#leadership

it hurts to watch what's goin on right now. a few terrible hires slowly ruined everything. once a place of pride + a standard of excellence.... unless BD ends favoritism, nepotism and stops the kickback culture, it will keep rotinng inside. period... there is no real revival and for me the damage feels intentional. we are all silent, and that makes us complicit. Too many so called leaders are useless.... they would fail as any type of a contributor... now BD calls that leadership!!!!!! what a circus...

Did impacted people only receive an email telling them they're laid off? If it's true, shame on this leadership for not even pretending to give a damn about any of us.

PSA ... if your manager is a good guy/gal Try not to sc--w them with poor scores !
Save them for Excom members !

HAHAHA those paltry $ coming our way and called merits will be embarrassing to the industry

Dell is meant to be broken in the stock market. Everything feels like a Dell crash

hmmm

https://www.bloomberg.com/news/articles/2026-02-23/paypal-attracts-takeover-interest-after-stock-slump

PayPal Holdings Inc., the digital payments pioneer, is attracting takeover interest from potential buyers after a stock slide wiped out almost half of its value, according to people familiar with the matter.

The San Jose, California-based company has fielded meetings with banks amid unsolicited interest from suitors, the people said. At least one large rival is looking at the whole company, while some other suitors are only interested in certain PayPal assets, the people said, asking not to be identified because the information is private.
Buyer interest in PayPal is still at a preliminary stage and may not lead to a transaction, the people cautioned. A representative for PayPal declined to comment.

Founded in the late 1990s, PayPal was an early mover in the world of digital payments. But the company now finds itself in a rut with its customers increasingly turning to alternative ways to pay for things.

PayPal’s shares have fallen around 46% in New York trading over the last 12 months, giving the company a market value of about $38.4 billion.

Current board chair Enrique Lores is due to take up the role as president and CEO of PayPal on March 1. He will be tasked with getting to grips with a company that’s lost market share to rivals such as Apple Pay and Google Pay and failed to modernize its payments technologies.

Former CEO Alex Chriss was ousted earlier this month after his turnaround plan fell short. The company’s fourth-quarter profit and revenue missed analysts’ estimates, according to results for the period that also showed a continued slowdown in payment volume.

Who the heck are these people? The result was 73...for real...??? Do these people hate their friends or did so few respond that some c-suite group was able to skew the results?

Does anyone know what’s going on today? Executives are all onsite and leaders have hinted to fires going on

So the leaders who were rewarded for delivering the 180 and 120 team scores will be fired for delivering a 64 and 50, right? Right? What a joke, if this were a Japanese run company they would have quit out of shame.

Remember when they claimed to be "A business of csring "

Why is everyone in Kyle L’s Org a Vice President? That’s excessive.

https://cdn.f5.com/product/bugtracker/ID2137653.html

2,137,365 reported bugs/flaws/errors/failures with F5 products. The Execs have to be proud of the milestone when they went over the 2 million mark. Bugs fixed - just a fraction.

I've lost my best people consistently over the past two years. I understand that talent comes at a cost, but eliminating it is strategically unsound. We're not just watching institutional knowledge disappear, we're dismantling the very core that holds teams together. Leadership may see short-term savings, but this criterion for cuts will end up costing us far more.

Leadership keeps stripping away every reason I, or anyone else, would have to stay motivated.

… between the weekend of Bandy 🤡, CB chuck, our CMO, our sales-operations-but-don’t-know-anything-head and the other EC members. Counting their money. Putting the future of the company and any thought about employees at the back of their mind. Making up a new talk-track about how everything is working, failing at every ethical measure they can, showing the world their lack of moral compass or fibre

….. and the employees who have been let-down, disrespected, kept in the dark, miscommunicated to, not sure what happens next, constant feels of dread, or knowing in that this week is the last week here, or spending precious family time looking for a new role as the Kool Aid has been drunk and people seem to think Lexmark will save us. Xerox will go bankrupt because of Lex acquisition - Xerox has been around for 100+ years but add Lexmark and the down projection accelerates.

Leader here. Let me say this loud enough for everyone to hear:

Your performance ranking is not impacted by your performance.

Read that again!!

You are stack ranked with your peers. Leaders are allotted a certain number of 4s and 5s per team. Everyone else is given 3 unless you are on a CAP or PIP.

The only time someone is given more 4s or 5s is if there’s extra 4s and 5s available rolling up under your leader; AKA a higher team than yours su-ks and they don’t have enough to fill the spots. They are then passed to whichever team has the biggest brown nosing leader.

Do not go above and beyond because it doesn’t matter. End of the day, unless you are teachers pet, you’re not getting higher than a 3.

Decades of experience with this company and the only reason I stay is because I can’t find anything else comparable in wage. I have been forced to give exemplary employees a 3 due to not being allotted enough.

