#leadership

No M&A possible until after 2027 but why should that stop the cutting to hire this position

Remember what employees were told when this started?

“When our membership shifts, we need to shift our organization accordingly.”

That was the story.

Membership changed. The healthcare environment changed. Centene had to respond. The VSP was presented as part of adapting to those realities and positioning the company for the future.

For the people actually living through it, that meant deciding whether to take a separation package, watching friends and coworkers disappear, wondering whether layoffs were next, and being told over and over about transformation, simplification, and the mission.

It sounded like Centene was reacting to circumstances.

Now listen to the story Sarah London told investors. Centene chose not to “hunker down. Instead, leadership decided to “redesign and transform the company.”

They are asking:

“What are the capabilities that we need and what talent do we need?” And the destination?An “industry-leading cost structure.”

That's not quite the same effin’ story, is it?

One story sounds like: Membership changed, so unfortunately the organization has to change with it.

The other sounds like: We are deliberately redesigning the company, deciding which capabilities and people we need, exiting business that doesn't produce sufficient returns, and engineering a lower cost structure.

And here's what really pi---s me off. While employees were living through all of this uncertainty, Centene's financial condition was improving.

Q2 net earnings: $1.09 BILLION.
Operating cash flow: $3.59 BILLION.
Adjusted EPS guidance: raised to more than $4.80.

Marketplace strategy: margin over membership. Businesses that can't produce sustainable economics? Leave them.

People and capabilities that don't fit the redesigned company? Well, now we know the question leadership says it has been asking.

What happened to our membership?
What talent do we need?
How do we get through this difficult period together?
What capabilities do we need?
How do we protect the people carrying out the mission?
How do we achieve an “industry-leading cost structure”?

And THAT is the part every Centene employee who survived should understand. This wasn't necessarily a storm you survived. It was a company being redesigned around you.

And if reducing the cost structure is part of the strategy, better financial results don't necessarily mean the danger has passed. They may mean the strategy is working.

So when another town hall rolls around and you're told about the mission, transformation, simplification, resilience, or whatever this week's vocabulary is, remember the vocabulary leadership uses when the audience changes.

Employees got the story about circumstances. Investors got the story about strategy. Employees heard why change was necessary. Wall Street heard what Centene was building.

Same CEO.
Same company.
Same transformation.
Very different effin story.

And the people left behind now get to carry that mission with fewer coworkers, less institutional knowledge, more work, and absolutely no reason to believe leadership has finished asking:

“What talent do we need?”

NoCenteam free advice: You’re being fed false truths. Run as fast as you can. There’s life after these charlatans.

What do you think about today's USET Connect or townhall themed "Lead to One" : Work Faster, smarter with less.

"On September 16, 2026, Adam L. Rosman resigned as Chief Administrative Officer and Chief Legal Officer of Fiserv, Inc. (the “Company”), effective September 30, 2026. Eric C. Nelson, the Company’s current General Counsel and Secretary, will succeed Mr. Rosman as Chief Legal Officer on October 1, 2026."

The gambling network VSiN is experiencing significant staff reductions, with multiple on-air personalities and programming staff departing. These layoffs follow a recent buyback of the company by Musburger Media. Rumors suggest a potential change in ownership is imminent, with speculation pointing to Circa Owner Derek Stevens. The exact identity of the new owner remains undisclosed, but leadership changes are anticipated. These developments indicate a period of transition for the sports betting network.

Oakland Park, Florida

https://www.gambling911.com/more-layoffs-anticipated-at-vsin-as-rumors-swirl-over-possible-new-ownership

Saw on LinkedIn that Mike Lyons liked this post from Gary V.

HOW TO CREATE TEAM CULTURE...
I fire every single person that is not a good human being, regardless of how much money she or he makes for me.

Why is it appropriate in any situation, for somebody to aggressively yell at an employee, in front of others in any circumstance?

If you're a leader, that pain and stress you're taking, go take that, put it in a shelf then come back and be constructive.

The problem is we accept it in business...

The person comes back and is like, "sorry, it's a tough day with the client." and the other person goes "it's ok, Karl."

F*ck Karl!

You better audit every single employee you have, and you better figure out which employee makes the other employees miserable.

I don't give a sh*t if it's your number one salesperson, your best developer or co-founder. Cancer spreads.

There is no quicker way to fck everything up than to look the other way at someone who's talented and contributing but is a piece of sht human.

