#leadership

Is anyone aware of layoffs that are upcoming for enterprise imaging? There was an org restructure (as there always is) so many of us are moving under a diff leadership structure. There have also been requests to provide more info on our roles and what we are doing on a day to day basis.

“Wrong is wrong, unless it helps
You.”

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I spent years trying to earn a promotion and the bonuses that come with it. Every time I got close, something changed. The metrics shifted, the requirements increased, or the timeline got extended. At first I thought it was bad luck but then I noticed the pattern. They moved the goalposts on purpose. They kept me just close enough to keep trying but never close enough to actually get there. If anybody is wondering, I never got the promotion and I wasted years chasing targets that were designed to move. Now my main focus is to find something else so I can leave.

We lost too many folks lately to quitting. Why are you doing this horrible leadership favors? They're overjoyed whenever anybody leaves because that means they save money on severance. Just wait it out. At this point, it's a matter of time before most of us are laid off. Which means that you're losing out on severance by walking away.

I'm a level 7 individual contributor in tech in my early fifties. With four kids soon all in college and a late start (last year) on active retirement investment, I plan to work till age 65. I actually enjoy my work and my team at Fidelity.

Assuming I wont' be laid off, is it a realistic expectation to work till that age, as an individual contributor or should I transition into one of those "leadership" roles to stay on longer?

My group is small and kind of isolated from the rest of the company. And nobody here wants to leave. The pay is good, we don't work crazy hours, and leadership keeps telling us we're safe. Whether that's true or not is not certain, but it's enough to make people want to stay.

This is going to be interesting to watch. Any predictions on how this'll affect the rest of us?

Meetings in person with Jim C to discuss current issues with GEM program as it is slowing down and people are asking lots of questions. No invites and only emails with dates and times.

This is what happened two years ago and then we had 1,000 of people being laid off.

Just thought I’d leave this here since so many are afraid to say it.

While the media fawns over Michael Dell hitting the $1B mark in "donations" to UT Austin, let’s look at the predatory math behind the headlines. This isn’t a gift to the public; it’s a masterclass in how billionaires use the Trump-era tax code to privatize our social policy.
Dell isn't donating "hard-earned cash." He’s offloading highly appreciated stock to his own private foundation to wipe out his tax liability. Every dollar he "saves" in taxes is a dollar stolen from the public treasury—money that should have funded basic community clinics and rural hospitals. Instead, it’s being funneled into high-tech "AI medical hubs" that serve as high-interest monuments to his corporate interests.
The "20-year promise" of his child investment accounts is even more insulting. He’s promising a few thousand dollars for a child in 2045, paid for by the massive tax breaks he gets today. Meanwhile, those same parents are drowning in healthcare costs. Family premiums have jumped nearly 50% in a decade, and high-tech centers like Dell’s only drive those costs higher by forcing an "innovation arms race" that hospitals pay for by hiking your rates.
We are literally subsidizing billionaire legacies with our own medical debt. This is the endgame of extreme neoliberalism: a world where the 0.1% decides who gets to survive based on which social problems look best on a building. We don’t need more billionaire "favors"; we need a tax system that doesn't treat the middle class like a piggy bank for the elite.

Why did it take so long to officially announce Omar’s departure? Jeff has been in the role since February.

At AT&T, that apparently means trimming ambition, stretching timelines, and praying no one notices the difference between discipline and drift.

Leadership is something that employees aspire to become one day. Our leaders are nothing but that. These are people who are so called HiPos stepped over others, stayed not more than two years, did nothing of value to the corporation but perception and favoritism moved them up and is reflected in poor leadership and zero vision that we see today. They travel for no reason, present mundane powerpoint slides just to show that they are busy to their division. Where will it end? These are the people that board trusted to lead in to the future?

Will he do better than DF did at Ford?

“General Motors Co. wooed new executive Sterling Anderson with a $40 million hiring package to leave his Silicon Valley autonomous vehicle startup and join the Detroit automaker in 2025, according to a financial disclosure filed Monday.

Anderson received $16 million in 2025 as the company's executive vice president, global product and chief product officer, according to a U.S. Securities and Exchange Commission filing. The rest of the $24 million will be paid out this year and next.”

