if you actually care about the company’s future (and don’t want to see it end up in a Netflix documentary about corporate disasters), it’s time to bring back Gary!

Also, if anyone knows how to set up an anonymous survey (other than Reddit), I’ll happily do the honors and send it straight to the Board.

Cheers,

My goodness our leaders are awful!

Original: If LBT wants to execute to his vision of a slimmer Intel, with hyper focus on 3-4 areas (PC, Server, AI, IFS)... he's going to bring in his own guys he trusts to execute his goals. Let's be honest... he can't trust anyone in ELT today who supported the coup to oust Pat. These people have already demonstrated driving Intel into the ground, and proven they'll stab the CEO in the back (or in the face) for their gain (or survival)... not exactly the people you want to be surrounded by. Many current Intel execs will just retire, get spun off, or find new jobs elsewhere.

Update: Five months later... it's like this guy can predict the future! Aside from Sweater Boy Judas... every ELT/ET member has been replaced now. While the cancer has metastasized, at least they cut out the tumors (ELT), and started chemo (layoffs of deadweight, worthless excess), let's hope a new culture of real work, and zero patience for failure can take hold, and Intel can be on a path of recovery!

1) Capital misallocation
non-primary business ventures, cost cutting, stock buybacks

2) Failed management
misguided programs, general incompetence, arrogance, strategic blunders, bureaucratic processes, focus on politics

I would say cost cutting in the wrong areas is the major one. The other failures are somewhat recoverable

She has been marked OOO for a couple of days now.

In a time when departments are being asked to tighten budgets and prioritize essential operations, and provide more transparency, funding travel for a certain HQRI "leaders" appears not only fiscally irresponsible but also questionable.

Any idea what EM is currently doing ? Any action at top?

Leadership says....
We need to work together more. ...
As the intro to the Return To Office sales pitch. Which came-off as not very convincing. So, how's that gonna work if there is not 100% RTO? Can teams/teammates huddle in one space on- premise at a Humana office? What are they trying to solve?

$200 million in stock buybacks in three years. The top lines their own pockets instead of putting money back into the company and/or investing in their devoted workforce.

The CEO joyfully shouts, "innovation!" While he does nothing but micromanage sales and marketing. How about you focus on cutting ties with captain ponytail and the stock will increase. Analysts and shareholders will dance in the streets.

Stock buybacks, layoffs, and no raises. How can the top be this greedy? You've let amazing talent go over the last couple years while allowing the CMO to hire her friends who do nothing but su-k the air out of the room. Culture isn't dying; it's dead.

We have leaders that are incredibly insecure—primarily the CMO and CTO. They surround themselves with pathetic yes-men and yes-women. They don't respect feedback that would improve their departments. They are dictators. Speak up and you will be laid off.

The CMO continues to build a top-heavy org while cutting those who were doing the work of three people and added tremendous value for the cost. She hires SVPs & VPs in California who take credit for the work that came before them. She then lays people off in lower cost states. She's bleeding money.

Has anyone else noticed that silent layoffs of directors and senior directors?

So rumor has it that Hans' meeting on the 25th with members of the BODs is to announce his stepping down. Anyone heard anything?

He just does. He’s a greedy, sniveling little kiss a$$ that would do anything for a buck. He has no problem taking away people’s livelihoods to make his better. Think about the thousands he’s laid off to only put that money in his pocket. His attitude is that is, “business and not personal”. What MD hasn’t realized yet over 40 years of running a company is that, it’s all personal.

He’s an egotistical megalomaniac and that’s how he will be remembered.

I haven’t seen the results or heard anything from my leadership. It’s almost as if it never happened. Anyone else?

Not sure how they expect anyone to Ever participate again after these last two have been totally ignored… Insane.

MW has been making the circuits in the media trying to act like an American Hero. His legacy is already "The Layoff King". In one interview he said he wanted to be remembered for balancing priorities. He only balanced his own checkbook and sold the future of Chevron and its employees to do it!

Last week, a significant number of colleagues were let go across the US, India, and the UK. The very next day, UK employees were sent an invitation to a World Su----e Prevention Day webinar. That goes beyond tone-deaf — it’s reckless and cruel. Does leadership seriously not understand that this kind of messaging, immediately after mass layoffs, could tip people over the edge? At best it shows staggering incompetence, at worst it feels deliberately insensitive.

Does it ever leave a bad taste in your mouth having to tow the BS line poured down from above. "I'm excited...", "we are all in...." We all know it's nonsense

Intel’s top Oregon executive, most senior female leader, is leaving the company - oregonlive.com https://share.google/rE3nOHv8g645VaNDl

What is going on Mr Tan. Come clean.