If you tell your people that you care about them, but you "look the other way" when certain employees are mean to everyone else, you're sending a very clear message that you don't value company culture. Culture is the core of an organization, and if the core is ruined, nothing else matters

It's reasonably safe to assume that if you are on this site you are concerned about the possibility of losing your job in a layoff and judging by many of the comments you are also dissatisfied with working at NetApp. One thing I would offer is to send a message to the leaders of the company by NOT completing the employee survey. That sends the message that you are disenfranchised and don't care - which is a bigger concern than complaints around "barriers to execution" or the Thrive Together policy. BTW - has anything really ever changed as a result of these surveys?? F'em.

Seems everyone I talk to that has worked with them comments that it's an absolute train wreck over there. Their news letters mention so many "accomplishments" but no one actually seems to know what they produce. What a mess!!!

Do not say that you are a good leader if everyone is in therapy because of you.

A few questions employees may want leadership to address at the next town hall. Add yours below.

He is not able to sell any ai products

https://thenextweb.com/news/ellison-steps-back-oracle-europe

He is not attending AI world. he is aftaid to show his a-s face to customers and investors.

These rookies will be used until no juice left and will let them go.

Anyone have much insight into how she operates?

It seems like there are senior leaders that peruse this site. If they were to ask your feedback about the upcoming org changes and layoffs what would be your recommendations?

How many leadership face to face sessions are taking place this/next week? Any bets that “cost savings” is a big topic?

So myopic to shove their waste of money spent on creating a new corporate headquarters for Charlie so he didn’t have to move 40 miles from his site location in San Francisco.

It’s gone pretty quiet lately on the race to pick up after the mess Penny is leaving behind. What’s the latest odds?

Is “Mr. Hustle” Chewy still several lengths ahead?

I can’t imagine anyone is still talking seriously about David G or KJ?

What about the dark horse of Andy M?

So many (poor) choices, but the one thing you can bet on is whoever it is will be stuck draining the ELT swamp (Suzie M, KJ, Cella, Lisa D, etc.).

This entire organization is a mess.

This is what happens when you let a banker, a lawyer and a boozer run a pipeline company.

Anyone have a map, I’d like to see where we are going?

EL has no vision and no plans so we just sit idling with a failing brand.

Now that I’ve been here over a decade, I can see why the old timers before would get livid that Fidelity invests so much in kids right out of college.

At the time, I thought the older people were jealous but now I understand fidelity gives the kids more money because they’re the only ones d-mb enough to work for free.

When they move into the “I’ve been here a decade”, they’re all also confused as to what happened, then they burn out.

That’s not favoritism like I thought it was, it’s someone who needs to go back to school and stop playing “leader”. Fidelity cannot stay a top company when fundamentally we cannot understand the difference between what the words leader and manager mean.

To save the company from imploding, fix the management pandemic panic.

Let’s keep this civilized, above board and as dispassionate as possible. Come at it from the angle of a Chevron employee who wants the best for our company.

Our leadership was eager to be the first in line for a close friendship with the president. Now with the price of gas and public perception turning negative against big oil, Is it time to distance ourselves for trump? I don’t like how he publicly called us out for high prices, when his actions in Iran are responsible for this all time high. He’s a good ally when things swing his way, but didn’t hesitate to throw us under the bus.

Honest and respectful opinions please

Finance employee. It is breaking us. Leadership knows and doesn’t care. Time to jump ship? Anyone else feel the same?

I think one of Nike’s biggest problems is that we’ve been so dominant for so long that we became too self serving. At some point, we stopped listening enough to what’s happening outside of Beaverton. We became too confident that we knew the consumer and that what worked for us before would continue to work.

Meanwhile, a lot of other brands were actually listening. They were closer to consumers, closer to culture, and quicker to understand how the market was changing. Especially with Gen Z and now Gen Alpha, the way people discover brands, connect with products, and decide what to buy has changed dramatically. I don’t think we changed fast enough with them.

And now we’re trying to fix it, but we’re already playing catch-up.

I think that’s partly a Nike problem, but I also think it’s an EH problem. When he came back, there was a real opportunity to challenge how we operate and change the way we think. But a lot of what I’ve seen feels like we’re trying to bring back the same Nike playbook that worked a few years ago. There’s nothing wrong with going back to some of our strengths, but the world we’re operating in today isn’t the same world.

There’s also an irony to Nike being an American company. Being American was a huge part of why Nike became what it became. American sports, athletes, and pop culture had enormous influence around the world. But I think that can also be one of our weaknesses today because we still tend to look at the world through a very US centric lens.

The world doesn’t work that way anymore. People aren’t only looking up to the US to tell them what’s cool or what’s next. Sport, fahsion and culture are coming from everywhere now and sometimes I feel like there is so much happening out there that we’re simply missing because we’re too busy talking to ourselves.

