#leadership

what is your red line regarding CC and V performance that would cause you to say, ok, now we have to act?

My take is that Services & Strategy is the most useless area of IT thanks to the SVP that Smurphy hired (surprise surprise). All they have done is introduced a dumpster fire of a process to "manage" demand and a half-baked attempt to prepare for RTO. Thoughts?

MW and JG talking about AI like it's going to change their world.

Maybe it is. We see it in other parts of the world, part of people's day to day. It takes talent, and the talent is leaving.

If I had to guess, the average PSG of the AI team is probably not higher than 22.
All the people working on the data have also exited the company because of the BS and lack of confidence in our completely disconnected leaders.

JG and LC would rather spend tens of millions of dollars on BCG and McKinsey or EY rather than just pay a fraction of that to retain the talent that was here.

The world's best AI practitioners are not dinosaurs like the consultants with MBAs that JG and LC are bringing in. and the ENGINE strategy for AI is a fantasy at best. It's sad that these leaders have completely neutered what was a team with good talent.

No one wants to work for these puppets guided by management consultants who have practically zero experience in AI. If you're using the same consultants who have been here over a decade or two, what are the chances that they know what they're doing?

did the VZ board just get a bargain bin version of the microsoft, google CEOs?

Anyone know what the impacts are yet from Julie's announcements? I left in Summer 2024, and I have been interviewing to come back. The final round has been on hold until the set the final organizational changes. Seems the leaders dont have a clue what's up in USBU, GPD(now international).
Any hints?

Verizion has a new CEO. His name is Dan Schulman. He used to run PayPal.

He is bringing in his old team. Alfonso Villanueva, also from PayPal, is now a top leader at Verizon. This is a big change.

What This Means for Telecom

Telecom companies usually focus on networks. They care about 5G and cell towers. PayPal is different. PayPal is a tech company. It focuses on apps and user experience.

The industry might shift. It may look more like Silicon Valley. We will see more focus on software. We will see less focus on hardware.

What This Means for Verizon

Verizon is changing its strategy.

Better User Experience: PayPal makes payments easy. Verizon wants to make phone plans easy. Expect simpler apps and better customer service.
More Digital Sales: PayPal is an online business. Verizon will sell more online. They might close some stores.
New Services: Verizon might offer more than just phone service. They could offer financial tools. They could offer new digital products.
This is a risk. Verizon knows networks well. It does not know software as well. But Schulman knows software. He wants to modernize Verizon. He wants to make it move fast.

The old Verizon is gone. A new, faster Verizon is here.

Enterprise Reimagined was positioned as a top down reorganization to ensure headcount was aligned to efforts appropriately. People were laid off, demoted, and moved to new teams. The dust on all of that hasn't settled yet and the firm is introducing more policies that obviously intend to get people to quit. Enterprise Reimagined should have accomplished any headcount reduction goals.

Bonus levels right after this were a 9 instead of a 10...so these changes aren't even yielding expected profits since the norm has been to have level 10 bonuses.

Such a colossal waste of time. Leadership is more interested in torturing home office associates and exerting control rather than creating business results.

The Washington Post’s CEO has announced he is quitting the job, days after the newspaper slashed a third of its staff.

CEO and publisher Will Lewis shared the decision in a message to employees on Saturday, which was later posted on X by the paper’s White House bureau chief.

https://www.aljazeera.com/news/2026/2/8/washington-post-ceo-resigns-after-sweeping-layoffs

firm need access to the capital markets. time to change corporate structure. can't keep cutting your way and back into profitability. have to raise revenue. Malarkey is ki.ling us. approves 50% automatic reductions on plan pricing w/his new found $500K a year job. he sends out an email not to travel during World Cup to save $5K, but he just got a huge bump in pay and in the same vain, cuts plan pricing & revenue by 50% and there are no real revenue enhancers to speak of. $1k ira rollovers into IAA ain't gonna cut it. Need in plan annuities, managed accounts, CITs, and plan pricing hikes. Time to raise fees man ! Cut C-Suite $$, cut reps who can't sell, pharm out IT, and cut the phu.cking bloat fats

This is the least he can do .. Even Hans used to take questions or redirect to someone..