Qualcomm needs a comprehensive organizational restructuring to stay competitive in the rapidly evolving semiconductor industry. The company should streamline its structure, reduce layers of management, and build a leaner, faster decision-making organization. This may require a workforce reduction of around 30%, particularly focusing on eliminating unproductive senior and staff engineers who are sitting there for years, and aligning and recruiting new graduate talents with future growth areas.

The leadership team must be refreshed with a forward-looking CEO who deeply understands the future of semiconductors including AI acceleration, edge computing, advanced node design, chiplet architectures, automotive platforms, and custom silicon. The new strategy should prioritize innovation speed, stronger execution discipline, and accountability at all levels.

Key additional priorities should include:
Reducing bureaucratic overhead and simplifying reporting structures
Investing aggressively in AI-driven chip design and next-generation architectures
Strengthening partnerships in automotive, IoT, and data center markets
Improving cost discipline and capital allocation efficiency
Retaining and rewarding high-performing engineers while upskilling talent in critical future technologies
Encouraging an ownership-driven, performance-based culture

A leaner, technology-focused, and execution-oriented Qualcomm can regain stronger market leadership and shareholder confidence.

Worked here a while and still really don’t understand what Lead to One is. Is it the the rolling up of all the cignahealthcare lines of business up into the Evernorth brand? None of the corporate buzzwords have really described it

The recent hires coming through are really questionable. Some managers are just bringing in friends who aren't qualified for the roles. Hard to watch when actual talent is sitting out there looking for work.

The culture here has shifted so much. There's this constant political game now, with people deflecting blame just to stay safe. They brought in outside hires who brought their own drama with them. Some folks have been here forever but are in roles that don't fit. Nothing seems to work anymore.

Between the constant cost cutting and the obvious favoritism, this place is tough to navigate. If you're not in with the right people, your work just doesn't seem to matter. Leadership feels disconnected and the culture has turned pretty toxic. I wouldn't recommend coming here based on what I've seen.

I'm back in Risk and it seems to be worse this time around. Anyone else experiencing the chaos and toxicity from the top down. Everyone seems to be trying to leave. Is this just where I am?

Xbox has new leaders today, now that Phil Spencer and Sarah Bond are out — and you’d be forgiven for assuming that means yet another round of layoffs and shuttered studios, especially one day after Sony jettisoned a beloved developer.

https://www.theverge.com/games/882377/microsoft-says-todays-xbox-shakeup-doesnt-mean-game-studio-layoffs

It happened about a year ago on LinkedIn. Everyone was up in arms about it. A year later, nothing changed, and I’m betting most of you don’t even remember it.

If it was a critical or life or death situation would our ELT be capable of telling the truth even once? I dont think any of the C-Suite "leaders" could even tell the truth about the color of the sky. Our "leadership" is rotten to the core and MW ruined the bunch!

When can we start outsourcing the mgmt of projects away from GP? Our LNG projects are a disaster and the VP is definitely part of the problem. Just like the VP (JP) several years ago.

That was a short tenure and strange timing.

Can anyone name an enterprise software solution Dell has developed organically, or acquired, in which they didn't miss the mark by a mile or drive an acquired solution into the ground?

x400 - failure
DM5500 - failure
Santorini - failure
Hydra - eminent failure
Cyber Recovery - failure
PPDM - failure
VxRail / VCS - failure
Apex - failure
VMware - failure
Quest - failure
SonicWall - failure
Appassure - failure
Boomi - failure
Perot Systems - failure
EMC - ki-led it
Networking - failure
Viper - failure
The list goes on and on...

Dell engineering does not know anything about enterprise software development, at all! They have proven that over and over and over again. Yet, ironically, Dell spends millions upon millions of dollars each year pretending like they do while incompetent engineering and product leadership are never held accountable for their failures. Competitors laugh at us and customers won't touch our software stack. The track record doesn't lie. All Dell knows is low-margin hardware, that's it! Meanwhile, sales has to sell their sh-t!

How is he here for so long ? I'm sure he must have had his wins.

What exactly were they ? What's his story ?

Forget ethics, what’s right, what’s wrong, what makes sense.
Amongst all the noise, she’s protected herself and has managed to convince everyone that it was the right thing to do to give her a HUGE bump in pay multiple years in a row+bonus+stock awards all the while laying people off.

No push back, no votes, no bartering….just BAM!!! It all happened the way she wanted as she wanted.

How is that not smart of her to benefit while others are suffering. She’s got a laser focused mind on taking care of herself. How is that not smart of her?

No COLA, no more bonuses, and now 0.75% raise. While they continue to rack in millions for senior leadership.

DXC is dying, and leadership actions show it has no real intention to recover. DXC keeps a large cash surplus because it’s managing decline, not investing in people or growth.