That’s the part that worries me the most. I don’t think the answer is just to get Nike back to what it used to be. We need to keep what made Nike special, but also become much better at listening again. We need to get outside of Beaverton, be closer to what’s actually happening in the world, and let the world influence us as much as we want to influence the world.

But I’m also afraid this isn’t something that will change overnight. And honestly, I’m not even sure it will change at all unless there is enough pain to force real change.

That’s probably the hardest part. Big organizations don’t fundamentally change just because people know they should. They change when the cost of staying the same becomes greater than the pain of changing.

And when you’ve been successful for this long, there are a lot of people in senior positions who grew up in the existing system and benefited from it. Asking them to think differently isn’t just asking them to change how they work. In some cases, you’re asking them to question the structure, the roles, and even the way their own value has been defined for years.

That’s why I’m not sure the people sitting in those high chairs will naturally want to step outside of their comfort zone. Because real transformation could also mean changing their own role, reducing their influence, or even questioning whether some of those roles need to exist in the same way anymore. That’s a very difficult thing for any leader to voluntarily do.

So maybe Nike needs to feel significantly more pain before we see the level of change that’s actually required. I hope that’s not the case, but I worry that small fixes, reorganizations, and bringing back pieces of the old playbook won’t be enough.

Because the problem isn’t just the playbook. It’s the mindset and the system behind it.

And unless we’re willing to challenge that, we may keep changing things around the edges while protecting the very structure that got us here.

If people are eventually going to g to be laid off for any number of ridiculous reasons. Shouldn’t every exiting person get on record .. the question and answer as to why others like TK or BE still keep their jobs when they are a does not meet. I mean if there is an increase in the numbers of do’s called mediocre people then that means mediocre results. And who sits at the top of the mediocre organization? What do any of us have to lose.

Street is predicting Centene to make 70B with a huge B and yet, we have senior leadership team laying off people.

I’m new to the company, and I’ve already had two project managers tell me they’ve been told they have “VP potential.” One has only been here three years. I’m trying to understand how anyone can be identified that early, and realistically, how many VP roles ExxonMobil even needs. Based on what I’ve read and with the current low CLS structure and retirements, it doesn’t seem possible.

Fire these azzholes involved in the cover up immediately. Name them and shame them.

https://www.kgw.com/article/news/crime/nike-staff-accused-trying-to-cover-up-teen-athletes-s-xual-as--ult/283-c10bc24d-7da8-49bf-94ec-c17ec19dc5cb?utm_medium=social&utm_source=facebook_KGW-TV&fbclid=IwdGRzaAUbihRjbGNrBRuJVXBkb2YBZXh0bgNhZW0CMTEAc3J0YwZhcHBfaWQMMzUwNjg1NTMxNzI4AAEePNDyBX_EiIz16nJAmm6W8UA225MLvyYZtaFD-FiI4c_JSBTGXhI_sV-9g4k_aem_Qb6FZrLlvcrEQYBnhypWhA

I wanted to share a serious concern regarding the toxic work culture and ongoing mismanagement within our organization.
Over the past three years, we have been trapped in an unsustainable cycle. Leadership consistently chooses underperforming vendors who fail to deliver on their commitments. It is an open secret that these vendors are missing deadlines because they lack the capability, and many suspect that commissions are being funneled behind the scenes while the internal team is forced to pick up the slack.
Because of these poor strategic choices and mismanaged feature implementations, we are constantly being thrown under the bus. We are forced to work consecutive weekdays and weekends to cover for failing vendor deliverables. Specifically, leadership figures like sen*il, SD OMR, Rjt, SD Arn, and their directors foster an unreasonable environment where everything is expected immediately, with zero regard for employee burnout or the root causes of failure. It is the same cycle across the board—giving contracts to vendors who will later benefit them personally.
This mismanagement is now severely impacting our products. Visible is one of the best digital prepaid brands we have, but as part of the NSA migration, they are currently migrating the legacy Visible system to postpaid NSA. That system is fundamentally flawed; if it goes to production, heaven knows how many customers will face issues. Additionally, our VXP platform system is also flawed, and provisions are not even working.

I hope Dan see this post many because all of theses fat leadership our VZ brand losing the market share

When you tie executive compensation to a goal like this, you get results that we have today.

2025 Targets - 50 percent representation of women in global corporate workforce and 45 percent in leadership positions.

Leaders hired on on basis of their gender are spread through the org from SLT to first level managers. The cancer has spread throughout the org. WON won, NKE lost.

