#leadership

One of the strangest things that I’ve experienced at State Farm is the complete. disregard for anyone who has experience knowledge or wisdom with respect to being at the company for an extended period of time. Instead, we put an inexperienced people in section manager leadership development opportunity over someone who has over two decades of experience because the person with over two decades of experience is a white male in their 50s. But we are a company of integrity right? Fu-k the fu-k off. People work their entire careers for opportunities, move to hubs to be ignored late in their careers. Disgusting

Anyone know what’s going on with Centene’s marketing leadership? Why are the Head of Marketing and VP of Medicaid Marketing both leaving? Is the department downsizing or is something else going on?

Go-Go other higher-ups have been showing up at various United Way events.
As usual, they’re only a chance to get their pictures taken in their #66 jerseys and then leave as soon as they can.
I haven’t seen Tractor Man, which is unusual because he always shows up for these events.

Don't do middlemangers repeating what is said incorrectly

Came here just out of curiosity to see what is posted here vs on the HPI forum and you’ve got us beat hands down! Glad to see the passion in reporting the internal chaos! Having a hard time getting a new CEO since Enrique jaunted off to PayPal. Some good posts over there about Enrique for those interested.

We put you down for a reference in our CEO search, please put in a few good words for us.

Stay classy HPE!

By presenting your employees with one of the worst CiC's in history. You'll be remembered as a company built in the backs of hard workers who were gladly stepped over in the end, but Dennis got his board seat!

Looking at some track record to justify his role of president

Doesn't change your reputation when you keep all of your VPs having a pact with the devil. You ripped off suppliers and shareholders, had accidents in the field by not following established company policies, promoted those that least deserved it. Good luck trying to find anyone with morality to work for your company. I blame Lawler and Nick for establishing this culture. Yet they both landed on their feet in spite of destruction. And their VPs carry on the tradition.

The disconnect between leadership and the actual work being done has become unbelievable. There was a time when conversations with management centered around collaboration, navigating difficult cases, problem-solving, and ultimately improving outcomes. Now it feels like every conversation revolves around which metric is off, what deadline wasn’t met, or which box wasn’t checked quickly enough.

At what point did we lose sight of what actually matters?

We are clinicians, not data entry machines. Our work requires critical thinking, clinical judgment, collaboration, and sometimes navigating situations that don’t fit neatly into a predetermined timeframe or dashboard.

Metrics have their place, but the constant hyper-scrutiny of every little data point is not improving the quality of care. It’s creating an environment where people are more concerned about satisfying a metric than focusing on the actual work in front of them.

Leadership needs to seriously ask themselves what they’re trying to accomplish. Are we improving patient outcomes, or are we just getting better at measuring how quickly someone checks a box?

Because those are two very different things.

Seriously, how bad can AT&T look. The company does not live out it's own slogan. The CEO is an absolute joke. His explanation for why the stock is tanking was so predictable and a waste of oxygen.

The reason the stock is tanking is that a new competitor has entered the market. It is not just any new competitor, but it is a competitor with a real CEO in Elon Musk. The politest and most conservative way to describe it is that Starlink will destroy AT&T. Elon will own the Stink. AT&T under the Stink has no chance to compete with Starlink. AT&T is all debt, no cattle. Stinkey is absolutely embarrassing.

For revenue Growth in Q3
VZ + 2.9%
ATT + 3.8%
TMUS + 6.2%

why is dan being lauded as a savior when he is just axing people and doing stock buybacks?

I’ve been gone a while, couple of rounds ago. I had to get this out after many former colleagues reaching out after impact, or scared that they’re next. Nike’s leadership is completely tone-deaf, we know this without saying again and again but my goodness, what on the actual h*ll?!

Another round of layoffs announced just weeks ago. Employees terrified they’re next. Former employees still trying to recover. And what’s happening on LinkedIn? Leaders celebrating promotions and advertising senior leadership openings like everything is just wonderful.

How tone-deaf can you possibly be? The complete lack of awareness, judgment, and consideration for the people whose lives have been turned upside down is disgusting. Read the d*mn room.

People who actually gave a sh*t about this company, its customers, and the work they did have been tossed aside. Others are waiting for the next shoe to drop while leadership continues patting itself on the back.

