#leadership

Remember when Srini gave you that line of bullsh-t, when in reality he’s just here to try to complete a merger.

How can an “analytics” company have negative stock price performance and consistently declining revenue for over a decade? This is a high growth market. The leadership is poor and the board is apathetic. This is embarrassing.

After some reorg and layoff rounds, we have changed many managers into technical lead role at DPD even though they know nothing on technical. Is that why VSO/Optimus/X400/Santorini/Hydra fail? Are we having layoff again in September or October?

Cybersecurity company Rapid7 has announced significant staff reductions. The company is eliminating 12% of its workforce. These cuts follow the recent appointment of Wael Mohamed as CEO. Mohamed assumed leadership shortly after a settlement with activist investor Jana Partners. The article does not provide further details on the reasons for the layoffs.

Boston, Massachusetts

https://www.bizjournals.com/boston/news/2026/08/10/rapid7-layoffs-new-ceo.html

Just found out the upcoming Sept 15 layoff list for our team is being decided by the part-time, remote people manager after the recent reorg.

It just proves how toxic and out-of-touch leadership has become. This company has completely deteriorated and lost its way. Honestly, getting laid off might be a blessing in disguise at this point. It’s time to say goodbye to this place. Good luck to everyone on the 15th.

The company is clearly broken. Nothing is working together, and the strategy isn’t driving growth. That starts at the top. So, how much longer does EH have before being replaced?

This deserves its own main thread not buried in comments on various ones. It’s no coincidence why things have been a fu--ing sh-t show circus since he came. I’ve lost trust and respect for this company, it’s truly sad how much damage has been done to moral for everyone in technology.

Employment at Apache ended within the last year

This week at my new company I mentioned how we did something back there. A new coworker who never worked there asked me "I don't mean to judge because I'm sure they have good people, but how the HE-L does (CEO) still have a job?"

I truly want to thank the leadership team for finally ending the nightmare of a productive, comfortable home environment. I’ve desperately missed the thrill of the morning commute and the illusion of "cross-team collaboration." Since my ultimate goal is to never leave the building, please let me know if I can volunteer my weekends to help the janitorial staff empty the recycling bins. I’d hate to miss out on even a single second of this vibrant workplace culture

The NJ market is such a mess. The lack of effective leadership is evident, and there is very little transparency. The culture can be incredibly cliquey, and some teams are unnecessarily difficult to work with. There seems to be very little consistency or logical direction, and overall the environment has become extremely frustrating.

Ever since I have been here there have been constant re-orgs, executives either shifting around or departing the company, budget cuts, unreasonable financial objectives, and (seemingly) high turnover. Everything kinda seems backwards and counterintuitive.

Is this normal at every company within every industry? Is this just typical corporate maneuvering? I have only ever known LHX.

Thanks current leadership! Nice job!

I gave Nike 25 years. In the end, I had to leave a job I loved because the systems built to protect employees chose to protect the company instead.

The culture has become toxic, and Nike wants employees to just accept it as the norm.I wasn’t willing to. And I don’t think you should be either.

Speaking up was the hardest thing I’ve ever done. I knew there was a real chance I’d be retaliated against and discriminated against in the very environment I was reporting on. I did it anyway. I filed three formal complaints. Each one can be more than substantiated. Each one was overlooked and ignored — because my boss believes she’s untouchable, protected by the VP she reports to.

Here’s what I’ve learned: addressing problems at Nike isn’t actually possible from the inside. HR, ER, People Solutions, Legal — they exist to protect Nike. Not the employees who trust them enough to come forward. All of these teams report into EH. And when they ignore and disregard Speak Up complaints, they aren’t addressing the real problem — they’re protecting it. The real issue was never me. It was leadership.
People shouldn’t have to leave the job they built a career on.

I had no choice but to leave. And now I’m working with the EEOC to fight for my rights. The rights that Nike didn’t protect. Nike is paying outside lawyers to do damage control — a cost to their bottom line, and a cost to what they claim to stand for. That’s the price of ignoring the truth instead of addressing it.

