#leadership

I'm hearing there could be reduction/consolidation for Sr. Directors/Directors this week. Music will stop. How many seats will remain? Consolidate more areas? Any intelligence?

With another reorg reportedly on the horizon (an annual fall ritual at this point), I wanted to share a few observations from peers and colleagues as events unfold. For those hoping this will lead to a major cultural reset at Comcast, the outcome may be more limited. The new CEO appears to be seeking input from the same executives and senior leaders who helped create the current problems. If those leaders remain after the reorg, they are likely to continue causing damage. That may not be what people want to hear, but it seems like the most likely outcome. Comcast is risk-averse, and while many companies use new executive leadership as a chance to clean house, that does not appear likely here.

Outside consultants may help with the mechanics of restructuring, but meaningful change will require leadership to hear directly from employees. Feedback from executives who have been here for years should be weighed carefully, especially if they contributed to the culture that now needs fixing. The new CEO needs to recognize that toxic and ineffective leadership has persisted because there have been few real consequences for the people responsible. Until that changes, Comcast will keep treating symptoms instead of addressing the root causes.

A piece of advice to those looking for another job: find yourself a boss that is proficient in the job you’ll be doing. This is based on my experience in N&T where we would get a boss after every reshuffle that had not much experience in the department they were taking over. They may have been a hard worker that did well in their previous position but that’s not enough to take on a completely different function. Amateur hour just doesn’t cut it and it creates a very awkward situation where you have to correct your boss or watch them make stupid decisions because they don’t know any better.

A boss that’s proficient in the job you’ll be doing can also provide guidance and help make correct decisions when there are multiple ways to skin the cat. I could never get a clear answer from my boss when I would present two valid options with the pros and cons of each. I would get a non-answer like “We have to do what’s right!” Like duh! Thanks for that enlightening answer!

I remember when getting hired here felt like a true start of a real career. You could move into different roles, get regular raises, earn promotions, and actually believe you'd have a future here. People stayed because there was something worth staying for. These days, that kind of loyalty doesn't seem to mean much to leadership.

VP for our org is based in India and has used these layoffs as pretext to totally decimate US employees.

He treats few remaining US employees as contractors and not part of his team.

IDC employees as "us" and US employees as "them" .

The product was incepted by the US employees when the VP never existed and slowly over time most of the US employees have been laid with systemic knowledge transfer.

Now the product has become a Sh-t show.

we have managers, directors, vp’s that do not even know the purpose and what it does, a cpu, gpu, cuda, or even a workload

I've never worked somewhere where so many decisions seem to make absolutely no sense. People will point out obvious problems with their reasoning and leadership just keeps going anyway. The latest VSPs and involuntary layoffs combo are the best example. We're being run by id--ts.

Please tell me while we were sitting in this smelly, stuffy office, they were not out hauling purple flags to the top of a mountain. Why go all the way to California where there are no Truist banks? They really could have done all that at Stone Mountain in Atlanta, or King's Mountain in Charlotte!

This company is a joke.

I’m surprised nobody posted this article.

https://www.fierce-network.com/broadband/verizon-ceo-dan-schulman-describes-himself-pretty-intense-guy

Finance Layoffs??? Why be mad at Finance? Seriously. They can only play the shell game for so long before the truth catches up. If leadership is failing, if the products are failing, if sales is failing, that’s not on Finance. Finance didn’t create this mess. They just finally stopped covering it up.

Firing Finance?
For what , telling the Executive Team the truth?
Finance didn’t make the decision to jack up pricing across the catalog. They only executed what they were instructed to do by the same people who have been making bone‑headed decisions for years.

And if anyone wants proof of how reckless these price hikes are, go look at the actual numbers:

Pride Foundations of Business MindTap:
• 2024: $80
• 2025: $105
• 2026: $160 depending on the option
• As high as $214 if you choose the MindTap with Mike Bikes SmartSims — a repurposed relic that should’ve been retired years ago.

Intro to Psychology MindTap:
• 2024: $80
• 2025: $105
• 2026: $127

Sellnow Comm MindTap:
• 2024: $52
• 2025: $58
• 2026: $105

These aren’t strategic increases.
These are panic‑driven revenue patches designed to cover massive losses the Executive Team doesn’t want employees or Apollo , to see.

And the pattern is obvious:
The biggest price hikes landed exactly where Cengage has the most volume and the most market share. That’s not coincidence. That’s volume‑based revenue manipulation.