Cash provides leadership with flexibility and protection as the business is in a managed decline.
• Build cash reserves → no investment → No plan for the future
• Only 'investment' is in Sales and Customer Experience centers to give an impression of investment - no real investment in offering innovation, people or value for clients
• No pay rises → avoids permanent costs
• Overpaid execs + buybacks → boost EPS and hit bonus targets
• Big cash pile → protects credit rating, reassures clients, funds restructuring
• Buyback investment → financial optics over long-term capability

In summary:
DXC is choosing control and shareholder optics over investing in itself or its people. DXC leadership is just waiting to cash out - waiting for a buyer, or waiting for someone to identify the very few assets, sell them off, and dispose of the rest.

After NASA’s current review of the crew capsule space incident, Boeing is done, but is too Arrogant to admit it.

Thank you for your service:

John Stankey - $26,410,845
Pascal Desroches: $15,477,119
Lori Lee: $9,889,903
Jeff Mcelfresh: $15,602,605
D. Mcatee: $13,637,271

Page 61:
pdf.secdatabase.com/2460/0001193125-25-073402.pdf

So after the C suite took cash earned from ERP from 168 to 112 to fund future projects, removed raises, tanked the share price of the company impacting pay of anyone with any equity, doing constant layoffs....

The next thing we are being told is we are about to get a lesson on the Stoics? Yes, this is true. We need to compare ourselves to philosophers from 300 BC and ignore all this nonsense and see it all in a positive light. That is coming from the top.

Supplemental CEO Equity Award

On February 18, 2026, the independent members of the Board of Directors (the “Board”) of Fiserv, Inc. (the “Company”), consistent with the recommendation of the Talent and Compensation Committee of the Board, awarded Michael P. Lyons, Chief Executive Officer, a supplemental equity award (the “Award”) consisting of performance share units (“PSUs”) and time-vesting restricted stock units (“RSUs”). The Award reflects the Board’s recognition of the importance of Mr. Lyons’s ongoing leadership in successfully executing key strategic actions to transform the Company, including the One Fiserv action plan designed to drive long-term growth and position the Company for future success.

The Award is structured to promote the retention of Mr. Lyons as the Company’s Chief Executive Officer and align his incentive opportunity with Fiserv’s absolute and relative shareholder value creation over the long term. The PSUs, which have a grant date value of approximately $18 million, will cliff vest after three years subject to achievement of performance goals tied to relative total shareholder return and the One Fiserv action plan. Specific measurable performance metrics for the One Fiserv action plan will be set at a later date in connection with Company’s 2026 investor day. The RSUs, which have a grant date value of approximately $12 million, will vest pro-rata on the first three anniversaries of the grant date.

The Award is in addition to the approximately $18.7 million annual equity incentive award granted to Mr. Lyons on the same date, comprised 60% of PSUs, which will cliff vest after three years subject to achievement of performance goals tied to relative total shareholder return, adjusted revenue growth, adjusted earnings per share, and free cash flow conversion, and 40% of RSUs, which will vest pro-rata on the first three anniversaries of the grant date.

The forgoing summary of the Award is qualified in all respects by reference to the text of the award agreements that govern the Award, forms of which are filed as Exhibits 10.4 and 10.18 to the Company’s Annual Report on Form 10-K filed with the SEC on February 19, 2026 and are incorporated herein by reference.
—————————————————————-
Oh my, so this guy is getting a $50mm compensation package??? 95% of which composed of our stock at this nosebleedingly cheap multiple??? This guy IS worse than Frank even, Frank’s package is not nearly half as big! This guy has probably bullied the board in a lionized way to get his way. Even Jamie Dimon at JP Morgan, with a market cap 10 times as big as Fiserv, does NOT get a package like this!!!
Our company is in worse hands!!! RUN!!!

I just wrapped up a 1:1 with leadership this week and it sounds like the Stock Together program may be discontinued entirely. I’m holding out hope that it’s simply being restructured or delayed for those of us recently protected, but if it's gone, it’s effectively a $20K pay cut. Does anyone have more insight or 'under the hood' knowledge on what’s happening with the program?

If this company truly wants to grow its market, it must take a hard look at the people directors leading its teams. These leaders have a direct and measurable impact on team performance. Ignoring this level of leadership has not produced meaningful gains so far, and it will not do so in the future. You have leaders that do not show up for work or for their teams. Why would any company pay leaders not to show up? It would serve the company well to undertake the necessary, perhaps uncomfortable, work to address this now, unless the intention is to continue falling short with full awareness of the cause.

And to be clear, this post is not intended to solicit responses from people directors who may feel personally offended by this perspective. The focus should remain on results, accountability, and the long-term success of the organization, not on individual sensitivities.

leadership havent evolved in the last 10+ years. For a company that is hyper focused on money making strategy over and above technology strategy, the pivot should be to high margin software. IBM and HPE constantly acquire software companies and are better for it. JC is a one trick pony and every leader beneath are 'yes men' who are only concerned with their next options or rsu allocation. Bring in some fresh blood and wake up ya muppets!