#leadership

For those working in tech, does anyone have the inside scoop of what changes are on the horizon? I heard they are cracking down on being in the office X amount of hours per day, new desks are being built on the tech floors, lots of leadership has left and the ones who have remained some have been shuffled around.

I’ve never seen this many people leaving at once. This isn’t normal turnover. This is a mass exodus, and everyone knows exactly why.

You forced a five-day RTO that nobody wanted, layered on tracking that feels like a maximum-security system, and created an environment built on fear instead of trust. People held out hope it would get rolled back to something reasonable. The notorious 8/1 email ki-led that overnight.

Since then, it’s been a steady stream of exits with a significant ramp in 2026. And it’s not random. The people leaving are the ones with options. The ones who actually drove results. The ones you can’t replace.

Who replaces them? Not “top talent.” It’s the bottom quartile of talent, whoever is willing to accept a five-day, heavily monitored, in-office model in 2026. That’s a much smaller and much weaker pool. That’s just reality. It’s the most desperate undesirable people with no other options. Nobody is choosing this model if they have a better option.

So what you’re left with is predictable. High performers check out or leave. Everyone else learns the game. Swipe in, sit down, do the minimum, go home. Because that’s what you’re measuring now. Presence, not performance.

This is a direct result of the decisions being made in the c suite. And it’s hollowing the place out in real time. Congratulations stink, you’re going to be the chairman of nothing. Your legacy is tarnished and getting worse by the day. Tick tock, time is running out.

Humana's 5 highest-paid execs in 2025 - Becker's Payer Issues | Payer News

https://www.beckerspayer.com/workforce/humanas-5-highest-paid-execs-in-2025/?origin=PayerE&utm_source=PayerE&utm_medium=email&utm_content=newsletter

Heard from my leaders that Stock Together was approved. We'll be getting email soon (i don't know specific date) on details.

https://press.spglobal.com/2026-03-31-S-P-Global-Names-Firdaus-Bhathena-as-Chief-Technology-Transformation-Officer-to-Lead-Next-Phase-of-Growth-and-Innovation

Look at the faces in the crowd of the Employee Culture recap video and tell me that Business Leadership still believes the koolaid they’re peddling sounds delicious to the employees. What a joke. No clue

Our department has lost many members over last month, how are we supposed to handle the remaining workload effectively? Leadership in this organization doesn’t care about the people just the outcomes that they deliver for them to go to LinkedIn and post about. The culture has become so demoralizing that most of us no longer have the appetite to keep working without saying something.

To write a Charlie Scharf earnings call commentary, and co-pilot nailed it.

Replace Senior Management with ai, they're all just a bunch of group thinking robots anyway

One of the funniest things I’ve ever witnessed in corporate America happened last week. Our tone deaf executives stood in front of a room and shared a half a**ed set of things we should care about. Then instead of making their “I will” statements back to the work force they had employees “commit” to their ignorance by reading statements.

News flash: Read the surveys. Less than 20 percent of the company supports the leadership team. Rumor has it we are going back to the office because the biggest proponent of going back to office has a spouse he can’t stand 😆😆😆

The company is going through turmoil and more and more people will continue to leave, can’t blame them at all. Thank goodness I’m in the final round of interviews. Instead of making things better they are getting more erratic.

GEHC has fallen so far in recent years. Sad and upsetting to see.

Corrupt leadership that care only about themselves. Do they know it is their fault? Do they care?

We still haven't recovered from the last RIF. No technical talent left, they would rather have an army of project managers... Leadership would rather have us work on schedules than get real work done.

I'm out. Don't let yourself go down with the ship.

Nike started acting like Shoe King instead of a Shoe Dog, and that is the problem....Go back to your Roots and begin again! Don't try to correct. Start with a fresh outlook with the same thrive and energy as PK and Bill Bowerman....Do not RESTART! Rather STOP and RESTART FRESH!

How far does the stock have to fall before someone realizes we have the wrong leadership? The Ferriswheel sold worldpay to FIS and then became CEO of FIS. Spun it as a great thing to jettison it. Wow! She really is amazing for her own net worth. While the shareholders and employees keep losing, she wins. Let me guess more cuts are coming because that is all she and her BFF can come up with when they catch heat. If McKinsey was public, it would have been a better investment than FIS. Meanwhile go tell the banks these are great changes for us. Look at the pretty dolphin.

