#leadership

My team was shown out CES results… I guess. It’s laughable, and totally on brand, that they only show very very select portions of the results now. I have it from very good sources that this is all an exercise in gaslighting, to make it appear the issues are at the team level, not the actual complete systemic dysfunction the aggregate results actually show. Yet another demonstration the emperor has no clothes and we’re lead by a group of sociopaths.

I wonder how much he was aware of how much things had slid under.

US car companies have been protected and bailed out too many times and are now not only completely uncompetitive on the global market, but set up to be completely demolished as EVs take over.
Their bad leadership and overall inefficiency mean that either investors are going to pay a massive price, or US consumers are going to pay a massive price. If we keep on pushing up consumer costs by propping up bad manufacturers with protectionism and bail outs, the US's entire economy is dr-g down by that.
There needs to be some creative destruction, ruthless culling of the least efficient manufacturers, so that their best workers can go to the better manufacturers, if the US is ever going to be a top tier car manufacturer again.

20% off the top? Verizon can easily get there by rolling back a fraction of the layers of band 5+ fat built up without touching anyone else. Ever hear of a corporation whose CEO gets axed and is not followed by their disciples? Verizon continues to be saddled with way too many unnecessary SVP's, EVP's, VP's, AVP's, Sr Directors, Directors, etc. It's absurd. And the VZ board needs a slap for allowing it. Bertolini needs to be shown the door. Perhaps a trip to the Verizon annual meeting for an employee presentation of what’s really going on is needed. Any middle manager who threatens a report with "get on the bandwagon or leave'' needs to be reminded – uh, excuse me – “you’re actually the cause of this – and the target.”

How many org models does it take for us to realize maybe the same leaders who have been here for twenty years don’t get want people want to wear anymore

was a good idea? It's like he is crafting me a special Christmas "package". Can we please have this thing removed?

Another quarter. Another victory lap. Another round of Atlassian executives congratulating themselves on their spectacular financial performance.
Revenue growth! AI! Record numbers! What an incredible time to be an Atlassian!
Unless, of course, you're one of the 1,600 employees shown the door in March.
Eight months later, severance has run out, and many former Atlassians are still unemployed.
But hey, how about that Williams Racing sponsorship? And congratulations to everyone enjoying Sales Club in Costa Rica! Nothing says "Build with heart and balance" quite like celebrating in paradise while former colleagues struggle to find work.
Meanwhile, Canva just announced a restructuring affecting more than 1,200 employees, and Microsoft is offering voluntary buyouts to 60,000 workers.
Apparently, the hottest trend in Big Tech isn't AI. It's figuring out how many humans you can eliminate while celebrating record performance.
And here's something current Atlassians might want to consider.
If strong financial results didn't protect 1,600 employees in 2026, what makes anyone think 2027 will be different?
Another restructuring? Another strategic realignment? Another AI-driven efficiency initiative?
Nobody knows what's coming. But one thing should be painfully obvious by now: You're only indispensable until a spreadsheet says otherwise.
Remember "Open company, no bullsh-t" and "Build with heart and balance"?
Perhaps Atlassian needs a new corporate value:
Celebrate the numbers. Forget the people.
So enjoy those quarterly earnings celebrations. Enjoy Formula 1. Enjoy Costa Rica.
Just remember that the people laid off in March probably thought they were safe, too.
1,600 in 2026. How many in 2027?
Because apparently, at Atlassian, everyone is a team player.
Until they're an expense.

I want to hear some honest feedback opinions, not from anyone in a leadership role but only anyone below a leader role to please share here honestly if you think Humana is now getting better or worse?

I know things can change. I am not fishing for one way or the other. I just want to know the state of things, at least from the perception with the non-leadership employees. Thanks in advance!

EH: Still buying lunches and coffees for folks before shoving them out the door and moving their jobs overseas as you sit on 30 mil?

Nah.
Pathetic.

If you work for one of the smaller gp owned subsidiaries, do you have a president at your company who is an active participant in the company and checks in with dept heads?

I’m at a subsidiary and it feels directionless and other upper management folks are making decisions for our company that don’t seem to make any logical business sense

Are any of you experiencing the same thing ?

Tech is so jacked. Hiding incidents from leadership.
Order performance issues, biz screaming, azure f’ed, no experts left. You get what you pay for.
So brutal….
Accenture clueless, ITC lazy with no accountability, JH team burying head in sand and avoiding all issues.
Good times…

Let’s check in with our good old pal Gemini to see what he has to say on this topic.

