#leadership

What’s the long-term plan now that BH has been split into divisions to align more with PH. Any redundant staff? Or will it remain separate, but just under new leadership?

KD is showing her real nature and ability to sow and create chaos. KD is directly responsible for withholding BL indiscretions and now for removing Manifold with out cause. Another 10 million quid lawsuit

Wonder why all the SVP-VP-Directors all love to use the phrase PUSH THE BOUNDARIES. What do you keep telling the lower employees to push for??

Thoughts on today’s town hall?

BNY’s “transformation” machine keeps producing the same outcome: people doing real work get tossed aside, then retroactively labeled as “not a fit” to justify decisions already made in a conference room weeks earlier. The script never changes — strong reviews, solid delivery, then suddenly you’re recast or discarded as the inflexible obstacle to whatever new operating model changes leadership is worshipping this quarter.

And the part about “other opportunities”? Classic BNY fiction. They don’t offer options; they don’t offer severance… only a storyline to protect the org chart. Meanwhile, the people who kept the place running are left trying to rebuild careers while BNY congratulates itself for “modernization.”

Your experience isn’t an outlier — it’s the business model. Employees give decades; leadership gives euphemisms. And the saddest part is how many careers are derailed or forced to end earlier than planned… not with recognition, but with a carefully crafted narrative that erases the truth and replaces it with some delusion of BNY's visionary leadership and innovation.

Per Charlie, will you all get the F out of here here please?!?!?!?! Just leave already!!!!

Should be posted daily so we don't ever forget the qualities of our Dear Leader.

Especially all those bootlickers and the standing ovations and softball questions at the Town Halls.

WF CEO CELEBRATES 23 CONSECUTIVE QUARTERS OF HEADCOUNT REDUCTIONS
https://www.bizjournals.com/sanfrancisco/news/2026/04/14/wells-fargo-ceo-layoffs-wfc-earnings-call.html

It’s amazing to me how dismissive the ELT has been with our RTO mandate. We know from other companies that this initiative is often a huge failure and unfair burden on employees. Women are almost always impacted more than their male counterparts. My experience in HR has been one of the worst I’ve seen in my career. The communications are incredibly poor and borderline disrespectful. Since the initial announcement, I have not seen Suzan answer a question directly, but rather punt the heat and responsibility to her leadership team. She’s also stopped doing Q&A altogether in meetings she’s led. We are less than a week away with almost no questions answered, and our human capital division meeting today was so poor that it actually raised more questions than answers. Rather than discussing direct concerns with Monday looming, we spent time celebrating an arrogant partner’s records from 25 years ago and discussing employee discounts. We still have no word on assigned floors or desks. We still have no solutions for parking. Unbelievable.

i’m in finance. My SD lives well over two hours away from BR. He has multiple Asso. Directors on the team who also live over two hours away. he calls into meetings from his kids atheltic events.We’re required to go into these office but these fools are cheating Verizon by leaving early on in-office days (and showing up late. maybe work from 10-2 with a long lunch?), not working, shoving work down on lower employees, and other selfish acts that hurt the company. why would someone be hired who lives in a city over 2 hours away?

I get it for EVPs. but for a lowly SD? our SVP also lives 3 hours away from her home office. this is why Verizon’s performance has been suffering for YEARS and maybe DECADES

I have been with this company since 2009. I started when it was HES and watched it transition into HSE (because someone's favorite thought it sounded better). I have worked across multiple parts of the function, including remediation and operations. At the lower levels, the work was solid and the mission was clear. As I moved up over the last 15 plus years, the reality became impossible to ignore.

For years, I dismissed the posts on this site as noise from disgruntled employees or people upset after layoffs. I genuinely believed the dysfunction being described could not reflect the Chevron I knew. I was wrong, and I am disappointed in myself for not listening sooner.

What I have seen at the senior levels is staggering. A function led by people who have never worked in the field. Leaders who talk endlessly to sound informed but contribute nothing of substance. Leaders who take credit for the work of others and present it as their own. A culture where competence is optional but connections are everything.

And yes, the nepotism is real. If you are tied to the right executive by blood or marriage, you are untouchable. I have personally seen performance ratings overridden because someone was someone’s daughter. That is not leadership. That is not integrity. That is not the Chevron many of us committed our careers to.

Everything I once dismissed as exaggeration has turned out to be true.

