#leadership

I feel a bit apprehensive about the upcoming Global Employee Meeting. Our results were good and beat market expectations and I know I should not feel this way. We have a lot of positive cash flow and can sustain good growth if we continue the trajectory. This is one of those times where smart CEOs and executive boards and supervisory boards (elected) would try to invest in more headcount to get an edge over our competitors. But I know that will not happen because
1) The biggest SAP commitment is to create enough cash flow for executive board bonuses and group executive bonuses
2) The second biggest SAP commitment is to create enough cash flow for share buybacks. SAP intends to spend up to 2.6 billion € (without incidental acquisition costs) in the period from 5 February 2026 until 27 July 2026 at the latest. https://www.sap.com/investors/en/stock/share-buy-back/2026.html
3) The third biggest SAP commitment is to create enough cash flow for the AI fairy tale. I call this is fairy tale because the total cost of AI solutions, third party development to make those solutions work for SAP employees, operating costs related to AI and opportunity costs when having to fix AI mistakes is very high.
In fact, there are reports that AI costs more than the humans they are intending to replace. But compared to humans, they do not have "workers rights" and can be easily exploited at the cost of our environment.
4) Lack of empathy in our executive board members and elected supervisory board representatives. Every earnings call and global employee call has one or two speakers apologizing for something derogatory they said towards employees. This doesn't matter because they go right back to treating us like dirt again.
5) Commitment to fake HR plans. The new HR under Gina scrapped all previous HR programs and want to reinvent the wheel again. What this means is that they want to reduce workers rights and reduce employee benefits. And they create a lot of busy work for themselves to talk about but this work has no impact or has a negative impact on the SAP culture. We had HPOM and then Performance Management. God knows what atrocity they are brewing now.

This and many other reasons make me apprehensive about the Global Employee Meeting. I am expecting layoff news either as a big number or a small percentage every year. I wish we had the courage to fight back by giving low unfiltered scores. I wish we had more courage to elect better supervisory board members and not the same ones again and again because they have shown themselves to be executive friendly and not employee friendly. I wish SAP had a real long term strategy that went beyond "we are copying others in AI slop". I wish I didn't have to worry about having a job when I work for a company that is actually making a decent profit.

How are you all feeling about the Global Employee Meeting?

Just f’ing go

Everyone is leaving in waves. You don’t have to plan anymore layoffs! 🤭

Word of advice to Chuck.. you want to treat your employee like numbers? Well your employees will treat this company like a number. We’re just here to do the bare minimum and collect a pay check. It’s ridiculous for anyone to even think about working overtime unless we’re not doing sh-t.

Honestly, mine and many others view of this company has soured over the years after witnessing the wrongful decisions management over the years. Cutting top talent and pausing retirement match?

Then you want your pawns to say it’s all part of us adapting into the future?? well, we’re all adapting to the future too by moving to better companies. You’ll be lucky with any talent at the end of this. Vistance is a failing company that continues to use artificial talent in India to replace top Silicon Valley talent.

Cheap out on employee pool, and your company will be cheap too. And to the investors, you all are stupid AF.

Ruckus and arris folks, continue to leave this place 👏 and one last think f you Chuck!

Moody's downgraded Conduent to B3, which is the equivalent of junk status. Too much debt - and now difficult to fund its operations given the high borrowing costs. New CEO Harsha Agadi not making any progress.

Yes layoffs su-k, but coming back if we aren’t cut to the same bloated, toxic and clueless tech leadership is going to be brutal.
Not confident any meaningful cuts will happen at the tech leadership level. Will still be director reporting to director reporting to a couple layered sr dir under a couple of layered vp’s.

It’s gonna be a bloodbath. Diabetes exit means more corp fat to spread into OUs. OUs are gonna get sla-ghtered because GM and his EXCOM cronies protect their own.
OP: @ba+1kq2kdgae

Rings true to me. If someone knows more, please share.

Every job has its pros and cons, but here the bad has been steadily outweighing the good for years. I've got some savings, and I'm not exactly optimistic about the job market. But begging to stay and being consumed by fear over losing the job? Not happening, even though leadership would clearly love to see us on our knees.

I think things are looking up at Fiserv.

Vishay is good. He understands core banking inside out. There should be a lot less chair shuffling as an earlier post suggested. Of course, that someone, the “she” who shuffles the chairs, is horrible to the health of Fiservants.

Good move to replace Barry as the CEO. She mismanaged the company in many ways.
Do you expect more layoffs when Bonfig takes over as CEO?