Binance co-chief executive Yi He announced no significant layoffs are planned. This stance differs from many tech firms cutting jobs. Binance instead prioritizes new hires and global expansion. The company aims to reach three billion users worldwide. Yi He views AI as a productivity enhancer, not a job replacer.

https://stocktwits.com/news-articles/markets/cryptocurrency/binance-ceo-says-no-large-scale-layoffs-planned-amid-ai-job-cuts/cZBdgYuRIzB

This worrying trend of "side hustles" has me concerned for the support I (won't) get from colleagues when needed.

I have emailed senior management regarding engineers circumventing their Teams statuses, mainly via scripts, in order for DXC to start looking into ways of identifying those responsible.

I doubt anything will happen but hopefully we can rid the company off these non-team players. I recommend doing the same. A few colleagues are following suit this morning and sending their own concerns.

Mass layoffs are increasingly common, often involving thousands of roles at once. How senior leaders handle these decisions profoundly impacts organizational trust, talent, and performance. Research indicates that while layoffs offer short-term financial relief, they can damage long-term engagement and institutional knowledge. Effective leadership during layoffs requires clear rationale, human conversation, and dignified treatment of employees. Companies must prioritize support and transparency to maintain a strong culture.

https://ca.finance.yahoo.com/news/layoffs-leadership-test-executives-193830410.html

$87.71 today and climbing.
Read it and weep.

Not a bad job by the top execs

Soon…..

If you missed the Town Hall that just ended, you missed a great one! Both inspiring and sad at the same time as we are losing our best leader in the company. But I am hopeful KG will do his best to fill DF's responsibilities.

any company in the world, after certain growth it becomes mature, lackadaisical, entitled, and full of you know what! That is where Nike is and stuck!!
Unable to crawl out of sh4t pile that they slipped and fell.

EH just joined Nike when they came out with "Just Do It" campaign because they were young and hungry while living on the edge. Now, JDI means how to print on the T=shirt and sell it for $25.00 when it cost only $3.00 to produce.

Nike only know how to play prevent defense and that will prevent you from winning.
According to dearly departed John Madden

• Layoffs: Ongoing fear of continued or phased layoffs; perception of quiet reductions and outsourcing
• Leadership: Low trust in executives; frequent criticism of decision-making and communication
• Culture: Reports of low morale, cynicism, and “toxic” or inconsistent management
• RTO policies: Major frustration with inconsistent return-to-office enforcement across teams
• Pay & reviews: Belief that raises and ratings are predetermined; weak merit increases and bonuses
• Career growth: Limited advancement opportunities; employees feel stuck or disengaged
• Attrition: High voluntary turnover, especially among experienced staff
• Technology concerns: Anxiety about AI replacing roles and increased employee monitoring
• Workplace stress: Frequent mentions of burnout and mental health strain

Overall: Negative sentiment centered on job security, leadership trust, and workplace consistency

Windstream/Kinetic employee here looking for advice or feedback on all your former leaders coming over here. They are not making friends and ripping the company that we spent nearly a decade building apart. They have come in like a wrecking ball and it seems if you are not part of their inner circle then you don’t mean anything to them. They might be smart folks but their people skills are awful and the only opinions they care about are their buddies they brought over. Are you happy they are gone or do you miss them? Help me understand my future lol

The whole world is changing to work from home due to energy crisis.Only these jokers ask everyone to come in person on all 5 days,badge in badge out..
Wonder where the priorities are.Org changes across the board by new SLT.Hopefully that revives the titanic

They decided everything about the old way was bad. So they changed it all. Constant layoffs now. A reorganization that failed completely. Revenue keeps dropping. All they focus on is cutting costs. Ethics failures keep happening. Promotions go to the wrong people. The environment is toxic. Fear and distrust are everywhere. Leadership never tells us anything useful. If you hated what Ford used to be, you'll love what it's become. The rest of us are just watching it fall apart.

How much money did we waste on Metaverse? Upwards of $90 billion? It was obvious for years it was a bust but when somebody's ego is so big they can't accept that their brilliant idea is pure sh-t, that's what you get. How many jobs that money could have saved?

My group has been on the do more with less treadmill for two quarters. And it's not slowing down, it's speeding up. I've done a huge amount of work, delivered results, kept things running. But leadership doesn't support us. They never have. You can't treat people like rows in a spreadsheet and expect them to stay. We lose one more person, and I and a few others are also gone. This company deserves the bad leadership it has.