The top 10 reasons employees cite for Canon USA being a difficult or "bad" place to work include:

1. Friction in Cross-Cultural Management

A recurring complaint involves a deep cultural disconnect and "us vs. them" tension between American managers and their Japanese overseers. Workers report that Japanese leadership holds ultimate decision-making power, frequently disregarding open suggestions or context provided by regional staff.

1. Lack of Career Advancement and Slow Promotions

Many current and former employees feel that career growth at the company is stagnant. Employees frequently complain that promotions take an exceptionally long time to earn, and internal mobility is limited.

1. Lower Compensation Compared to Competitors

Salary dissatisfaction is a major driver of negative reviews. Employees often report low starting pay for many roles and annual merit increases that fail to keep pace with inflation or market rates at competing tech and imaging firms.

1. Poor Corporate Communication and "Siloed" Culture

Many reviewers express frustration with highly disorganized internal communication and a lack of transparency from upper management. Teams often feel siloed, leading to a chaotic or confusing atmosphere when new corporate strategies are rolled out.

1. Office Politics and Perceived Favoritism

A significant portion of negative reviews highlight a highly political, cliquey corporate environment. Employees state that management positions and opportunities are frequently given to favored individuals rather than based strictly on merit, work ethic, or tenure.

1. Layoff Anxiety and Low Job Security

Discussions on platforms like The Layoff highlight persistent fear regarding structural reorganizations, corporate mergers, and staffing reductions. Workers note that ongoing cost-cutting measures have severely damaged company morale.

1. Overwork from Understaffed Teams

Following waves of structural downsizing and budget restrictions, remaining individual contributors frequently report severe work overload. Reviewers state they are expected to take on the responsibilities of eliminated roles without receiving additional compensation.

1. Slow Adoption of Modern Technology

Despite being a prominent technology and imaging manufacturer, employees complain that Canon USA's internal infrastructure is remarkably slow to adapt to modern systems. Implementing new internal tools, software upgrades, or process changes can reportedly take years.

1. Lack of Diversity in Leadership

While the company's entry-level staff is broad and varied, multiple reviews note a distinct lack of diversity within middle and upper management. This creates an environment that some employees describe as "segregated" or exclusionary for diverse talent aiming for leadership roles.

1. Pivot Toward Outsourcing and Automation

Recent employee reports point to a corporate shift toward sending backend support jobs overseas, outsourcing tasks, and aggressively pushing AI tools. Employees feel this transition compromises support for both internal personnel and external customers.

Are we in the upside down world?

While the US. is on fire with loses in CA greater than total revenue in all of Europe, NK decides to take a trip? We have no T&E to close business and not enough time to visit customers. However, he chose to use money and time to send himself and 10+ others to deliver a message of FY27 being a reset and ask open ended questions to customers?

What is even happening anymore? Maybe NK needs to start logging his activities Salesforce.

Get ready for more inspirational CEO LinkedIn posts about leadership, transformation, and how amazing everything is going! Thirsty much?

Our newly streamlined, U.S.-ONLY tower company is heading to Europe for an investor conference. Because apparently the best place to talk about American cell towers is across the Atlantic.

Assuming 3–6 executives make the trip, let’s pencil in a hypothetical $35K–$50K European adventure.

Meanwhile, back home: headcount down, benefits squeezed, workloads up, and employees doing the jobs of three people while leadership celebrates how lean and efficient we’ve become. We are thirsty too but you took away a lot of our drinks and now that you have us in our jail cell cubes it’s more like a prison diet anyways, and as we chose to spend more to stay healthy with more office viruses already here it’s essential. But go, enjoy Europe, find a buyer like we all think you are doing to sell us out and get your even bigger payout I mean your family is covered so that’s all that matters.

But don’t worry. There should be plenty of photos, hashtags, leadership wisdom, and LinkedIn likes to show for it.

Nothing says operational efficiency quite like cutting costs in Texas and celebrating the savings in Europe.

#TheLayoff #CrownCastle #CorporateIrony #Leadership #DoMoreWithLess

Q1 FY27 is in the books, and leadership wants a gold star for a margin bump while the business keeps shrinking. Revenue down again. Digital, the channel this company bet the whole farm on, falling double digits. Nike’s own stores down too. And their guidance for the full year: sales falling high-single digits. That is the plan. Out loud. To investors.

What’s the answer from the top? Another branded “transformation.” Remember the cost realignment from March? Now there’s “Pace,” a shiny name for the same move: billions in “savings” through 2031, paid for with a billion dollars in charges that are mostly people. Two layoff rounds in one year and the slide deck still calls it momentum.