With Honeyman gone, some 3Mer's might be interested in the honeyman position. 3M leadership will go outside of 3M because 3Mers are viewed as incompetent, good worker bees but not leadership material. The longer you are at 3M, the less likely you will be promotable. A longtime 3Mer is a future job elimination. 3M wants non-3M experienced leaders. The non-3M experienced leaders have been so impressive. Let the search begin.

Flimflam took his two favorites on the most brazen boondoggle to the uk to attend his daughter’s wedding. On 3M’s money!! Yes that just happened. His most favorite was stupid enough to paste it all over viva (now deleted) ironically the comments are still there. Look for posts on July 16. She also has another gushing post worth seeing…

I was forced back to the office and I’m doing my best to comply, even though the commute is barely manageable. From how RTO was rolled out and is being managed, it feels like leadership hoped people affected would be the first to bail. But most of the folks I share space with are hanging on to their jobs for dear life. Not surprising, given the job market. Looks like the RTO-driven attrition plan isn’t really working out the way they wanted. I don’t know the numbers, but that’s how it seems to me.

AB saw her chance to get out and took it, good for her honestly. If I were helming the sinking ship that is UDAP, I'd dip out too

Thank you, Davy, for counting our clicks,
Seventy-three percent fell for your tricks.
You say “engaged,” we say “tired,”
Of culture shifts that got us fired.

“Not family, not loyalty, forget the past,
Market-based merit will save us at last.”
Translation plain: the perks are gone,
But hey—just smile and carry on.

You write of hubs, and moving folks near,
While cutting the jobs we once held dear.
Real estate’s trimmed, the chairs are broke,
But don’t worry—our “culture” is bespoke.

You praise disruption like it’s divine,
While pensions shrink and benefits decline.
“Win as One” you preach each day,
Unless we choose to walk away.

“If change offends, irrelevance ki-ls,”
Yet somehow we’re footing the corporate bills.
Twenty-three billion spent, you say with pride,
But tools still crash and systems collide.

So thanks for the memo, pages long,
Half pep talk, half “you’re thinking wrong.”
We’ll keep working while you proclaim,
“Our best days ahead!”—sure, Davy, sure… same game.

Anyone join ?

I can’t stand to hear him speak or even look at him

He’s so condescending and obnoxious it sickens me

To anyone in executive leadership who may read this. It's important that you understand the climate that is being created at FIS. I'm not going to argue in this post for having less overall cuts, but rather to get them over with next time.

I believe we've had 11 RIFs this year. What could have been a couple rounds has been spread out so every month or so, folks are seeing their peers or leaders getting cut.

It may seem like doing smaller cuts is easier for teams to manage, and keeping a key individual for another month or so may seem like a good idea to allow better transition, but here's the effect.

Very few people feel secure in their career here. Most people are unsure if they will be next. This is shared for most ICs up through many people at the VP level. People are less productive, engaged, and less passionate.

We're starting to see top talent look elsewhere (the most marketable and skilled people are the ones who can land another job).

Teams and leaders are spending a lot of time discussing the impending layoffs, rumors, and overall morale, which is more hidden waste.

Lastly, delaying these leadership RIFs has prevented any real communication about the future org structure. So the orgs have not been able to set clear direction for the rest of 2025/2026. This is still pending because there are leaders yet to be cut.

We are already under investing in our products relative to our competitors, but if we're going to have cuts, they should be larger and less frequent. These decisions will have ramifications.

Verizon stock falls after EchoStar announces spectrum sale to SpaceX.
Verizon's Sampath: U.S. must seize 6G moment now. Because 5G is going so well. I'm sure BR has a plan?

You cannot make this up. See Arvind going by Arvid last Thursday with Jim Cramer. Amateur hour, dumpster fire, imposter syndrome going on at IBM for far too long. => https://www.cnbc.com/video/2025/09/04/ibm-ceo-arvid-krishna-sits-down-with-jim-cramer.html

As September rolls in and the scent of cinnamon wafts through the air like a passive-aggressive performance review, BNY Mellon’s Executive Committee has declared its Q4 strategy: transformation through seasonal beverages.

Forget earnings calls or client retention—this fall, the path to corporate greatness is paved with pumpkin spice and chai foam.

The CEO’s latest social media post, hashtagged #SeptemberScaries, reads like a motivational poster taped to a severance packet. It opens with nostalgic musings about back-to-school season and ends with a rallying cry for “refocusing energy” and “embracing change”—which, in BNY parlance, means layoffs, offshoring, and a new seasonal drink menu.