What ever happened to “do the right thing”? Instead, it’s “know the right people.”
I documented everything. I stood up for myself. And the truth doesn’t lie — even if it takes a judge, jury and a courtroom to prove it. I won’t back down. That’s what Nike wants all of you to do. Don’t be weak!

To anyone inside this culture reading this: not speaking up is also part of the problem. I know it’s scary. I know the odds can feel stacked against you. Do it scared. Report it anonymously if you have to. Go to the EEOC when the internal channels fail you — because they will.

One complaint is easy to bury (mine is not buried) But if enough of you are willing to be vulnerable and speak up, the EEOC will see the trend. Patterns are harder to dismiss than individuals. That’s how systemic problems get proven — not by one voice, but by many pointing at the same thing.

And stop expecting Nike to do the right thing on its own. They’ve already shown you they won’t. That’s not an expectation you should be holding onto anymore. This isn’t about fairness — life isn’t fair, and I’ve stopped waiting for it to be. It’s about something more basic: the right to work in an environment free of hostility, where you aren’t being discriminated against or retaliated against for telling the truth. That’s not too much to ask for. It’s the bare minimum. How low can Nike go?

EH knows this is systemic. TH knows. LT knows. RL knows.

I’m one person. But this toxic culture has become the norm, and it is not okay. I’ll keep fighting until justice is served — because I did the right thing and I don’t have to stay silent about it anymore.

Just do it. Speak up. I see you!

Then it's only because you couldn't ever get a similar type of role at another company, right? I'm genuinely trying to think if there is any other reason. Seems like if you were able you would be long gone by now...

Under HK’s “leadership”, U.S. Bank has gotten so desperate as to schedule unsolicited client appointments on bankers’ schedules.
Unbeknownst to the banker, the client has not requested any appointment. The banker calls the client, thinking that he or she is an interested client seeking U.S. Banks services, and instead gets an earful, informing them that, in fact, they requested no such appointment and in some cases haven’t solicited U.S. Banks services in years.
Sometimes up to 4-5 appointments getting added to banker’s schedules, all of them undesired and unsolicited.
So the bank’s new approach is essentially spray and prey.
How much further a step is another account opening scandal from this type of conduct? GK must be so proud.

But it's certainly working hard to take that title. I give it another year or two of this direction and we'll have it.

In reading all of the forum posts on Centene lay-offs, the one common denominator is how the lack of information, misinformation and blatant lies has systematically destroyed the morale of almost every employee who has/or currently worked there! The level of stress the employees have had to endure seems unnecessary and borderline cruel. So much for a CEO that preaches transparency and doing the right thing.

Managers are aware of what’s happening but they pretend they don’t. For certain leadership got to choose who stays and who goes. It doesn’t seem to amaze me coming from this toxic environment. I knew I was going to get this call today and was on top of the list. Leadership is intimidated by people who speak up and don’t brown nose. I know that I will definitely find a place where I will be appreciated and valued!

Visa recently conducted a significant workforce reduction, impacting approximately 7% of its employees. This restructuring effort involved the elimination of around 2,600 positions across various levels of the company. The cuts included a notable number of senior roles, such as six vice presidents and 37 senior directors. Company leadership cited evolving work methods and the influence of artificial intelligence as key drivers for this organizational change. These layoffs occurred alongside the company's fiscal third-quarter earnings report and a substantial acquisition.

Foster City, California

https://hrexecutive.com/visa-layoffs-reach-senior-ranks-including-six-vps-and-37-senior-directors/

Good news! Leadership has decided to offer VSP to the old people (55+) It's time to move into the future and get rid of the old people who don't do nothing.

The R2B role has become extremely difficult to sustain. Leadership appears to still be struggling with the transition and, rather than developing a clear strategy for the new model, much of the focus has shifted toward call volume. At times, it feels less like strategic business development and more like a fundraising phone bank where activity is valued over meaningful results. There seems to be a significant disconnect between what the role is supposed to accomplish and how teams are actually being managed.