Meanwhile, leadership shoved all existing business into the hands of Customer Success , a team already drowning , and then rolled out these price hikes in August, when schools were closed and faculty were on summer break.

Who risks their entire installed base like that?
Who gambles the business that pays the bills?
Who destabilizes the only revenue stream keeping the company alive?

Only an Executive Team that is completely disconnected from Higher Ed and obsessed with forcing numbers to look good for an IPO.

Apollo cannot possibly think this is acceptable.
You don’t increase revenue by punishing existing customers.
You increase revenue by winning business, not by pricing your way into a retention crisis.

Finance didn’t cause this.
Finance didn’t design this.
Finance didn’t push this.

Finance just stopped hiding it.
And now leadership is scrambling because the truth finally broke through the shell game

They (executives) truly believe you can run an oil refinery from the other side of the world using third rate talent.

Apparently the billions in profit were just not quite enough.

We no longer promote employees because they are hard working or knowledgeable in their fields. We only want compliant employees who will parrot whatever the latest acronym of the day.

Rockefeller would have been proud.

Well said, @az+1m29w550n

Uber's CEO announced a surprising strategy for recent layoff savings, stating the company will use the funds to reduce rider prices. This approach differs from typical corporate practice, where savings are usually retained as profit. The CEO also indicated that lower insurance costs will contribute to this pricing strategy. He emphasized that these moves are intended to boost rider engagement and increase trip volume. The company has not yet specified the extent or timing of fare reductions.

San Francisco, California

https://www.thestreet.com/employment/uber-ceo-makes-admission-about-layoffs-ride-fees

Why is song or whatever they now call it becoming dumping ground for id--ts flunk out of VP jobs elsewhere?

I was in a meeting this week and 40% of those in the room were principal engineers or senior principal engineers. Collectively they knew zero about what was being discussed. There was me and one other person who actually understood the technical details. After the meeting he shared that he too had been rocketed to the bottom of the assessments.

Good luck to all once you get rid of those of us who actually understand oil and gas.

Did he really just dismiss the empty formalities or he no longer cares to pretend that he cares?

Leadership keeps treating employees like cr-p, and we're just supposed to be okay with it. We have two CEOs, endless bureaucracy, bloated management, and a company direction that makes no sense - but somehow the problem is never with those above us.

A union would finally put a stop to treating employees like pawns, and force leadership to make real strategic decisions instead of hiding behind short-term tactical ones.

We new employees have been meeting and chatting on other sites and with each other. Now that most of us have started working here, we agree with the current employees. The leaders here are terrible and the company is highly dysfunctional and there is no way we are busting our a-s for this broken place. The executives don't have a clue and show us things and decisions that we learned in business 101 that you never do. Many of us are already looking for other jobs and wondering how all of you decided to stay here as long as you did. It is a testament to your efforts because there is no fu--ing way we would. So let me speak for most of us new guys in saying we apologize and you were all right. CDW su-ks and is not an honest nor caring company to anyone.

BofA is going to be left in the dust with AI big time. Their technology team is locking workers out of AI tools so that only tech can create them. Why you say? 80% for their own job security, 10% control and 10% tools are new to them. It is a sad day when their own job security will cause a company this size to lose the AI battle. We were already behind and tech’s selfishness will ki-l them.

BofA Leadership - wake up to this fact before it is too late!!!!!!!!!!!

Jim

The bigger issue isn’t just layoffs — it’s what the organization is choosing to fix versus what it continues to allow.

In some areas like TS & EP, teams already seem very lean, yet people are still being let go. At the same time, other areas such as EA/Innovation in TS & EP continue to grow despite what appear to be significant overlaps in roles and responsibilities.

GCC is another example. There seems to be ongoing conflict between leaders, with teams getting caught in the middle and even being encouraged to Speak Up against other leaders. Common Services also appears to overlap significantly with existing Service Owner responsibilities. In some cases, the teams actually doing the operational work and participating in incidents are barely visible, while common services come in afterward and present the outcome as though they drove the resolution.

The result is an increasingly political and toxic environment. People are protecting territory, competing for visibility and credit, and questioning who they can trust. Friends don’t feel like friends anymore, and leaders seem more focused on positioning against one another than working together.