Nobody up there gets laid off for missing. The people who get cut are the ones who actually build the product: developers, tooling, designers, the folks who keep the factories and seasons on track. Meanwhile the stock is trading where it was over a decade ago and every quarter gets a new acronym instead of a new idea.

You don’t cost-cut your way back to being Nike. You win with product people want and a culture talent wants to stay in. Leadership has spent years torching both.

Stop renaming the problem. Fix it.

What is the true purpose of appointing an interim lead if the decision ultimately inflicts more damage than stability on an organization? While interim positions are theoretically designed to keep the ship steady during executive transitions, inserting an under-qualified placeholder into a highly specialized function often backfires. Instead of seamlessly bridging a gap, it frequently breeds confusion among staff, undermines trust in department leadership, and signals to the rest of the company that the role’s actual expertise is secondary. When a placeholder lacks the deep operational domain knowledge required to guide a team through ongoing budget cuts and structural shifts, it raises a fundamental question for anyone watching from the inside: do interim positions genuinely serve a strategic purpose, or do they inevitably cause more harm than good?

Oracle is going in Downward spiral. It has to break before rebuilding itself in certain areas. Some of the top management is ruthless as they are packed with their targets to meet.

But as a leader how much you tried to save your team ? or just accept the numbers proposed by your manager ? You guys know Oracle pays very less to team and you are not affecting one single person but a family.

I know there are lots of politics inside Oracle but tell from your heart how many individual's life you sc--wed up for your own ego and benefits and then felt for your mistakes ?

Karma will back-fire

Another ex McKinsey guy to head up a transformation office. That's 3 in the last 6 months, Alfonso, Ferry and now Harrison.

ARE YOU NOT TRANSFORMED??!!!

Is there anyone who knows the number of workers they plan to layoff? Specifically in the nurse case management departments? Our leaderships vagueness while simultaneously pushing this will be a broad/large layoff is concerning. CM is eternally behind and cannot handle the volume of referrals appropriately as is and that is not something AI can fix no matter how big the investment. People have more complex diagnoses than ever and need clinically educated human support to navigate them.

What does everyone realistically think is going to happen with K-12 after this reorg? At this point, layoffs feel inevitable. Leaders are leaving left and right, morale is tanking, and employees are being left to wonder whether they'll even have jobs. Meanwhile, leadership seems to keep making sweeping decisions without fully considering the fallout for the people actually keeping this company running. The lack of transparency is only making things worse. People are frustrated, exhausted, and genuinely scared for their livelihoods.

Is there actually a plan here, or are we watching things unravel in real time? Curious what everyone thinks comes next.

I have been following this site for a few years with never commenting. I recently left voluntarily. Never forget the bank will never appreciate the sacrifices you make for the institution. They will grind you up and sp-t you out without hesitation. And it’s only going to get worse in the coming years. Don’t let them take advantage of you and hold their feet to their fire and never forget they are your adversary and not your friend. Take advantage of them before they do it to you. You have been warned.

Do you think these Transforming Out Culture email announcements are a little tone deaf as they just riffed a bunch of people yesterday? It’s like stay consistent while we constantly riff. They talk about integrity when they have none

When do you think they are going to start letting all the remote go?

All at once or in waves to avoid bad press?

I really think she handled that poorly and the way it was presented was short sighted. Why would you say something like that and then expect your remote or even hybrid workforce to even care about their jobs anymore.

BNY su-ks. It’s full of JPM career coat holders now. I hope it fails miserably

What the he-l happened to Service Costing, Marketplace vendors, VMO, AI Competitions and all the other BS they used to subject us to?

We have the same EMT but suddenly they realized all those things don’t matter? WTF did we waste so much time on them? All that time could have been better spent preventing MI’s.

Who is accountable for the lack of judgment?

Maybe I’m overthinking this, but at some point you have to wonder whether all of the transformation, optimization, prioritization, realignment, simplification, restructuring, strategic focus, operational efficiency and whatever other terminology happens to be in circulation this quarter is actually accomplishing anything, or whether we’ve simply developed a more sophisticated vocabulary for saying, “We’re changing things again.”

Every organization evolves. Priorities change. Markets change. Technology changes. Customers change. Nobody reasonably expects a large company to operate exactly the same way forever.

But there’s a difference between genuine transformation and constantly rearranging the organizational furniture while insisting that everyone admire the new floor plan.

Every new initiative inevitably seems to be the one that will finally simplify everything created by the previous initiative that was also supposed to simplify everything.

First we centralize because decentralization created inefficiencies. Then we decentralize because centralization created bottlenecks. We consolidate roles to eliminate duplication, discover nobody has enough bandwidth, and distribute the responsibilities across three other teams. Layers get eliminated to “flatten the organization,” only for new layers, titles and reporting structures to gradually reappear.