It also feels as though some of this pressure may be coming from uncertainty surrounding the future of R2B leadership and the possibility of teams eventually being moved under B2B.

WALMART WILL BE CARRYING NIKE AND NIKE'S BIGGEST GROWTH WILL COME FROM WALMART.
AND WHOEVER NIKE CEO IS THEN WILL BECOME BIGGEST WALMART A--KISSER OR BROWN NOSER.

IF PK IS DEAD BY THEN HE WILL FLIP IN THE GRAVE

ANTA WILL BE NUMBER ONE IN THE WORLD! FOLLOWED BY ADIDAS AND LINING.

NIKE WILL BE IN FOURTH PLACE

Welcome to Nike Innovation, where we fearlessly reimagine everything except leadership, accountability, and how people are treated.

Here, “innovation” means arranging the same executives into exciting new organizational charts and announcing the results in a presentation titled The Future of Innovation.

The process is revolutionary:

Talented people generate the ideas.
Talented people do the work.
Management adds “strategic guidance.”
Leadership presents the outcome.
The people who created it are reorganized, deprioritized, or shown the door.

That’s the famous Nike carrot-and-stick model.

The carrot: You get to tell people you work at Nike Innovation—the magical place where the future of sport is supposedly invented.

The stick: You eventually realize the most carefully engineered product is management’s protection of management.

Failure is pushed downward.
Credit is pulled upward.
Accountability disappears somewhere in the middle.

But don’t worry: after treating the people doing the work as disposable, leadership will schedule an all-hands meeting about courage, belonging, vulnerability, and putting athletes at the center.

Because nothing says “innovation culture” like frightened employees listening to protected executives explain the importance of taking risks.

Nike Innovation doesn’t have a shortage of brilliant people or powerful ideas. It has a system that consumes both while congratulating itself for being visionary.

The employees innovate.
Management appropriates.
The PowerPoint celebrates.

And when the people responsible for the work are finally exhausted or eliminated, leadership can proudly announce another transformation.

Nike Innovation: If we rename the dysfunction often enough, eventually someone might mistake it for progress.

Who on the Operating Council, in your opinion, should our new CEO layoff first?

What’s happened to growing Shell’s core businesses and building for a successful future? The only new announcements that seem to be issued by mgmt concern another deck shuffle or staff cut. Or is this the only criteria on which they’re evaluated?

It is clear that our leaders had the right strategy when we got rid of Aero and all of their issues. The remainco companies have strong portfolios and will continue to win

Aggressively moving towards Outsourcing, shifting high-value roles to teams in India and Argentina solely to cut costs. While this looks good on a balance sheet, the human cost in the US is devastating.
Domestic employees are being left with near-zero job security. They are expected to maintain high performance while constantly looking over their shoulders, wondering if their jobs will be outsourced next. This environment goes beyond standard corporate pressure—it is causing severe mental stress, burnout, and anxiety.Cost efficiency shouldn't come at the cost of basic human security.
Shame on their leadership, True Leadership means protecting the well-being of the people who built the foundation of the company. We need an open, honest conversation about sustainable global hiring practices that do not discard domestic talent.

Its interesting, I walk into local branches and am greeted by smiling, seemingly happy bankers who just want to know how they can help me. How could Jon Q Public ever know that behind these smiles lies a corrupt, devious, and completely immoral leadership that is driving good employees away in droves?
Until Jon Q Public is impacted, it will not change.

Management employee. I declined the move to Charlotte. Found a new job but need the ATT severance. The original letter states my end date is up to the discretion of my leadership. My boss is new and his boss as well. Been waiting on answers since May. Anyone have a suggestion for how I can self volunteer for surplus ? ..is that even the correct terminology?

Is Jay ever leaving, this is the longest goodbye ever, uhm and very fruitful goldenmacher bank account.

Stay away from this group. I’ve honestly never seen anything like it. The leadership is completely disconnected from the technical work, and it feels like meetings are the main thing getting done. There are also some questionable promotion decisions that I found very surprising.
Seriously, don’t put your career at risk by joining this place. I would strongly recommend looking elsewhere.