Nike’s entire board ought to be scrubbed at this point too. Zero accountability for failings of successive leadership teams. Waiting on evidence they take their fiduciary duties to shareholders seriously at this point. Activist and buyout the best outcome at this point to break cycle of layoffs and restructuring to hide lack of real strategy and leadership…

One bad idea after a other - so many to list but let’s take MEC for example - we spent hundreds of millions to build - the “consultants” and internal Verizon lifers in leadership said it’s going to be revolutionary and make us billions.

Results …. Squat! Yet these 30yr veterans are still walking the hallways of basking ridge touting their accomplishments.

When will there be accountability ability to leadership and not just the people under them who executed the orders.

We need fresh leadership and new ideas - period!

conviction and belief then
THEY SHOULD WORK WITHOUT COMPENSATION IN LIEU OF STOCK OPTION.

THEN WE WILL BELIEVE IN EVERYTHING THAT YOU SAY.

FCRM/FCM remote OR employees were told by executive team, they would be displaced in October 2025, 4th quarter. That came around and they changed the date to the 1st quarter of 2026. Now into the 2nd quarter of 2026 with more empty promises and no displacement in sight. Prevent Ai not working as planned 😂 buggy program and they need to keep senior staff around to balance out the cascading CPH metrics. Also changed to IPH and lowered metrics because Fraud Agents are underperforming with a rushed Ai product.

Sabrina’s out. Jordan gets promoted, takes a vacation, and then just… doesn’t come back. No explanation, nothing. And we’re just supposed to keep rowing like nothing happened.

Here’s what nobody’s saying out loud: there’s no consistent VP. No one at the helm long enough to learn the people, the work, or the direction. Just a revolving door of “we’ll figure it out” while the team down here actually figures it out.

And the AVPs we do have? Uneven is generous. One of them runs the floor like a queen holding court — he decides who’s in favor and who’s invisible. Favorites get favorites treatment. Everyone else gets managed by his mood. And his mood? It’s a full weather system. Sunny for the chosen ones. Everyone else checks the radar before they speak up.
This isn’t a talent pipeline problem. This isn’t a process problem. This is a “who is actually leading this organization and do they even want to” problem.

Good people are leaving. The ones still here are doing the math.

Fix the roof or stop being surprised when it leaks.

How much is the Jordan brand, and by extension its ego and entourage, costing Nike?

It is that time of year again when management suddenly becomes visible.

All year, there is little to no real contribution. No ownership. No meaningful involvement. As layoffs approach, the performance begins. More meetings. More noise. Sudden interest in high profile accounts. They attach themselves to work they did not do. They claim ownership of outcomes they did not drive. They speak about customers they do not understand.

This is not contribution. It is theater.

Everyone doing the real work can see it. The gap is obvious. The only reason it continues is because visibility is rewarded more than substance.

A textbook case of the Peter Principle. Competence is optional. Looking competent is enough to survive.