We are back to pushing new accounts for anyone that walks into the branches. “Leadership” is pushing for anyone that walks to leave with new credit card, new savings account , new checking accounts, mortgage and investment referrals without asking the customer their true needs. Back to the old culture as if it ever left.

Outside of now being a toxic place to work, has anyone come across a mgr or VP that should be reported to HR?

All of our systems are breaking down or don’t work anymore; career connect went from useful to a piece of cr-p, our recognition program lost all the points, the pay system that doesn’t allow you to get clear how much you got paid… it’s all on a downward spiral. Am I wrong? This is brothers Darren’s leadership and it’s going to bite

How many years does one need to grow a company? A lot of people have been RIF’d due to age, pay, or non-performance.
I had to perform each year! I did not get 5 years to show if I’m worth my salary. And did not have a parachute of $42m to go away either

I say the experiment is over, let Sarah and her C-Suite go and find a true leader and visionary. Not a glorified data analyst.

destroy independent dealers network who had connection with their local markets, customer base and worked hard everyday to maintain positive relationships from Nike and their local customers.
Each individual dealers knew the market and provided what customer demanded. And from broad Nike offering they selected and provided what customer wants
For example: I had couple of store where there were majority of population was Hispanic and I worked hard to provide what they wanted. And I had a friend who had stores in mostly African American inner-city area his store offering was totally different than mine. And a friend in Central Valley rural area had his own offering of shoes that people in his area wanted.
Now, Nike eliminated all of their distribution system that helped to get where they are.
Instead, they have a system where it is one size fit approach.

Greed is what it ki-led the Nike. They thought that they could do everything by themselves with their minimum wage staff in the store. WRONG!!!!

Communism failed everywhere in the world because they thought that being is big is the best answer but history has proven thousands of individuals will beat communist every time.

I was told that eliminating all the independent dealers was PK's idea and ditto for hiring JD as CEO.
PK built Nike but he is also main reason that Nike will face negative future.

Here is what I don’t understand. All reps and managers come on here to complain knowing that with this regime nothing is going to change. Look at the East same d-mb VP and same d-mb senior directors. They are a click. They hire people that will not rat them out or people that will not question their poor leadership. None of them have 1 leadership bone in their bodies. Ask any of them about their plan to lead their teams. It’s all calls and pips and write ups. The funny part is she said on the all managers call you need to inspire your reps. Bit.. you can’t inspire your yourself. If there is any real leadership they would all be gone now. I’ll keep this job till I find something else or better yet I hope I get riffed.

That is the exact message being sent with the appointment of HON to CEO of Lululemon. It’s disgusting that this website continues to censor every post like we are in greater china (with CS!) ha

Jokes aside, this is a serious matter - what is truly wrong with the world when the message is sent that you can destroy one of the biggest brands in the world and then get rewarded by becoming the ceo of a competitor. Absolutely egregious.

I’m sure this post will be deleted as everything is ultra censored on here but hopefully the message will come thru.

https://www.bankingdive.com/news/trump-calls-out-wells-fargo-banks-over-la-fire-response/818457/

President Donald Trump alleged Thursday that banks did not “step up to the plate” to help people affected by wildfires in Los Angeles last year, and singled out Wells Fargo as being “very difficult to deal with.”

Donald thinks WF is difficult to deal with?!?!?!? Try working for them!!!!!

Couldn't happen to a better company though, really. Maybe Donny does a Godzilla stomp on WF.

One star for the paycheck, one star for the high-speed office Wi-Fi I used to research my move to California.

If you enjoy the creative challenge of building a sandcastle while the tide is coming in—and the tide is actually your Executive leadership with a shovel—this is the place for you.

I spent nearly 30 months here as a contractor, and it was a masterclass in Dynamic Indecision. My weekly workflow was incredibly efficient: I would spend Monday through Thursday writing code, and Friday morning hitting Ctrl+Z because leadership had a "new vision" that was diametrically opposed to the vision they had during Tuesday’s stand-up.

The goalposts here don’t just move; they’ve been mounted on a Tesla and are currently speeding toward a different zip code. I eventually realized that intense pressure is just the sound the company makes while it’s spinning its wheels in the mud. Once I accepted that I was essentially a highly-paid digital eraser, the stress vanished.

I left this company with the same number of production-ready features I started with: zero. My legacy is a series of deleted branches and a lot of wasted electricity.