We need large layoffs every year and need to hire back based on merit.

So vp’s don’t touch their sr directors or directors but layoff all the Nike engineers.
The systems are unstable as Accenture did a sh---y job and know nothing.
Big issues occur and vps hammer down on why things are not fixed.
Directors and sr directors are trying to fix but have no tech knowledge or background and Accenture is clueless.
Sorry vps, but you’re lying in the bed you made.
We should be fine….

Leadership has been quiet and no where to be seen the last two weeks. No travel. They are heads down for what is to come. Expected changes coming soon.

... Cleaning up on DVN talent. The really good talent. Folks have more faith in Kate and Justin, which is saying something after the Hager years.

Everyone will be a VP soon. The org chart is bloated with VP's and the VP's themselves are bloated. Talent gets you nowhere in Telecom management especially in Uniti/Windstream culture. About 75% of all VP's are crony appointments and the others are Telecom lifers with talent but waiting for their severance package.

VP's! It's VP's ALL THE WAY DOWN! The job title bloat is unreal but what do you do in a shrinking industry full of telecom lifers.

You know you work for a bottom feeder when:

1) SVPs of finance confidently says we always go down x%/year (instead of a one-time restructure like a normal company to align capital allocation with market opportunity)
2) SVPs of Print still think they 'run the company' despite secular market decline
3) An interim CEO for 9mo+ and no permanent in sight

I understand there have already been many posts about the VSP and involuntary separations (layoffs). Some posts provide information people need at the moment, while others are more focused on sharing opinions or experiences. Either way, there was a post some time ago about SIU suggesting that the changes there might only be the beginning, and that the broader Compliance & Ethics organization may need to be reevaluated, reorganized, and reassessed to ensure its policies, procedures, and processes are current and effective.

I don't want to beat a dead horse, but recent departures within Compliance & Ethics caught my attention.

I understand that the Vice President overseeing the Conflict of Interest (COI) team and Compliance Investigations Unit (CIU) is no longer with the company. I also understand that certain management personnel within Special Investigations Unit (SIU) are no longer there, and that the former Chief Risk & Compliance Officer, is no longer with Centene.

Any one departure can happen for many different reasons, and I don't think it would be appropriate to speculate about why individuals have left. However, when there are multiple departures across different levels of a Compliance organization, I think it is reasonable to ask whether the organization itself should be taking a closer look at its structure, processes, and leadership.

Perhaps this is an opportunity for Centene to take a step back and conduct a comprehensive review of Compliance & Ethics before simply continuing with business as usual.

Some questions worth asking:
• Are the policies and procedures current, comprehensive, and consistently applied?
• Are there clear guidelines and quick-reference resources for investigators and management?
• Are investigations being conducted and closed using consistent and documented standards?
• Are employees given clear and consistent expectations for handling cases?
• Are investigators receiving the appropriate training and qualifications for the responsibilities they are performing?
• Are compliance standards being applied consistently within Compliance & Ethics itself?
• Are management decisions consistently supported by established policies and procedures?

If Compliance & Ethics is responsible for ensuring that other departments follow policies, regulations, and established standards, shouldn't the same level of scrutiny be applied internally?

This isn't about pointing fingers at individual employees. It's about asking whether the organization has the right structure, leadership, policies, procedures, training, and oversight in place to effectively perform one of the most important functions within the company.

When there are departures at different levels of Compliance & Ethics, perhaps the appropriate response isn't simply to fill the vacancies and move forward. Perhaps it's time to stop, look at the bigger picture, and ask whether there is something within the organization that needs to be addressed.

Before Compliance can effectively hold the rest of the organization accountable, Compliance should be willing to hold itself accountable as well.

Ok, time to get real.

What career objective really matters? Is it only Senior Leader and Corp Leader? How can you tell who is on what path? Any milestones or roles vs age that people would look for? Any examples?

Does Executive Leader matter anymore? Is Career Objective of Chief and Sr Principal still around? Is it worth anything?

What CLs are each of these?

We need their present here to answer about layoff question

Welcome to the new age. Dinosaurs are having increased bumps in pay checks and bonus eating the dinner of G4's and G5's. These dinosaurs are ruthless and shameless. While principal, directors and VP's are claiming the credit of the work done by G4's and G5's.

Wow, here in Switzerland, the word is that with the recent setbacks in clinical trials and abandoned dr-g candidates, leadership needs to save more money. Well, one site that could be jeopardized is the one in San Diego. Expect serious reductions in footprint and headcount!!