After more than 15 years of service, I am planning my exit. I will stay until I secure my next role, but it is clear this is no longer the organization it once was and no longer the place for me.

It is time to go.

Two weeks ago I laid off more than 20% of my workforce. I didn’t do it because Cloudflare is struggling. We posted record revenue growth, have strong free cash flow and are adding an unprecedented number of customers around the world. I did it because business is changing, and to win the future, Cloudflare needs to change with it.

Cloudflare CEO Matthew Prince

Two weeks ago I laid off more than 20% of my workforce. I didn’t do it because Cloudflare is struggling. We posted record revenue growth, have strong free cash flow and are adding an unprecedented number of customers around the world. I did it because business is changing, and to win the future, Cloudflare needs to change with it.

Cloudflare CEO Matthew Prince

At least somebody’s saying it like it is.

Since we are AI all in lets replace the Board & Ceo with AI. Lets lead by example instead of always being a follower.

I have been at Open Text for a while, and I still can't tell if leadership has any kind of long term strategy or if we are all just responding to whatever crisis popped up most recently. My previous employer had plenty of problems, but at least they had a roadmap. Here, it feels like we are always reacting to something and never actually moving forward.

My gut feeling is they don't know what they are doing and are just trying another model that will also fail. There are so many groups to all running around "getting alignment" with each other that they fail to just get the work done. They could be driving right off a cliff and all they would worry about is if they are doing it consistently across teams with shared components.

@ac+1kr3jt5gv makes a great point.

What the he-l kind of leadership is that?? How is that acceptable? This place used to have good managers. Now all of them have been laid off or left and we're stuck with new id--ts with zero people skills and even less knowledge. No wonder this place is sinking as fast as it is.

At Bolt, Breslow said, the HR team “was creating problems that didn’t exist,” as part of “a culture of not getting things done and complaining a lot.” “The problems disappeared when I let them go.”

https://nypost.com/2026/05/26/opinion/bye-bye-hr-lets-hope-bolt-financial-ceo-ryan-breslow-starts-a-trend/

The golden years are long gone. To compete with price slashing, we have to almost give away our product. This leaves less to work with. Though cost cutting has been a theme the past 5 years. But this past year has reached Sprint levels. Do more with less people and money but be happy about leadership's questionable decisions. It is scary the similarities of what Sprint went through before being destroyed and what we are seeing today within. A sad coincidence we added yellow to our colors. On top of all that weight from above, customers are getting worse. Not just with us but everywhere. The entitlement norm and lack of compassion or respect of fellow humans is a crazy strain on workers already looking over their shoulder.

@xx+1kqqf7e4m makes an excellent point.

How does Accenture have 350 people and unable to deliver Project Keystone? Why isnt anyone getting penalized for this sh*tshow? Who is the sponsor for Accenture?

Accenture is terrible and with GCC effort - i am sure they are selling their souls and su-king Jose’s and Kevin A’s lollipop

1 By partnering closely with NVIDIA, Dell successfully secured a front-row seat on the AI wave.
2 By backing Donald Trump, Dell gained political support and substantial government orders.
3 By distancing the company from China and giving up part of the Chinese market, Dell earned strong trust from Trump and his allies.
4 Through quiet but decisive and continuous layoffs, Dell has consistently reduced costs.
5 By shifting operations toward India, Dell has maintained product competitiveness.

it is tough to work here, full stop. BUT i like my manager and peers, i'm happy to be here with them. i hope we win and i hope we can make it work. i see and feel the pain......but let me tell y'all about the company i came from. i hope the opentext experiment works out

Aaaaand Diego Luna, the centerpiece of Bank of America’s multimillion dollar World Cup ad campaign, didn’t even make the team.

has announced his intention to leave the business effective June 6." This departure marks yet ANOTHER high profile exit from AT&T.

Because what will Really get us out of this mess are more executives who lead by numbers and have no idea what an “SDLC” even is. yay.

Kevin Hart addressed recent reports about his media company, Hartbeat. He dismissed claims of internal turmoil and employee concerns as exaggerated. Hart called the company's restructuring a strategic business move. This action aims to maintain strong financial performance. He confirmed Hartbeat remains creatively active with its leadership intact.

https://thegrio.com/2026/05/26/kevin-hart-addresses-hartbeat-layoffs-restructuring/

Participation is optional. Answer any, all, or none of the questions. Totally anonymous.