The truth is, Oracle was an ocean of innovation once, with mature software development that was run by adults. We believed in being a place for responsible and business oriented work/software, and to be a company that made other companies successful. Kinda like "All ships rise with the tide". A quiet confidence. The Oracle name had cachet. Sure, we lost people during mergers and aquisitions, but those were logical business decisions. Where did I fit? I came into Oracle's influence around 1997, and I was in and out of Oracle several times. The stories I could tell. However, the stories were within the norms of a company that was run by adults. Good and bad. I look around my life, and Orace paid for everything. My life is what it is now, because of Oracle. There was good. There was great. There is no way I can ever say that Oracle was a bad experience overall, but I can surely say there were some horrible times. Things started to go really bad, when Oracle got a case of insecurity and heavily recruited from AWS. Like the AWS folks had some secret sauce to take Oracle into the "new age". The AWS folks - or shall I say - refugees, hated AWS and jumped ship to be in Oracle. Sadly, those people who left AWS, for whatever reason, brought those same dysfunctions into Oracle. You could see it in how they interacted with "Oracle people". Yeah, the AWS transplants felt that the Oracle people were old, without innovation and at every chance, they replaced/cancelled where they could. Those AWS folks HATED Oracle! Crazy right? You left AWS because it was a terrible place to work, then you came and hated the people that hired you? We saw this happen over and over. If you want to see where this layoff cruelty came from, look no further than who came from AWS. Instead of being an ocean of innovation at Oracle, we have islands now...and they are shrinking. I am so sad to see these layoffs. Its horrible to see all the good people gone over the last year or so. These new people who are running things at Oracle, just don't get it. I think Oracle, at least the Oracle I remember (Good and bad) is dying a quick death. The current leadership is not reading the room on the AI narrative. They are doubling down on a plan that won't work because the room has changed. People - as in the general public - are getting tired of AI Resumes, AI videos, AI words, AI decisions created by a machine running on old data. These folks who are running things don't have the experience of knowing how trends go (Blockchain anyone?) So these layoffs. My guess is Oracle will implode soon on this direction. I just hope there are enough adults to want to get back in the game and fix things, and hire these folks back when it does implode.

Audacy has begun a new round of layoffs across its radio operations. The company is also implementing a new regional leadership structure. This new structure replaces traditional Market Managers with Regional Presidents and Vice Presidents. CEO Kelli Turner stated the changes aim to scale opportunities and drive revenue growth. Several employees across multiple cities have been affected by these organizational shifts.

https://barrettmedia.com/2026/04/01/audacy-begins-round-of-layoffs/

If someone has to leave, should have been Eleanour Drew. When was the laat time she produced anything of note that justifies her overall team size? Lofthouse was trying to get something going by cleaning house. Drew is simply promoting people with in seat promotions year in and year out.

Back to Reality.... Trump economy, War heading to " Over". Gas prices coming down. Stocks back in favor...Vz no execution.... honeymoon over, New External Execs sitting in group therapy saying how are we winning with DEI and no clue how to execute besides layoffs.

Listening to yesterdays call even if everything goes great over the next year where is the upside? Where's the growth coming from? Best case scenario sounds like incremental growth in na partners but dtc continues to "right size" and bleed out china will continue to take on water emea is lost. And news flash things are not going to go perfectly shipping will only get more complicated. it might take years for tariff relief to actually help the bottom line. our dear leader doesnt seem to think much of sportswear and especially not the swoosh. 20s incoming

I hear they let the CIO Kim M go . Had to be over this cluster of a deal with outsourcing IT. Wonder which dope from her staff they will put in place now.Hopefully they go to the outside and get someone to clean up her mess.

Dear Mr head of wealth, it’s now been 5 months. What in the actual f are you even doing? Why make an announcement with a timeframe of knowing more just to retract yourself like a turtle? It’s amazing the type of leadership we have here and it’s very apparent that these leaders literally don’t do anything.

Absolutely no governance, no scope control, constantly swapping quality of releases for quantity of how much they can squeeze in.

Senthil finally got a guy on his team who knew how to fix things. He documented all of the processes, identified break points and had built a coalition between product, engineering and test who agreed on the plan and were starting to fix things.

Gues what happened next (drum roll) Senthil decided to RIF the guy who was fixing the problems, the guy who could lower Salish’s blood pressure, the guy who could restore work life balance to engineers and testers.

No one is picking up the work. Hope is diminishing that T-Life will ever be a healthy team.

Don’t believe leadership when they say they care.

AI is good but our core tech and management are managed by those old school people, non competent guys. Why?

Jon McNeill, the former president of Tesla, has released a new book, "The Algorithm," which outlines a five-step framework for Elon Musk's high-growth business operations. Which is not applicable in OpenText.

Step 1 | Question Every Requirement
Answers like "department regulations" or "it's always been this way" are not acceptable. Even safety or regulatory requirements must be re - examined for their necessity.

In OT, permissions are limited and prevented us from doing things.

Implementation method:

• Ask: Is this requirement mandated by law, safety, or physical laws?
• Find the name of the person who initially proposed this requirement.
• Requirements with no clear source are assumed to be deletable.