And somehow, there’s money and opportunity for more senior leadership? Fascinating.

Why are you recruiting externally when you have incredibly talented, experienced employees sitting inside your own organization, wondering whether their name is on some bullsh*t, arbitrary layoff spreadsheet? People who have delivered results, know the business, and could very well be qualified for the positions you’re advertising. But instead of giving them an opportunity to stay employed, they’re reduced to a number on a spreadsheet while you go shopping for talent elsewhere. How about giving the people who are STILL THERE an opportunity NOT to lose their jobs? Disgusting.

And to former Nike employees considering reapplying? Don’t bother. Almost guaranteed you will find yourself automatically rejected. Don’t believe me? Ask around.

How many rounds of layoffs and leadership shakeups does it take before someone admits the problem starts at the top?

And when will Nike realize this goes far beyond the quiet, carefully managed conversations they have with the people they’re laying off?

Those conversations don’t stay behind closed doors. People talk. Families talk. Former employees talk. The public sees it. YOUR CONSUMERS SEE IT.

Speaking from personal experience, it’s sickening to watch. I’ve witnessed serious misconduct concerns involving people who reported to me while watching other employees lose their livelihoods. I have serious concerns about whether accountability was applied consistently and whether race improperly influenced who was protected and who was pushed out. Don’t come after me here, I’m not the only one. Check the post layoff rosters friends.

So spare everyone the corporate messaging about integrity, values, and doing the right thing until you’re willing to demonstrate those things internally.

And those glowing LinkedIn comments? Let’s not confuse public congratulations with universal approval. Some employees are too afraid to speak up, and people outside the organization are desperate for opportunities. That doesn’t mean everyone is buying what you’re selling.

Here’s what Nike’s leadership seems to forget. Your employees ARE your consumers. So are their spouses, children, friends, and families. Every person you’ve pushed out has a story, and every employee still living in fear has one too.

You can spend billions marketing a brand, but you can’t market your way out of treating people like sh*t.

Keep celebrating yourselves. Keep posting about your exciting new chapters while the people who helped build this company are left picking up the pieces while they watch your tasteless parading.

The damage to Nike’s reputation doesn’t end when an employee’s access badge stops working.

The people you discard don’t disappear. They become part of the story consumers tell about your brand.

Cisco chief found a 27-year-old ex-founder ‘buried away in the organization doing something unstrategic’—now the Gen Zer is rewriting 98% of its code"

https://fortune.com/2026/10/30/cisco-president-jeetu-patel-gen-z-27-year-old-unlimited-ai-tokens-rewrite-legacy-code-entry-level-jobs/

Older workers: Empty nest (kids out of the house, can put more into work if needed), decades of experience, with VZ for decade(s) so would have already been canned if they were not good at their job (recall VZ had 200K+ fulltime employees 15 years ago or so)... Why would you kick them to the curb when they are in arguably the most productive years of their lives?

Short sighted id--ts in leadership positions. Its like not maintaining your vehicle to save a few buck up front. But, I guess leadership plans to not have an interest/stake in the car (VZ) in the future.

IBM cloud still isn't profitable after several years under current leadership and there is a major lack of investment. What are your thoughts on the future of cloud?

T-Mobile leadership has failed miserably at moving the company in a positive direction, both financially and culturally. A company should be able to generate revenue while maintaining an environment that values its employees. Unfortunately, over the past several years, upper management has systematically dismantled much of what made T-Mobile competitive, successful, and a place people once took pride in working.

I'm sure the bean counters packaged these changes as necessary growing pains, selling everyone on the idea that things might hurt now but would make the company stronger in the long run. It's the same tired corporate playbook: make sweeping changes, promise a better tomorrow, and leave employees dealing with the uncertainty and consequences today.

I hope people remember this before giving their loyalty, dedication, and best years to a company that clearly doesn't understand the value of either. T-Mobile appears willing to cut off its nose to spite its face, sacrificing the very people and culture that helped make it successful.

You gave them your best efforts, your skills, your experience, and your loyalty. When it mattered most, what did you get in return? A reminder that loyalty from employees is expected, but loyalty from leadership is apparently optional.

Elad, if you’re reading this, looks like you’ve officially been voted off the sinking ship too.