I am curios to see the responses. During my career at State Farm I had 6 managers. Honestly, out of 6 managers only 1 of them was a decent human being. The other 5 are horrible people.

Any thoughts or insights on the business deposits team under Chris Starr? I recently applied for a position. Pay range is great but I’m wondering what leadership is like.

If RTO policies are enforced with strict measurement, tracking, and compliance expectations across employees, why doesn’t the same rigor apply to Cloud leadership (Head of Cloud and his directs)?

GL17/GL18 leaders—many already significantly compensated from prior Amazon equity and long industry tenure—operate with materially less visible accountability, while execution is heavily dependent on engineering teams under them or contracting firms.

The pattern is consistent: delivery is externalized or engineering team , credit is cloud leadership , and accountability becomes diffused.

If operational discipline is the standard, it cannot be selective. It must apply uniformly across all levels—including senior leadership—based on measurable impact, not hierarchy.

Otherwise, it stops being governance and becomes structural protection of the top layer.

Morale at Cherry Point feels like it’s at a historic low. What was once considered a standout site in the Pacific Northwest, known for its strong culture and sense of family, feels very different today.

Many employees feel disconnected from leadership, and recent organizational changes have made the refinery feel unfamiliar to those who have been here for years. There’s a growing perception that leadership is not fully engaged with the workforce or the site’s legacy culture.

Recent safety concerns have only amplified these feelings. Employees want to feel heard, valued, and safe—and right now, there’s a noticeable gap between leadership decisions and workforce sentiment.

Cherry Point has always had the potential to be exceptional. The hope is that leadership will re-engage with the people on the ground and work to rebuild the trust and culture that once made this site so strong.

If you currently work here or have worked here recently, I’d be genuinely interested in hearing about your experience. Is this something others are seeing as well?

New mandate from my leader, no jeans, no hats, no tshirts, and no shorts (until after a certain date).

I wasn't aware we were going to be seeing customers in the office. Oh wait we aren't. It would be different if our building wasn't falling g apart, full of mold, constantly under construction, or the air/heat not working. Let's also not forget our desks are absolute garbage and falling apart. Maybe they should give their employees working equipment and a decent setup if they expect them to look like they are ready for a board meeting, let's not even talk about the massive pay cut. They expect us to go buy new wardrobes on 40k salary when people are struggling to fund our VPs lakehouse???

Wake the fu-k up Dell leadership and stop treating your people like garbage. You at least used to PRETEND that your employees were important, OR how about this, throw us all a nice dinner since you are so intent on constantly FU--ING us.

I’m at the skunkworks, and since the Doug news broke, the mood has shifted pretty noticeably. A lot of us feel like the clock is ticking. Once Farley’s out, we lose our last real advocate for keeping this operation in California, Alan Clarke aside, but Dearborn’s not going to fight for us. I’m expecting a mass exodus, and the wild part is they haven’t even finished the Long Beach construction. We all know what Blue Oval City represents, so nothing feels off the table right now.​​​​​​​​​​​​​​​​

When I first started working in tech many years ago, layoffs were something to be avoided at all costs due to worker impacts. Companies did everything possible to avoid them. I quickly learned the difference between layoffs and reduction in force. It seemed layoffs were temporary and you went back to the same job RIFs meant your job was gone mostly to changes in business versus offshoring. No leaders took joy or reward with either event. Of course, times are different now, but taking pride in how many consecutive quarters you can purge people is still wrong. I hope Charlie get karma for the manner in which he is conducting his CEO actions. God Bless Wells Fargro American workers.

That's my manager. Everything is burning around us, we have so many issues, don't even get me started on layoffs-related morale drop, and all he does is ignore everything and drinks his coffee. And these are the people that are considered leadership at this place?

EM takes action the way a broken vending machine takes your money. You put something in, you hear a noise, and absolutely nothing comes out.

Our group had an all-hands meeting recently where we spent 45 minutes witnessing managers patting themselves on the back and 5 minutes of dodging questions about backfilling roles, future layoffs or severance. So yeah, super useful and effective. I'm still trying to figure out what was the point.

How in the world could the BOD and leadership disrupt the entire transformation plan by letting DF leave and still think the plan can succeed? Asinine.

Managers, were you actually blindsided or is that just the line?