Since nobody knew what we were building, I had plenty of time to get handsy with AI tools. Thanks for funding my self-taught Master’s degree in Prompt Engineering!
I successfully used my 30 months of experience (read: paid study hall) to land a job on the West Coast.

If you actually want to build something that exists in the physical world, look elsewhere. My sincere hope is that the leadership can actually define the word "AI" before they accidentally spend another two years paying someone to delete their own work.

Pick a direction. Any direction. Even if it’s off a cliff, at least you'll be moving.

Accountabilty goals for HR Leadership this year
~Spot bonus program for employees
~~<Employee Recognition Programs
~Gift Cards
~Birthday/Wedding/Birth/Death-Flowers and Cards.
~~Eliminate bias in the incentive comp plans. ~~Capital Management and group sales reps should not get quarterly bonuses. Unfair. Offensive
~~More employee committee participation at Board of Director level
~More benefit enhancements
~More employee recognition in Annual Report
~More employee input in decision making
<Eliminate excessive performance evaluations waste
~At least $5K raise for every employee making under $150K per year.
~release employee survey within 1 month after employees complete it.
~mandatory WARN notices in advance of layoffs
~early retirement buyouts for all eployees over age 55.
~Eliminate monthly webinars. Replace with reruns of "The Office."

There used to be a real sense of looking out for each other — that’s what made this place different. Lately, it feels like that’s been replaced with back-channel conversations, politics, and a constant need to watch your back( since the near shore, off shore concept started) They have more holidays, vacations that us folks .they are cost effective for l10 and below but most of them are banded and they definitely are not mature for it. No back ground check just got hired . i have few in my workspace.

It’s getting harder to trust intentions. Decisions don’t always feel transparent, and visibility doesn’t always align with contribution. That creates an environment where people are focused more on positioning than actually delivering.

Also hearing increasing concerns from the I&O space — behavior that comes across as bullies, b***, aggressive or dismissive, which isn’t what we should be normalizing as ‘leadership’ or ‘accountability.’

This isn’t about one team or one geography — it’s about the culture we’re building. If we don’t address it, we risk losing what made this place strong in the first place.”**

How long they can keep the lies so sweet? Each quarter blame the same issue. Really? obviously anyone can use AI to tell the problem is the management. That Ken West baby should retire...

Been reflecting on this lately and wanted to share. The new PMP Process has been a real game changer for how we get work done. Its simplified so many steps that used to drag on forever with all the old layers and approvals. Now things feel cleaner, priorities are clearer, and we’re actually delivering results quicker without losing the important checks.

What I like most is how it lines up well with the We Lead behaviors. Leaders give clear direction, teams stay aligned, and everyone still has a voice in the key decisions. Cross functional handoffs are smoother, less back and forth, and projects that used to stall are moving forward. In my area we just closed out a couple deliverables ahead of schedule that wouldve taken weeks longer before.

Chevrons new approach here feels spot on. Its helping build that operational resilience and shared purpose while keeping us focused on what really matters. Makes the culture feel stronger and honestly one of the reasons Im optimistic about staying long term, even with all the changes in the industry.

Anyone else seeing the same benefits from PMP? Especially curious how its playing out in the field or ops side. Are you noticing faster delivery, fewer bottlenecks, or is it landing differently out there?

Would love to hear real experiences.

Nepotism is everywhere, sure, but this place has industrialized it. Leadership’s kids, cousins, college roommates, golf buddies, family friends, Intel connections, and basically anyone who’s ever made it onto the holiday card list get quietly slotted into comfortable roles, while layoffs sm--k around the downtrodden and the rest of us sit here waiting to see whose number gets called next. And somehow, they still have the audacity to parade it all over LinkedIn and every other social platform like it’s a leadership masterclass, a kind of “how to succeed in business” series where step one is simply being related to the right person. At this point, merit isn’t just optional, it’s almost suspicious.

And it's deliberate, because talent costs money. But people are the foundation. Everything else can be replaced or fixed. That can't. Especially if you’re gunning to stay on top.

Everything with WI is re-orging. I heard first week in May it’s announcing and paired with a RIF. Mostly affecting squad and chapter leaders.
OP: @b3+1kpv2g06d

Stock down 25%

Are we going to have layoffs next week?

Maybe replace SP with AR. Our life insurance policy rebrand is driving the company to failure. Could make former frontier exec take AR’s place and save big $$$ that way instead of cutting heads. Could also cut marketing operations too, their headcount will save a few million $ annually.