Pack up your ego, your arrogance, Janus, FDX and the rest of those multimillion dollar projects that never seemed to deliver on their promises. The company has spent enough money funding your grand visions and self promotion.

Here’s what you seem to be missing. Employees have lost confidence in your leadership. People are tired of being dragged into another expensive project with big promises and little to show for it. Respect isn’t something you get because of your title. You earn it by actually delivering.

At some point, read the room. Pack your sh-t, leave the ego behind, and make room for someone people actually want to follow.

Welcome to the new Comcast, where employees are done waiting for leadership to hold itself accountable. If the executives won’t do it, we will. Publicly. Your title doesn’t protect you from your track record anymore.

Lehitraot, Elad. Don't let the door hit your ego on the way out.

Since we all know that the anonymous employee survey is anything but...and the results are carefully repackaged... Let's use this space to openly and fairly rank a few questions:

1. I would recommend PSX as a great place to work.
2. I am inspired by the mission and purpose of PSX.
3. I see myself still working at PSX in two years.
4. I feel comfortable providing upward feedback to my supervisor.
5. Leadership effectively communicates the goals and strategy of the company.

1 - Strongly Disagree | 5 - Strongly Agree

For me: 3, 2, 2, 1, 2

Principal and senior principal roles are no longer executive level. Very few chief roles left.

Let's see. Data VP out yesterday. IT, Architecture, Claims, Health Services are all interim. Did I miss any?? Let's keep telling the regulators we're focused on stability when we're just appointing the next wave of besties and political favorites to disrupt things even more. Deloitte has to be loving this.

Firstly I believe this is run by the serial longtimer James (Don't speak to me) McGourlay.

Renewals work in stealth mode. They are amazing at sending emails late, have zero real client engagement and seem to think sending an email with a $400k renewal quote is actually doing their job.

I've personally had clients come to me asking WTF is happening with their renewals. Draft quotes, late quotes, excessive fees and squeezing in premium support. It's just a complete mess.

Let's be honest team, our business is very well funded by renewals off the back of relationships and hard work from the Sales team. I am literally staggered by the amount of money and goodwill being left on the table.

So ELT, are you actually reading this?

I challenge you to get involved. Put a specialist AE into an account, actually engage the customer, show some value and give them a reason to renew.

It's not rocket science. These are major customer relationships worth hundreds of thousands of dollars, not just another email to send out.

The lack of customer engagement, ownership and basic support is honestly a disgrace. We are damaging relationships that the Sales team has spent years building. Someone needs to take ownership of this. Post your stories below

Many individuals on this forum assert that Signavio differs significantly from other SAP entities, yet they overlook the fact that Signavio serves as a testing ground for SAP. But various strategies are experimented with there before being implemented across other Lines of Business (LoBs). This pattern was evident when HR personnel transitioned into development management roles, when HPOM was implemented with Signavio as the first runner and the integration of AI features into Signavio products which became widespread in SAP.

What you observe in Signavio in late 2026 and early 2027 is expected to take place in your LoB six to twelve months later.

Signavio is poised to undergo its most substantial reorganization in the fourth quarter of 2026 and the first quarter of 2027. This restructuring will fundamentally alter the leadership framework within Product Management and Engineering. The objective is to establish additional tiers between leadership and the entry-level product managers and engineers. Although this may appear counterproductive, here are the top three reasons for this decision.

1] Leadership faces challenges in promoting and increasing compensation for their acquaintances and relatives within SAP. A reorganization will facilitate this process. Under the guise of restructuring, they will fabricate roles that previously did not exist at Signavio. Individuals appointed to these positions will receive significant salary and bonus increases prior to the appraisal cycle. Consequently, they can claim a lack of funds, resulting in lower performance management ratings for other employees in the subsequent appraisal cycle. Of course there will be no money left for 2027 employee appraisals when most of the money goes to this new executive and their supporters who are getting moved around. Performance ratings will be severely bad for people of some races or from some countries especially from Asia Pacific regions. Muslims are safe and they will continue to see growth. But any religion besides Muslims and Christians are in big trouble. Remember that Signavio is an LoB that had 5% jewish employees and they got rid of them and today there is not a single Jew in Signavio. If you are Christian and do not pay church tax, you might as well pack your bags as they are coming after you next.