If layoffs and restructuring are supposed to make the organization more efficient, why aren’t we first looking objectively at duplicated organizations, overlapping responsibilities and layers of leadership?

Whether leadership intends it or not, the current structure and behaviors are enabling this culture. And it is becoming exhausting for the people who are simply trying to do their jobs.

Columbia College Chicago has eliminated two career advisor positions as part of recent staff layoffs. The Career Center will continue to offer its full range of services to students. Leadership team members will now assist with advising, leveraging their extensive experience. While two advisors were let go, the remaining staff are trusted to support all students. The college emphasizes its commitment to student career development despite these changes.

Chicago, Illinois

https://columbiachronicle.com/campus/columbia-eliminates-two-career-advisor-positions-in-recent-staff-layoffs/

Based on the town hall discussion, there appears to be considerable uncertainty regarding the company’s strategic direction and the implementation of the new operating model. The analogy that the “aircraft is being built while being flown by Captains JS and SS” may have been intended to acknowledge the complexity of the transition; however, for an organization with a market capitalization exceeding $30 billion, it could also reinforce employee concerns that the restructuring is proceeding without a sufficiently defined plan. The messaging did not provide the level of clarity, transparency, or reassurance employees reasonably expect from senior leadership during a period of significant organizational change. Some of the analogies used also seemed disconnected from the practical concerns facing employees, particularly regarding accountability, organizational stability, and the future structure of the business. This risks undermining trust and does not appear fully aligned with Pembina’s stated values of respect, transparency, and collaboration.

It would be helpful for senior leadership to provide a more direct update on the maintenance restructuring, including the intended organizational model, decision-making timelines, potential impacts on technical and engineering roles, and whether any further workforce reductions or layoffs are anticipated. The place is in a mess at the moment.

Does he still work at PayPal? What are his hours? Will he grace us again with his words of wisdom? Interviewed like he’s on a talk show?

Seriously this guy is the worst leader. He’s leaving the management up to everyone else, and everyone has the same questions. You would think that after a layoff he would get up in front of the company and talk about the next steps. Get everyone excited again.

WHERE ARE YOU ENRIQUE?!? You asked for this de-layering but nothing has changed for you.

Fire new rookie CEO's.
why are they still around after consecutive quarters failure to prove themselves.

Looking back. Looking forward

"May this serve as a reminder of our identity as one V Team and our steadfast, enduring commitment to the communities we serve"

"When lower Manhattan was silenced by the attacks on 9/11, 14,000 V Teamers ran to the rubble..."

"Take pride in our history. The legacy of that day lives on as an enduring reminder of our unwavering commitment - we run to a crisis"

I always feel funny when anyone mentions 9/11 in the context of "We are great because of how we responded".

NEWSFLASH

Everyone that could respond, responded.

People that couldn't respond still did what they could from wherever they were across the globe.

In that moment we were not special.
In that moment we were not unique.
In that moment we were not individuals.
In that moment we were not Verizon, T-Moblie, WalMart or any other company name.

In that moment we were Human Teamers taking care of each other as best we could.

I am pretty sure those 14,000 would have run to the rubble regardless of who signed their paycheck.

Maybe it just hits different for me because I, like so many others, can almost remember that entire day by the minute and I don't recall every thinking about who I worked for.

One sentence from leadership about 9/11 25th Anniversary was released to Humana population.

It’s so weird. We are still trying to work with whatever we have but there is no direction or communication from leadership.

There are several examples of people telling the board lies to further their career and then dumping it on other people to either try make it work or take the fall when the truth comes out. Sadly there is zero accountability for those who told the lies. The organization is currently tieing itself into knots to try make some things work that were big time oversold.

Looking over all the bad decisions that VZ has made regarding the direction of the company since Dan has taken over with the direction of using AI has only really proven that, he should have replaced himself and most of the leadership with AI. The decisions that have been made have been horrible that even a 10 year old could have seen the outcome, from shipping many of the Engineering and Network Engineering positions to India to laying off and closing sales, Just stupid. So, I ran the last years events through Chat GPT as a model and asked for the a 12 recommendation of business direction. Funny, or not funny, top recommendation, eliminate Dan and most of the top team, and replaced with AI! LOL. He-l, definitely can't do worse and would save millions as well as save thousands of jobs and customers. However, like through the the years as I have pointed out known questionable and later proven fraudulent activities within the company and been told every time to "Stay in my lane". This time when it could save billions, and not just millions, and thousands of jobs, I have been told to stay in my lane. To bad Dan won't stand up and be a man and follow his own advice, and follow AI, and step down!

keep canceling. pay lower prices for better services. layoff verizon leadership

We don't need id--ts to sink and ki-l our workforces by 40K in a few months. That is a failing business isn't?. We just need new young smart MBA people to expand our business with another 50K employees to be successful going forward. Please get rids of those id--ts or fired them immediately !