I am sorry this is happening and leaders like MF should be fired and mid tier manager; that don't know how to manage up and balance.

Ytd: WFC down almost 14%

Broader large financials: down 5.4%

Charlie Scharf, a banking legend only in his own mind. The growth is not materializing. I give him about 18 more months. Maybe he-l move to Chase when Dimon retires and f@&k them up too.

Some in management loved to play political games in the company. Like it was fun. Why? Business isn’t a game for those trying to earn a living.

I am considering a role in private wealth in Minnesota. Reading through these posts, there seems to be a lot of employee frustration. It seems much of it is around RTO and it appears much of that may be in other business lines. Can someone in private wealth share the good and the bad?
Specific questions:
1) I am being promised a sizable book of business due to departures last year. Historically, will these clients be loyal or are they likely shopping as they haven’t had an advisor?
2) I am being told many referrals and new business opportunities are available via internal bank channels such as the commercial bank. Is this accurate and how many referrals should I expect each year?
3) I’m receiving mixed messages around what has caused the recent employee turnover and how much there has actually been. Can anyone share what is accurate? I’ve heard anything from 3 people left in 2025 up to 25, so that’s quite the gap.
4) I’ve often heard US Bank technology is behind, but I have been told that is no longer the case. Specifically mentioned was salesforce and the integration of daily work. Do you feel the technology allows you to be successful?
5) Leadership - this site has many negative posts about senior leaders, but the local leaders I have met seem to engaged and ready to support me. Is that accurate?

Thanks for your willingness to share to good or bad. I’m excited about the opportunity, but nervous I may be missing something.

It is about time for regime change.
18 months and all he does is fire people?
And not one positive thing came out in 18 months that he has been here
preaching positivity.

Dear Intel HR, and Lip BuTan,

My former undergrad mate went to Wharton (MBA finance), entered the industry and was mentored by the likes of Dan Niles. His view on justifiable Head Count for Intel Inc.

Design team = 20,000
Manufacturing = 40,000
Total = 60,000

Scrutinize, double scrutinize and triple scrutinize each and every engineer and upper management, especially the dead wood at HIGHER grades. Most of them are needless overheads and only serve to drag the company down. This is the ERA of AI assisted development...
Leverage AI assisted development to layoff DEADWOOD.

As an INTEL INC's investor (long term) and a significant retail investor of INTEL INC.,
I humbly request the above in the BEST interest of Intel Inc - for all INTEL employees, all investors, all partners, and the entire semiconductor industry, ...

Thanks and best wishes,
A US citizen and Intel Inc long term investor

First layoff I get it. Oops over-hired.

But second and third. No. You can't consistently make mistakes and be competent as a leader.

I mean, the leadership is terrible, the ability to grow professionally is nonexistent, and fear of layoffs are a constant thought. But the people are awesome, I love the culture of inclusivity, and I like browsing the Slack channels. This is my favorite company I’ve worked for in terms of colleagues.

I’ve still got one foot out the door but the people here have always been awesome. Just wanting to bring some positive vibes.

Looks like from the outside Target is doing really well. Stock price is way up, lot of positivity on LinkedIn and social media from leadership, employees on social media seem really happy. Fiddelke said that they will also have positive comp sales every quarter this year. Is Target back?

Business is tanking. Products are not inspiring. Leaders are performative

Where have those quarterly surveys gone I wonder?

If Apple can get a new CEO, why can't Q?

I started in 2010 under the Rust years. The golden years of State Farm. Ed treated every employee like family. I worked in the old Mid America Zone and boy were we treated right. I had coworkers in the Murfreesboro and Newark offices who loved coming in. I knew people in Kalamazoo and Winter Haven who were working when Ed Sr still ran the place.

Fast forward to Tipsord. We knew he was going to change things, but he didn’t hide it. He knew what he wanted and despite the old culture pushing back and keeping him in check - after COVID he at least had some respect for us (although more likely he knew he was retiring soon and didn’t care anymore).

Now we have Farney. He’s been with the company for decades. Several soon to be retirees thought (as I did) that he’d bring back the golden era (or at least something akin to it). Boy were we all wrong. Everything that comes out of this man’s mouth is ‘we do it because our competitors do’. What happened to the State Farm that led this industry? What happened to the State Farm that treated customers like neighbors because executives treated employees like family?

It’s a sad day when people in the HUBs have to go in office more when 40% of the workforce gets to work from home full time. This company isn’t State Farm anymore and honestly I hope this year shows the board that the current C suite is not equipped to be leaders.