2] Signavio is targeting middle management for layoffs in 2027. The current uneven structure complicates the decision-making process regarding whom to terminate. Therefore, they are intentionally creating these additional layers to facilitate layoffs in late 2027. The reorganization will demonstrate that these layers are indeed superfluous, providing a compelling business rationale for their elimination. Most employees affected by this restructuring will be in their 40s and early 50s with few or no direct reports and currently serving as managers of managers. If you are part of such a box move, start updating your CV.

3] Certain roles are at significant risk. User Assistance (UA) is anticipated to be phased out in favor of AI solutions. Quality Assurance (QA) positions are expected to diminish in number, with many being supplanted by AI. Additionally, the role of Scrum Masters is projected to become obsolete. The number of DevOps is also supposed to reduce. The leadership knows that AI is not a good replacement for most of these roles but they don't care. They want them gone. So anyone in these roles will get very low performance management scores because SAP is trying to get rid of them without severance. And if they don't then they become part of the 2027 layoffs. But the people they want to save will be "transitioned" to another role which is safe such as a development manager role or a software developer role. If you get such a choice, take it. Anyone who doesn't will become an outlier and is part of the 2027 layoffs.

If you see similar changes in your LoB, get in touch with your works council member right away. This is a coordinated effort by SAP executives in different LoBs to facilitate layoffs. When the works council looks at this per LoB basis, the pattern is not exactly clear. But you will see the pattern in your LoBs.

So today's my last day at FactSet after 20 years of dedicated hard work at a company that I would call my family. Not anymore since they rejected me. Oh of course they gave me a substantial amount of money to say that I agreed to leave without regrets or complain. But we all know that it's bull.
I wanted to stay but the new management doesn't care. I did everything Sanoke and its minions asked us to do, and more. Ideathon and Hackathon. Spent countless evenings and even more working on agents and Ai. Produced my best performance year.
But I cost too much apparently and nothing else mattered.
Don't fool yourselves, you're just numbers and the ones that stay are just better at politics than you are.
It seems we were building something great but in the end it's just about money. Not ours for sure.
So let me give a bit middle finger to those ELT heartless slaves and farewell to the good souls staying.
Another adventure awaits where I will seek once more respect, identify and meaning in an AI world.

Anyone else exhausted by the endless LinkedIn parade of “So excited!” “So refreshed!” “Feeling energized about the future!”?

At this point, it’s almost comical. Same tired narrative. Same recycled buzzwords. Same leadership speeches. Different day.

Dear B and the entire chorus of executives who seem to love hearing themselves talk:

For the love of God, stop talking and START DOING.

Employees are tired of broken promises, broken systems, and being told brighter days are ahead while watching money pour into AI initiatives designed to reduce the very workforce that built the company. And real talk every cost saving measure you try well hmmm hasn’t worked yet.

How many years does it take to figure this out?

You refinanced the debt. Congratulations. But refinancing debt isn't fixing a business. Where's the innovation? Where's the growth? Where's the strategy that actually sets you apart?

Instead, it's the same playbook. Watch what Aya does. Watch what AMN does. Copy, paste, repackage, and call it visionary leadership.

That's not innovation. That's imitation with a fancy title.

Meanwhile, executives are traveling, attending conferences, posting about how inspired and invigorated they feel, and celebrating their latest leadership revelations.

How wonderful for them.

But what about the people doing the actual work? The people trying to sell a product, navigate broken systems, retain relationships, and keep the business moving while leadership continues to confuse motivational speeches with measurable results?

Here's the uncomfortable truth: A title doesn't make you valuable. Results do.

And when the dust settles, the same executives preaching loyalty and resilience will polish their résumés, leverage those impressive titles, and move on to their next opportunity. Another company. Another transformation. Another chance to dismantle what someone else worked years to build.

At its core, staffing is a sales business. You have to sell your service, your people, your relationships, and your value.

And frankly, if the company is struggling, maybe it's time to ask why the people at the top aren't successfully selling any of it.

Employees aren't asking for another inspirational LinkedIn post. They're asking for competent leadership, functional systems, meaningful investment in people, and a strategy that produces something other than another round of applause in the boardroom.

Talk is cheap. Apparently, so is the value placed on the people who built Medical Solutions.