Through all of this, employees are expected to remain agile, engaged, innovative, customer-focused, cost-conscious, strategically aligned and apparently capable of interpreting PowerPoint slides containing six arrows pointing in different directions.

Maybe that’s modern corporate life. Or maybe the machinery of transformation has become a permanent business function unto itself.

The question I keep coming back to is pretty simple: Are we actually building a better organization, or have we just become exceptionally good at continuously reorganizing the existing one?

What makes this harder to dismiss as simply “the way things are in IT” is talking to friends at other technology companies. Their experiences sound completely different. They’re excited about their jobs, optimistic about their companies’ trajectories and enthusiastic about what they’re building and where their organizations are headed.

They talk about growth, innovation, opportunity and the future, rather than another cycle of restructuring, uncertainty and waiting for the next organizational announcement.

And maybe that’s the part worth thinking about.

Perhaps constant disruption isn’t an unavoidable feature of working in technology after all. Maybe there really are companies where transformation means building toward something, rather than repeatedly dismantling, reorganizing and renaming what’s already there.

There’s something to be said for working somewhere with momentum, where leadership appears to have a destination in mind and employees can actually see themselves as part of the journey.

Maybe the ultimate measure of transformation isn’t how many organizations, reporting structures and strategies a company can change. Maybe it’s whether the people who work there can still look at where the company is headed and genuinely say, “I want to be part of that.”

Curious whether others are seeing the same thing.

Huge layoff. division vice president is gone. What’s next?

Did he set ant direction in the all staff this week? What's the new plan.

People have said you reap what you sow. Zero transparency in how things are run and excessive corporate greed will be their undoing.

Delusional and tone deaf coupled with toxique positivity - does the boat need to completely capsize before they wake up?

Non-GAAP EPS came in at $0.70 and beat the Street. Public cloud ARR hit $700M, up 11%. Adjusted free cash flow $96M. Total ARR still climbing. Recurring is 90% of the business. SM and SA reaffirmed the full-year ARR and cash-flow outlook and raised EPS guidance. That’s what happens when leadership actually leads.

A leaner company is a healthier company. Some people left. That’s not a tragedy, it’s how you fund AI and keep the people who produce. If you’re still here, congratulations: you got the easier assignment. Do the work. Raise your output. Stop confusing a performance bar with cruelty.

While half this forum practiced fortune-telling, the ELT steered the company and the results showed up on schedule. Remarkable how often the loudest voices had the least to show for it. Work harder. It’s not complicated, and it never was.

I know the sad folks on this forum won’t recognize the great work being don’t, but listening to Dan, Alfonso, Christina and Tony lay out our agenda and plans for the next year we’re exhilarating. I have never been more impressed and enthusiastic about Verizons direction. Best days are ahead!

Srini is out after losing $100B.

With kindness and compassion.

With the chip market taking a dive and possible post election restrictions on datacenter growth, it’s inevitable that Lenovo ISG sales will crater. The only thing keeping them afloat is that they’re the only option when Dell and Supermicro don’t have supply. You can just feel that the higher ups will see this as an opportunity to make very deep headcount cuts soon. Time to update the resume!

Curious what the market is going to make of yet another quarter of declining revenue at OpenText. It doesn't seem like worldwide sales leadership setting strategy has been successful. TC has had several years to turn things around. Hasn't happened. Why is he still here??

Just as noted months again here, AB becomes CFO. She was openly telling us she would be the next CFO as far back as early 2025. Disaster in professionalism and C Suite disaster. She gets the job as a close friend with her days with SF in Cindy. She failed at Hertz and her only requirement was to let go as many people as possible. Her personality is mature not mature or suited for the role but C Suite hires by SF are almost as bad as the stock.

like every good worker bee I use Copilot to sp-t out slop to send up the chain reporting on what's going on. Well, when chatgpt digs deep it finds stuff like "contingency planning" and "succession planning"

SD will be out of OI around Q4/Q1. Expect a bloodbath of a re-org as all units under OI get badged as Optum.ai and every leadership line is chopped and reset under single verticals each for Payer, Provider and LS.

14 cents a share. Investors expected 25 cents a share. At this point in time, I’m shocked investors expected anything above a zero. Is this the best Hertz can do on their only profitable quarter? How’s Gilly Bean still employed?

Do not allow your direct leaders to attempt to normalize layoffs as though it were just part of doing business and should not be considered personal.

Layoffs are VERY personal and should be considered as such. Some people never recover and end up losing their homes and end up homeless.

SPEAK OUT!!!