—————

Great article in Politico today on Frank continuing his work style and Brooklyn bully boy tactics at the IRS.

Tech bosses say AI will make us work less. So far, that's mostly meant fewer of us will be working for them full-time in the long run. So be distrustful of anything you hear from leadership.

🚨 Introducing Our New Senior Leader Management Guide 🚨
“If you can’t lead… just list.”

Why waste years developing leadership skills when you can simply do the Optum method, rules for thee and not me.

Step 1: Lead with Lists
Not sure what your team does? Perfect. You’re exactly who this guide is for.
Just make a list. Lists = leadership. It’s basically the same thing.

Step 2: Stop Meeting Your Team
Historically, leaders wasted countless hours talking to employees, understanding workflows, and building trust.
Thankfully, we’ve evolved and are 100x
As a leader, you already know what’s happening. Why verify?  That sounds like work.

Step 3: Need More Collaboration? Easy.
Create a list of people who don’t come into the office, don’t worry you don’t need to fly into town to check we can use AI to send you.
Bo-m—collaboration problem solved.

Step 4: Eliminate “Old Leadership” Habits
In the past, being effective required showing up, engaging, and making hard decisions.
Now? Just update the list, you never need to come to town, or if you are low level leader you can just stay in your fish-tank office, no need to actually meet the team.

Step 5: AI Adoption Strategy
Becoming an AI-first company is simple:

• Say “we are an AI company” in every meeting
• Tell your team you don’t computer but they will make us an AI company and AI is the future
• Add anyone who doesn’t “AI” to a list
• Do not define “AI”

And don’t worry if you can send an email or use AI to write a sentence you are the leaders we are looking for!  —
true leadership is about vision, not ability or knowledge .

Step 6: Performance Management
Forget nuanced feedback.
Just categorize people into:

• On the List
• About to be on the List
• Doesn’t know they’re on the List yet

Step 7: Communication Excellence
Why overcomplicate messaging?
Every announcement can be summarized as:
“Per my last list…”

Step 8: Strategic Planning
Q1 Goal: Make a list
Q2 Goal: Refine the list
Q3 Goal: Make a new list
Q4 Goal: Wonder why nothing improved (add self to list, just kidding leader don’t go on these lists)

Remember: leadership isn’t about people, context, or outcomes.
It’s about maintaining a clean, well-organized list.

Leaders stay safe in your offices or if we care about you remote.

This guy can go back to wherever he came from. These new policies are id--tic.

Sorry, it never works.

Define the problem first. Not the "What number what you want" first.

Id--ts.

So much nonsense from our fearless leader. Economy- great! Employment-great! We are making sure that these plebs are sitting on sidelines and begging for giveaways. We are national bank, mentioning California big no-no. This is making normal person”s blood boiled. Such a disgrace.

(An exclusive look into the thinking of our leadership)

From 2017 to 2024, a directional comparison of VP promotion outcomes relative to the Director+ feeder available population suggests non-white males were roughly 4× more likely to reach VP than white males. Non-white females show a similar pattern at roughly 4×, while white females were approximately 2.4× more likely than white males.

This pattern reflects a higher share of VP level promotions relative to representation within the Director+ population, which serves as the primary pool of VP candidates.

These differences reflect variation between promotion outcomes and underlying representation within the leadership pipeline.

Estimates and analysis are derived from publicly available information.

I am unsure if the layoff decisions were the same unilaterally across all orgs, but I was told that people knew yesterday afternoon and leadership had a say in it. In at least my organization they picked some high earners and some people who due to re-orgs were sort of put into bad spots.

Got the morning email and still have no information on whats next and we only get benefits til end of next week. How nice.

Just received an email for a sales blitz for Alpharetta, Irving and Temple Terrace. I'm not sure about Alpharetta, but I know for a fact Temple Terrace is being decommissioned within the next two weeks. Items are already being auctioned on ASI 3 auction catalog lmao. This is how bad our leadership is. They sent an email for a sales blitz for a building that won't even have any furniture within the next few weeks lol

They've proven to be incompetent again and again. Plus, they'd save much more money with fewer people. Win/win.