#leadership

Chief Disruption Officer left today so she can spend more time with her family. Does anyone in leadership ever tell the truth about anything?
P.S. I feel bad for her family.

How did Moran not get fired? He is so much worse than those Juan let go. All he knows is to talk and pretend that he runs the bank, truth being his Uncle Brad is running it for him. He does not even know the industry or products or innovation or tech to grow the business, so HOW, is here he here? Sometimes stupidity and Mo--ns also get good times, it seems. He will keep cutting more people as he knows nothing more

Heard from a reliable source that mid level leadership and directors are being let go at value added services in droves. No direction for reports as to where the chips will fall.

Starting to see some senior level departures on LinkedIn the past 2 days. Just saw the Head of Paramount Research leaving. Saw another one related to Marketing. What are people hearing/seeing?

Please vote

https://www.theguardian.com/business/2025/sep/03/shell-scraps-construction-of-biofuels-plant-in-rotterdam

Right-sizing is not about cutting back. It’s not about loss. It’s about clarity, focus, and positioning ourselves for the future. Think of it as shaping a high-performance team where every role, every resource, every process is aligned with where we want to go.

We are at a point in our journey where the opportunities ahead are huge, but so are the challenges. The market is evolving, customer expectations are shifting, and innovation is relentless. To rise to this, we cannot afford to be carrying structures, systems, or habits that hold us back. Right-sizing is how we unlock agility, speed, and strength.

This is about creating an organisation that is fit for tomorrow, not just comfortable with yesterday. It’s about ensuring that every person here is in the right place, with the right tools, doing the right work that adds the most value. When we do this, we don’t just survive change—we drive it.

And here’s the inspiring part: right-sizing is not about reducing what we are; it’s about amplifying who we can be. It’s about freeing up energy, capital, and creativity to invest in growth, innovation, and the things that really matter to our customers and our future.

Together, we will become leaner, sharper, and more resilient. Together, we will build an organisation that is not only successful but significant.

So let us embrace right-sizing as a catalyst—not for less, but for more. More clarity. More opportunity. More impact. More future.

Because this is not the end of something—it is the beginning of our next level. And we are going there together.

Thank you.

What a joke this is. Not feeling it. Do better leadership team.

These Clown hall meetings , Dermie P-O-M eyesores, investor conferences etc. etc. etc. always seem to happen around two weeks after a ‘blood letting’ here? Jupiter sized head Dermie will have a complete waste of time agile p-o-m snooze fest on 9/25 apparently. Will RV and HR go scalping around 9/16-9/17?

I came here thinking it would open doors, but it’s been a grind with no real connection to leadership. Fear runs the place, and playing politics seems more important than doing good work. I’m already planning my next move out of here.

He's the best manager I've had since I started working here. I don't hold too much hope that somebody as competent is going to replace him. This makes me so angry.

Does anyone know what all these VPs actually do? Other than wasting money?

It seems my manager is intentionally shutting my contribution down, even after evidently doing more work than rest of the team.

I have received zero appreciation from my my manager, instead keep receiving same comments for Quarterly.

Is this normal?

AS of 3rd September Appointment of Stephen Tulenko as Chief Executive Officer. AJ to stay on in an advisory role for now...

There is a people leader meeting on 9/5 at noon. Any leaders care to share after the call?

It is insane how the so called " leader" burned billions in market cap but their bonus is whole and who gets fired is the little guy

Big news coming tommow. Please watch your emails

Good for the CEO — he made some bold choices about his directs.

Hopefully he will hire at least a few military veterans with banking and/or insurance industry experience as he reshapes the EVP cadre.

It’s surprising that in recent years, USAA didn’t have a single person who served in uniform on its top leadership team.

With so many EVP roles now open, this is an opportunity to find talent that truly knows what it means to serve.

Dell mgmt is lost. The leaders they have in place are the worst they have ever been. The BS charade of AI is finally being shown for what it is, which is nothing. The modern dev initiatives are falling apart. The stock is on a nose dive even though they had “record revenue”.

The employees are not happy, there is clearly a lack of strategy and the company is being driven into the ground.

MD only intention at this point is to su-k the company dry and sell pieces of it off.

https://www.inc.com/kit-eaton/this-trendy-management-structure-harms-workplace-communication-a-survey-says/91233834

Fully 38 percent of survey respondents said that since their company experienced layoffs, their manager had become less accessible. This has had consequences: 30 percent of people said they’d felt less support when things were disrupted or changed, 34 percent expected they’ll lose a sense of connection and 30 percent expected decreased or zero access for mentorship and career development options.

Employees also don’t trust senior leaders, with nearly 40 percent saying they can’t get mentorship or guidance from upper management, 37 percent saying they feel unheard by the top leaders, and only 47 percent agreeing that their company leadership is “somewhat” transparent.

This paints an interesting picture of how the average U.S. worker views their management, relying on their direct supervisors while apparently distrusting upper layers of company leadership. The report quotes Firstup CEO Bill Schuh, who explained that the data show workers see middle managers as critical for “translating organizational priorities into action, clarity, and connection for their direct report.”