And to the employees still holding everything together: don't confuse loyalty to your coworkers with an obligation to remain loyal to leadership that hasn't earned it.

Because when the ship starts sinking, don't assume the people telling you to keep rowing are planning to stay aboard. How many have sailed off already???

Came across this quote by PepsiCo legend Roger Enrico:

"Beware of the tyranny of making small changes to small things. Rather, make big changes to big things."

Feels particularly relevant in today's PepsiCo world, where the tyranny of small decisions have given way to the tyranny of small-minded leaders.

https://www.azquotes.com/quote/675560s.

Another rebuild. Perfect. New coach. New system. Move some veterans, bring up the cheaper young guys and tell the shareholders to be patient.

Meanwhile, we still can’t win a face off, clear the zone or score a damn goal.You can only shake up the roster so many times before you start wondering if the guys on the ice were ever really the problem.

I’m sure another restructuring will fix the power play.

Having worked at other new age companies, here is what I see.

The people responsible for investment decisions don't understand the customer deeply, neither do they understand the product deeply.

The bigger problem is that they aren't humble enough to admit they don't know and speak as if they know what they are talking about. It's so irritating that they won't even ask questions to learn but rather just go on and on to loudly shut down any other opinion in the room that doesn't match theirs.

It's funny to see two leaders having a conversation with half baked knowledge and driving investment decisions.

Kudos to ML for righting some wrongs with leadership. Just hoping he keeps the changes to personnel and doesn’t withdraw intentional flexibility. No one wants to deal with being in the office until 5pm and the 2 hour commutes in CLT and ATL.

Would you still be at Intel if you:
1) Blew up a fab
2) Accused of spying for China by Trump and DOJ
3) Alienated SpaceX
4) Stole $2.3B for fake quantum software while laying everyone off
5) Crashed stock 50%
6) Oversaw 20% decline in PC sales
7) Produced no viable AI product

What else did I miss?

Word on THE STREET is that she is FED UP with the number of director and above positions and those numbers gotta come down.

Maybe time to take that informal RETIREMENT PACKAGE right the F now.

I got that straight from 'Tadpole.'

https://deadline.com/2026/10/skydance-streaming-tv-jb-perrette-executives-hbo-max-paramount-plus-1237208903/

basically HBO execs P teams folded mostly into them - for now lol

Anyone want to get a class action going against H&C for those let go for doing their job honestly while others remain employed after 12/10 yet falsify engagement calls, upload emailed clinicals so they can adjust start date/auth for pending reviews etc?

Anyone know if Directors and upper leadership got cut? Seems as always those that should be cut were the ones making the phone calls today.

What's going on in Furniture? I've been at Staples for 15 years and have never heard as much noise about furniture as I am now. Disfunction. Losing people. Losing deals and winning deals at the same time. A wash?

Also hearing there might be a new GM. Any rumblings on who it might be?

Four capable team members with roughly a century of experience between them have been let go, and our leadership team has been cut in half too. The rest of us were already working 50+ hour weeks, so I don't know how we're supposed to manage this going forward.

If you could tell Stankey one thing, what would it be?

Technology Leadership is moving the engineering teams out of SF Bay Area. Does anyone know the timeline?

Dan, if you want employees to delight the customer, then start making employees feel good about the company. Morale is low. Very low. The bar is low. Show some appreciation for the people who are fighting our terrible policies in order to retain customers. Most decisions i have seen in the last 12 months didn't delight the customers, it pi---d them off.

Why is Croney bringing all these Dishbags over from DIRECTV to lead Comcast? What part of DIRECTV’s track record made him think, “We need some of that”?

For current or former Aetna Lead Directors: If you’re below the salary midpoint, is a 10–20% raise realistic when making a lateral move to another Lead Director role? Or is it better to focus on promotion to a higher-level position?

The finance organization shared the full list of laid-off employees. Shame on you, Chryssa Halley! Have some respect for personal privacy. If you can’t keep 22 names confidential, how can you run Fannie Mae’s finances? Resign immediately, and take your SVPs and their VPs with you!

Chryssa Halley didn’t speak for the first two minutes. Her video and mic were off. When she was supposed to explain what was going on, she froze. If you don’t have the guts to tell people they are laid off, don’t occupy CFO title.