Posting this because a lot of us are anxious, and anxiety plus rumor is a bad combination. Here's my honest read on what's actually known, and — more usefully — what you can do regardless of how it lands.
What's actually known (and what isn't)
A large restructuring is underway. Leadership has signaled it. That part is real.
But the announcements are running top-down, in order: the senior leadership layer first, then each leader defines their own organization, and it propagates down from there. The practical consequence: the org structures below the top have not been drawn yet. Until the connectivity/COO organization is laid out, most "who's safe, who's cut" talk is genuinely premature. That's not reassurance — it's just honestly where we are right now.
One caution I'd offer anyone reading layoff forums this week, including this one: a confident, insider-sounding theory is still a theory. Real sourcing above a certain level is rare, and a coherent story is not the same thing as a confirmed fact. Be especially skeptical of the posts that tell you the outcome is inevitable and you're powerless. Panic doesn't help you make a single decision — and neither does the "this is an unstoppable, brilliantly-run machine" narrative. Both just make you feel worse while you wait.
What you can actually control (do these now, whatever happens to your box)

1.  Read your severance plan. The Summary Plan Description is on the benefits portal — you can pull it today. Know three things: weeks of pay per year of service, the cap, and — the one people miss — whether declining a "comparable" internal role can void your severance. Understand this before you're ever in that conversation, not during it.
2.  Document your equity. Write down your vesting dates and amounts. Then find the plan language on how a spin-off converts or adjusts your RSUs — that mechanism is moving under everyone's feet right now, and it can change both the value and the timing.
3.  Know your WARN rights. Federal WARN generally requires 60 days' advance notice for qualifying layoffs; some states add to that. Know what notice and protections you're owed.
4.  Get your house in order early, not at the gate. Resume refreshed, network reactivated, references lined up. The best time to do this is before you need it. It costs you nothing if you stay.
5.  Use the real resources. The EAP for counseling — this is a stressful stretch and that's legitimate. Any outplacement that's offered. Your state's Rapid Response / dislocated-worker program. And check your unemployment eligibility so you're not learning it under pressure.

The silence and consistent cancelation of meetings or pushing out is a clear indication of what we have all experienced before. They will continue to get paid as advisors long after so just update resume and fill in the time. Don't expect employee loyalty to mean anything. Proud of the time but not confident in their leadership.

Sr. leadership gets paid more for added responsibilities, while everyone below director gets added responsibilities for free because we’re “short on money.”
And RIP to anyone getting promoted this year and next—tiny bump now, no merit next year, and twice the work. Biggest corporate scam ever.
Hopefully those layoffs saved us a sh-t ton of money because damn.

Which will be more entertaining- Maurice “ what is your favorite ice cream flavor” town hall that he tells people next slide, or the burger recipe contest with Big Jim???

What, precisely, is their function? They seems to have ample time to dissect the most trivial of PowerPoints and visitor agendas. Beyond convening superfluous meetings and squandering the time of others, do they contribute anything of genuine value? Do they even know what real work means.

That is the feeling running through PepsiCo. We have an over abundance of leaders unwilling to lead but happy to spin tales and cast blame. We have a frontline ready for action but confused on the direction. We have brands that deserve recognition but die because we fail to stay relevant with our consumers.

We are begging our leadership to LEAD - do not be afraid of failure - we’re already there! We need fearless leaders willing to take one for the team. Believe me, the team will be behind you 100%.

I wonder why

With morale being at an all time low, how’s everyone feeling about Target Together? Will everyone be able to fake it on our red shirts at Target Center and applaud the executives for 3 hours? Will be tough not to laugh while they pat themselves on the back for another amazing year

No intention of listening to any of this B S. But curious to see little Paul on his barstool with 4 other AI robots droning on and on about an absolute load of old corporate management twaddle. What did you think? I lasted about 15 mins then nodded off. Did my timesheet though.

Sell property and write off loss