As companies shed middle managers, they risk losing this vital link, which can leave frontline workers feeling lost and unsupported. That discontent will likely diminish their engagement with their work, and could reduce their productivity. Meanwhile Schuh also noted that stripping managers out adds strain on their remaining colleagues. That means companies are “asking fewer managers to do more, and that simply is not sustainable,” he said. While AI is useful for handling some mundane managerial tasks, it “won’t replace the human connection and leadership that great managers provide.”

Not a creature stirring on the 13th floor, unless you’re counting the McK consultants. Because pretty soon that’s all that will be left.

Stephanie in her ‘kerchief, and Bob in his cap, Had just sold their shares for a long winter’s nap…as lord knows there will be nobody around to answer any questions going forward.

And instead of eight tiny reindeer, they will be unharnessing about 450 VP’s and up.

Outlook/ Teams tomorrow will be all sent “Now dash away! dash away! dash away all”

So unfortunate to see such incredible and tenured domain expertise being pushed out. The vacuum effect is real- and the revolving door will continue to spin, far beyond what they are intending.

Anyone agrees with this ?
We thought Wayne was the monster.

Kicks off next week. I hear leadership is not going to be as stringent on hitting participation goal numbers. I wonder why! Layoffs, no focal. But don't worry folks, we listen, develop, and take care of our employees...

I was in a meeting with some senior managers last week. MDs and SVPs mostly.
I was reflecting on just how bad quality managers we have.
How could this happen so quickly in the last 5 years ?
A bunch of yes men/women with no courage or attributes

I joined the Elevate kickoff today and I was so very much inspired. It appears executive leadership is embracing the importance of career development for all associates. I am very excited about this.

I really mean this folks. Look at our HSE LT. Look at the ETC LT. Can this be more of a joke? We have no professionals left. We have no one that has any substantive amount of time in the field. We just have nepotism, DEI and C-Suite best friends that can't do anything else. There used to be a time where the pedigree meant something. Not anymore. As another poster said, just look at our SIFs. Embarrassing!

The EC sends out an email today reminding everyone about the principle of "Thrive Together."

Well, let's review the principle and how it is defined on paper vs. what it means in practice.

On paper: "Our culture is built by all of us, and we lead by example. Doing the right thing matters and trust is earned. Creating an environment where everyone belongs is essential - that's how we succeed."

BNY associates are not stupid and don't appreciate being lied to or kept in the dark. That's the quickest way to erode trust, confidence in leadership and culture. In fact, these are the main reasons why people are on this site and commenting about BNY workplace and deplorable people management behavior.

Not that it matters but The People Team (or EC) would be better off to communicate early and often throughout the change process. This means acting more intentionally with greater transparency, by showing receptiveness and responding to feedback on really important people concerns, and providing clear organizational direction on people management matters. So why all the secrecy? It only leads to more fear, uncertainty and doubt.

In practice: EC wants us to thrive together by working together in office 4 days per week. The only natural consequences of this mandate are to intentionally make work-life more difficult for those not living nearby a brick-and-mortar office location, to recapture corporate control and to increase work-life inflexibility.

The EC and HR communications, micromanagement, and the lack of collaboration by 'all of us' are in direct contradiction with the written definition of how we 'Thrive Together,' do the right thing and earn trust.

Where does this leadership by example come from? Come on man!

And Amala's out!

Did they bring in a new VP under RL and demote JB and GW?

Thoughts on Steve Hemsley email? … difficult challenges and decisions…be the leading AI-first healthcare company

Since we've Reimagined the values on which this firm stands, let's get rid of the Toast to Ted and Toast ELT:

You've truly discovered the secret inGREEDient to success.

The revolutionary way in which you've enriched yourselves and your friends while subcontracting to outside consultants and ChatGPT "deliver" on your work is quite innovative to the wealth management industry. Who needs partners to share the work when you and your homies can grab a greater share of the wealth while getting someone else to do that pesky work, right?!

May you never have to hear associates whine about job security, pay reductions or their 4th reorg in 3 years that did nothing to improve operating efficiency while enjoying the buzz of your buzzwords and $10k bottles of wine.

Cheers!

With Morton departing, TR has announced another reorg. I suppose in the absence of any real progress, reorgs and in-depth documentation is considered progress. Is this orginaization serious about anything?

Dear ELT,

Since it's known that members of your team monitor this site, I would like to talk to you about your use of ChatGPT in writing firm wide correspondence.

ChatGPT has a few idiosyncrasies that make it's use obvious to anyone that knows them. Reading today's "Penny's Page" it's clear that the message, outlining the impact and intention of Enterprise Reimagined, is just AI generated slop. Penny isn't the only one known for sending out ChatGPT slop. Chubak does it too.

For firm with sincerity and trust issues, it would come across much better if leaders of the firm took the time to send out genuine messages, instead of promoting ChatGPT to craft something for you.