Are execs truly happy or miserable? Ranking must be brutal.

Is the risk higher for execs not to make it to retirement eligible (ie 55)?

Gotta hand it to NHG (CMO), given everything that went down with CG, how the heck does she still remain in place and keep showing up like nothing happened?

Seriously, respect the game. The ability to survive and just keep going is next-level. Most people would’ve bounced.

How does she do it? Genuine question.

Our planet is literally collapsing and local communities are being fu---d by data centers.

This ramping up of AI feels insanely near sighted, selfish, and unethical.

I'm having a hard time stomaching it. There are no real business LEADERS in the world anymore. Just sheep who think about nothing but the next quarter.

Joined FIS not long after Covid, things were honestly great the first year or so. Got to own things, got to work on innovative stuff. But then came the reorgs and senior leadership changes. The rest was history, everything went to sh-t for the next 3-4 years. I knew I should’ve left by year 3, but a combination of personal reasons and getting too comfortable kept me procrastinating. With all the layoffs this year I knew I couldn’t put it off anymore. thought the market would be sh-t but it’s actually not as bad as everyone make it seem. Got a couple offers within a month. I’ve been working at the new gig for about a month now, and holy sh-t has it put things into perspective. I knew FIS was disorganized but honestly it looks like a bunch of middle schoolers running a corporation looking back. And they treated their employees like human garbage, barely even count as a number, that takes a toll on your mind and body. So guys unless you’re not far from retirement, start applying TODAY, get out of there for you and your family’s sake.

People being laid off will be informed between 8/10 and 8/12 next week. Leadership had to inform HR this past week who would be the one doing the notifying of the individual that is being laid off, those people went through a layoff training and now we just wait for the meetings to pop up on our calendar.

I asked my leadership why are we letting go the employees that do the job we need more of and hiring new no nothing overseas pests instead ?
The response was “we are going to surplus another 25000.of them”

My thoughts to this won’t pass the webmaster rules here.
Where will they find another 25000 core needed employee to surplus?

Stop slamming Mike. Stop prejudging Takis. They both got sc--wed. Neither of them would have taken the job if the knew that Frank built a house of cards. He left when the runway was running out. So he hired fall guys. Mike brought humanity to this company. But you can’t fix fraudulent earnings. Mike obviously supported Takis and made him co-president. Mike designed the strategy for a turn around which Takis upheld on the earnings call. Stop pitting and comparing Mike against Takis. The blame lies with Frank. The solution is to work together and deliver what this company is capable of.

There is no sense of urgency at PEP, they seem content with their negative return on the stock, they seem content trying to deceive everyone by celebrating failure as a raging success.

https://seekingalpha.com/article/4931617-pepsi-where-is-the-sense-of-urgency

Our CEO claims the bank needs to automate routine tasks to save money. But if the goal is truly maximum cost reduction, the math isn't adding up.

• The Worker: Costs a modest salary, generates direct output, and uses AI to get 30% faster.
• The Executive: Costs millions in base pay, multi-million dollar bonuses, massive stock grants, and golden parachutes.

If AI is excellent at synthesizing massive data sets, forecasting market trends, predicting risks, and optimizing resource allocation... isn't that literally the job description of our C-Suite?

And more importantly, is the constant focus on cost reduction the most effective path to growth?

A tireless AI-replaced C-suite could intelligently transition Wells Fargo from a defensive "crisis-management" posture into a growth-oriented, technologically advanced institution with unwavering focus. By pivoting away from the aggressive cost-cutting and East Coast centralization that defined our CEO’s tenure, a new AI leadership could optimize the bank across 3 primary areas that include 1. Aggressive Technical and Digital Modernization 2. Business Diversification and Revenue Growth, and 3. Modernization of Risk and Compliance.

Eliminating the C-Suite introduces truly independent oversight, while removing bias and self-dealing, ethical issues, nepotism, lack of accountability, and stifled innovation due to an outdated old boys club mentality.

If we are truly entering an era of peak efficiency, let’s start at the top of the org chart, not the bottom.