Pinky promise.

Dell Quarterly Employee Survey
By the VP of Sarcasm and Irony

1. On a scale of 1 to 5, how excited are you to provide feedback that will be carefully reviewed, summarized, ignored, and filed away forever?

2. How confident are you that leadership already knows the survey results before you submit them?

3. Which follow-up action do you expect after this survey?

A. A thoughtful action plan
B. A vague email about “listening”
C. A slide deck proving engagement is up
D. Another survey asking why survey participation is down

4. How valued do you feel when management asks for honest feedback and then explains why your feedback is wrong?

5. What is the main purpose of this survey?

A. Improving the workplace
B. Measuring employee sentiment
C. Creating the appearance of concern
D. Supporting someone’s promotion packet

6. How much do you agree with this statement: “My feedback directly contributes to leadership bonuses, even if it contributes to nothing else.”

7. If this survey leads to action, which action is most likely?

A. More meetings
B. More dashboards
C. More corporate language
D. More reminders to complete the next survey

8. How safe do you feel being completely honest in an anonymous survey that somehow still knows your department, level, manager, location, and employee group?

9. Which phrase would you most like to see retired from the survey results email?

A. “We hear you”
B. “Actionable insights”
C. “You spoke, we listened”
D. “We are committed to transparency”

10. Would you recommend this survey to a coworker?

A. Yes, if they enjoy performance art
B. Yes, if they need a break from real work
C. No, but I’ll forward the reminder anyway
D. Only if leadership completes one too

I lifted this off Mattel's board as it was trending, I am claiming no credit but I do find it funny.

Just curious what the board thinks. Playing politics and maneuvering the convoluted organizational structures come to mind. A bit ruthlessness and narcissism helps too. What I noticed is that most of them like to hear sound of their own voice, I guess this can be rolled up as a subgroup under narcissism.

Noticed several different leaders (mostly Directors) had their title in Outlook/Teams changed to “CW Optum Business Leader-Requisition.”

Does anyone know what this means and if it has anything to do with impending layoffs?

time to replace our good old CTO. He is old and not performing optimal. He should be fired!!!!

Any Omni/operations leads finding themselves being the mod more than STL's?

The problem isn’t just one bad decision. It’s weak direction, poor follow through, and leadership that doesn’t inspire much confidence. Does anybody actually still see a future here?

I used to be the person who volunteered for extra assignments, who looked for ways to cut waste, who stayed late to get things across the finish line. Then I noticed that the people who did those things either burned out and left, or they got managed out by leaders who felt threatened by anyone who seemed too competent. Meanwhile, the people who just showed up, did exactly what they were told, and never rocked the boat were the ones who stuck around. This place doesn't want people who think or try. It wants people who nod and comply.

The only consistent message quarter to quarter is revenue declining faster than forecast. The stock price falling into the single digits says everything. If you’ve listened to this company’s analyst calls long enough you know management just pivots to whatever narrative works in the moment and they’re running out of narratives faster than revenue streams. Easily the worst management team this company has ever had.

Exactly what @aq+1kr2bpeh6 said.

I'm watching this happen right now with a person on my team who got bumped up two levels in less than a year. On paper, he looked great, lots of years in the industry, confident in interviews, talked a big game about process improvement. In practice, he doesn't understand the basics of what we do, he's broken two different workflows because he changed things without asking, and the rest of us spend about five hours a week quietly undoing his mistakes. The person who promoted him clearly didn't do any real checking. Now the rest of us are paying for it, and the guy himself is clearly stressed and embarrassed. It's a failure at every level and it happens here constantly.

I’ve never worked at a company that changes course as much as this one, constantly chasing whichever way the wind happens to be blowing, whether politically or technologically. One minute it’s one strategy, the next it’s the complete opposite, like nobody even remembers what they were pushing six months ago.

Anything to the rumor that she will leave in the next 3-6 months?

The unstable ship continues listing. Now Manifold is out, another leader thrown to the bin due to unacceptable conduct. No way to have a successful business with this many hands grabbing the wheel in such a short time.

We’re having faster turnover than the UK PM. Enough of this Euro lunacy, time to return our strength.

Management said that people are more productive at the office. Why would they start telling the truth now? Senior leaders are as trustworthy as a politician.