The self-promotion "Sweet Julie" PR tour continues. "Look, I'm so awesome according to me" (she really does think she is). She claims and thinks that she cares so much about people and "human connections".

Is she trying to save her job and is applying for the next one?

How Accenture CEO Julie Sweet communicated a major restructuring to 770,000 employees across 120 countries without ever sending a memo

https://fortune.com/2025/09/01/accenture-julie-sweet-restructuring-ai-memo-video-message-titans-podcast/

“Reading it on a piece of paper would not have conveyed the why in the same way as hearing it—hearing the excitement in my voice, understanding the passion we have for why we’re changing,” Sweet said in a recent interview

Sweet’s communication strategy reflects the scale of challenge she faces as head of Accenture, the world’s largest consulting firm by revenue. The Dublin-based company generated $64.9 billion in fiscal 2024 and serves more than 9,000 clients, providing services spanning strategy consulting, cloud migration, data analytics, artificial intelligence, cybersecurity, and more. With hundreds of thousands employees spread across more than 120 countries, Accenture helps organizations reinvent themselves in the digital age, making it both a beneficiary of and participant in the AI-driven transformation sweeping global businesses.

Sweet herself represents an unconventional path to corporate leadership. Since becoming CEO in September 2019, she’s been the first woman to lead Accenture and the first CEO in the company’s history who didn’t start there straight out of college. Her background as a high-powered corporate lawyer—she spent 17 years at the prestigious firm Cravath, Swaine & Moore, making partner within eight years—gave her an outsider’s perspective when she joined Accenture as general counsel in 2010. Under her leadership, the company’s revenue has grown more than 50%, and she’s been recognized as one of Fortune‘s Most Powerful People in Business.

The restructuring Sweet announced represents what she describes as reversing “five decades of how we’re working.” The move brings together previously siloed business units to better serve clients seeking comprehensive digital transformation, aligning Accenture’s organizational structure with its strategy to be “the reinvention partner of choice” for businesses navigating rapid technological change.

At the heart of Sweet’s strategy was recognition that this transformation had to be both decisive and deeply human. The restructure wasn’t a cost-cutting exercise, though Sweet acknowledges it inevitably uncovered efficiencies and duplications. Instead, the move was driven by client needs and Accenture’s ambition to deliver integrated solutions combining industry knowledge, technical expertise, data, AI, and functional capabilities as a single offering.

“In order to capture the opportunity with AI, you really have to be willing to rewire your company,” Sweet said, reflecting broader advice she gives to Fortune 500 CEOs. “Many times, when clients are saying, we’re not getting a lot out of AI, it’s because they’re trying to apply it to how they operate today.”

Sweet’s approach to managing the change went beyond just the medium of communication. She solicited feedback and critiques from her leadership team, refining her message through multiple iterations to ensure it resonated at every level. “I try to have no ego on communication, because it’s so important that we’re really clear,” she said, noting all her direct reports work with speech coaches to hone their communication skills.

The transformation also demanded what Sweet calls a balance of “art and science”—using metrics and benchmarks from Accenture’s transformation GPS database to provide the analytical foundation, while applying empathy and cultural understanding to ensure the human element wasn’t lost. Ultimately, Sweet’s leadership through this restructuring has become a case study in navigating sweeping organizational change in an era when traditional corporate communication methods may no longer suffice.

Chevron’s CEO is “not happy” with exploration performance. That’s corporate-speak for “we spent a fortune and found disappointment.” But fear not, salvation may be inbound: Hess’s exploration geoscientists are now on deck. Will they bring seismic miracles or just another round of PowerPoint optimism? Stay tuned for the next episode of “Hope in the Basin.”

I’m tired of seeing MW, LC, EB and whoever the name of the week is.

They are just receiving orders from the real decision makers:

https://www.chevron.com/who-we-are/leadership

MW, LC, and EB at least have the ba--s to show their face when doing it.

At GSX, Cisco showcased their recent Partnership with the Luna Rossa team, completely skipping over everything to do with Luna Rossa and it's involvement in sailing, and focusing on Prada. Not a good look. Hilarious, value and priorities of Marketing shown on the big stage.

If the firm expects or wants remaining associates to stay with the firm, you’d think they would give them a reason. Where’s the enhancements to comp, benefits, profit sharing, etc. that were dangled nearly two years back and mentioned again a few months ago? Haven’t heard a peep about any of that for a while.

The firm’s below-market pay already made it difficult to attract experienced talent. Now it has a bad reputation which will make recruiting even harder.

If leadership doesn’t act quick they are going to find themselves in a talent black hole. Attrition is going to spike through the roof which is maybe what the firm wants but who is going to fill those vacated roles? Candidates the firm wants aren’t going to accept mid pay AND a toxic culture. The money they’ll spend course correcting to attract talent will greatly exceed whatever savings they just captured from these layoffs. I’ve seen it before and it is not pretty for management’s pocketbook. The clock is ticking to get ahead of this disaster before it’s too late.