“Change happens in big ways, but more often it’s the small moments—the turning of a leaf, the brewing of a latte, the quiet hum of analysts sipping espresso in the halls…”

Translation: Your job may be gone by Halloween, but at least the chai is free.

The Rise of the Pumpkin Spice King
In a bold rebranding move, the CEO has unofficially crowned himself the “Pumpkin Spice Latte King,” complete with a LinkedIn banner featuring latte art shaped like a hockey-stick growth curve.

His followers—mostly bots, interns, and one confused VP from Compliance—have responded with emojis, endorsements, and one brave comment that simply reads: “Sir, is Pune hiring?”

The EC insists this seasonal shift represents “micro and macro innovation.” Macro: offshoring 40% of U.S. roles to Pune. Micro: adding nutmeg to the breakroom menu.
The CEO now opens town halls with a steaming PSL in hand, declaring, “This isn’t just coffee—it’s culture.” Meanwhile, the culture team quietly updates the org chart to reflect the new “Pumpkin Spice Transformation Office,” reporting directly to the Chief Beverage Officer (formerly Head of Strategy).

Perks That Feel Like Punishment: Corporate Actions Edition
To celebrate the season, the EC has rolled out a new perk package under the banner of “Corporate Actions for Corporate People”:

• Free seasonal beverages—but only for those who badge in before 7:45 a.m. and survive the daily stand-up without clueless whining.
• Chai & Change Workshops—where employees learn how to reframe layoffs as “growth opportunities” and “strategic pivots.”
• Corporate Action Loyalty Points—redeemable for branded mugs, not job security.
• Pumpkin-themed performance reviews—where feedback is delivered via latte foam art and your bonus is replaced with a cinnamon stick.
  There’s even a new Teams channel called #SpiceUpYourCareer, where HR posts inspirational quotes over latte photos and ignores all questions about severance eligibility.

Transformation, One Sip at a Time
The EC’s fall strategy deck, titled “Brewing Brilliance: Q4 Acceleration Through Seasonal Rituals,” outlines a bold vision:

• Reduce U.S. headcount by 25%
• Increase Pune hiring by 40%
• Replace exit interviews with pumpkin spice surveys
• Rebrand layoffs as “seasonal transitions”

The final slide features a latte cup labeled “Culture,” with steam rising in the shape of a dollar sign and a tagline that reads: “Transformation is a beverage best served warm.”

Analysts are encouraged to “lean in” to the seasonal shift, which now includes mandatory “Latte Alignment Sessions” where teams brainstorm ways to synergize chai with compliance.

Conclusion: The Brew Before the Boo
With Halloween just eight weeks away, the EC is already planning a “Spooky Synergy” campaign. Rumor has it the CFO will dress as a giant orb (surprise!) —yes, a glowing sphere of transformation—complete with a disguised "five-head cranium" and chainsaws in both hands, symbolizing “cutting inefficiencies” and “slicing through legacy processes.”

Middle managers will be encouraged to wear costumes that reflect their Q4 goals: ghost of billable hours, zombie of deferred bonuses, or the ever-popular “Agile Werewolf” who sprints but never delivers.

But for now, it’s September. The air is crisp, the layoffs are brisk, and the new analysts are buzzing—mostly from caffeine and existential dread.

So dear colleagues ... grab your corporate chai, brace for transformation, and remember: at BNY, change is brewing. Whether you’re sipping from a branded mug or packing your desk, it’s all part of the seasonal strategy.

Off we go…

Just wow. Speaks volumes about this company

Wow, everyone, stop the presses! Apparently the entire future of AT&T hinges on whether you can beep your badge at a turnstile. Forget customers, forget results, forget innovation… it’s all about that sweet, sweet swipe. Truly world-class leadership right there.

Nothing says “cutting edge” like forcing people back into cubicles to sit on the same Teams calls they could’ve taken from home. Genius move. Productivity? Down. Morale? Dead. Attrition? Through the roof. But hey, at least the parking lot looks full!

And the relocation ultimatum? Chef’s kiss. “Move to Dallas, Atlanta, NJ or else.” Brilliant way to show your employees how valued they are by treating them like disposable furniture you can just drag around the map. Who needs decades of experience and institutional knowledge when you can hire cheaper replacements who live within badge-swiping distance? Or better yet, hire them overseas and let them work from home. Collaboration only matters domestically I guess.

“Working from home is a privilege.” Yeah, so is still having a job after Stankey’s email circus. Remote work kept this company afloat during Covid, but now suddenly it’s “lazy” and “entitled”? Please. The only thing lazy here is leadership’s inability to manage without breathing down people’s necks.

So congrats to all the cube warriors out there. Keep flexing those badge swipes, the rest of us will be busy actually producing results while you polish your chair indentation.