Not interested in one way monologue on AI

Don't you love it when leadership is proven wrong? Su-k it leadership team, you failed. Your d-mb strategy for laying people off isn't working and now you're sc--wed! Stock will take a dive

https://youtu.be/WfjGZCuxl-U

Does it seem like many of the recent Manager & Lead promotions went to people that have no clue what they are doing?!? People are getting “promoted”- more like PLACED- to positions they should not be in. Some of these same people could barely do their job prior or have no clue about the job of those now reporting to them. Yet on the flip side, qualified people aren’t even looked at or cannot even make it half way through any interview process because most of HR is a sh-t show. Guess that’s always been the #nikeway. Be in the nepotism club or get left behind.

Post here. Looking forward to how he does at the February 19th earnings call

Anyone hearing we are getting new CEO? Nick from Frontier? He did major restructuring at frontier. So if news so true buckle up guys.

Our new Leader needs at least a quarter to come up with his input on the list, including members of E-staff who will also be impacted.

Plans are going to be unattainable, pressure I’ll be immense and management will turn a blind eye and expect the field to make up for their ineptitude without offering any solution. No new offerings, no new messaging, and no field support from leadership as they will just sit back and look at dashboards while complaining things aren’t working without any accountability themselves. Nightmare work environment.

You constantly hear about people being let go, a team here, an org there, in numbers just small enough not to draw too much attention. There's endless talk about a reorg with zero details, and barely any communication from leadership. We're left fumbling in the dark, just waiting to see if our job is next. It's no wonder morale is in the gutter and the entire atmosphere feels so heavy.

I’ve been here over ten years, and I’ve witnessed a growing carelessness in selecting people for layoffs. Whatever criteria they claim to use, the reality is they disproportionately target the people who hold the institutional knowledge, understand the work inside out, and are critical to their teams. The complete loss of any long-term perspective by leadership, who have been driven purely by short-term incentives, is a fascinating and depressing spectacle.

Otherwise, we're just facing death by a thousand cuts. Too many people have been left jobless by leadership's bad decisions.

What our employer is doing may not be illegal, but it is absolutely intentional.

People who have worked remotely for ten years are suddenly being told to commute hours every day. No individual consideration. No acknowledgement that some people do not even have the means to comply. Dress codes are being tightened after years. Compensation reviews are promised, then quietly abandoned. All of it is happening right in between layoff rounds.

Individually, each change can be defended. Together, they create pressure. Pressure that leadership knows will cause people to quit.

That pattern has a name. Constructive dismissal, also called constructive discharge. It is when working conditions are changed in ways that predictably push people out without formally laying them off.

This approach may help avoid certain legal thresholds, but it does not make it ethical. It places sustained psychological pressure on employees by design. People are left in prolonged uncertainty, forced to make impossible choices between their jobs and their lives, their families, their finances, and their health. The stress is not incidental. It is cumulative and relentless.

For some, this kind of management creates anxiety, sleeplessness, depression, and a constant sense of threat. When policies are used to push people out while leadership remains silent, employees are made to feel trapped and disposable. In extreme cases, this pressure has contributed to serious mental health crises, including people being pushed toward self harm. That is not a side effect. This is the intention.

Legal or not, it is a sh---y thing to do to people who have given years of their lives to a company.

The market is responding positively. Good earnings, leadership shakeups and renewed confidence from analysts. Sure the company will look nothing like it has, and more people will lose their job but I am cautiously optimistic he is going to plow through the BS and make positive headway.

Verizon hired a chief AI officer some time back named “Mano”. He is no longer with Verizon anymore.. what happened? Anyone in his department knows?

Instead of watered down deals and "pipelines"

No matter who is to blame this is the greatest share destruction of a fortune 200 in the last decade. Mike and this leadership team is going to be under pressure to start showing results soon.

I have been around Nike for a bit and it seems when leadership all disappear layoffs happen. I noticed this happened this last few weeks in NXT anyone notice the same thing happening?

What does it say that Blue Origin has announced plans for a satellite internet service (TeraWave) that will compete directly with Amazon Leo (f.k.a. Kuiper)? Jeff is the primary investor in Blue Origin, and according to estimates from Forbes has invested over $10B in Blue Origin since its founding in 2000. Blue Origin requires an additional $2B each year.

Jeff is entitled to manage and invest his money as he wishes. But it is noteworthy that he is selling Amazon stock to fund a competitor to Amazon. Does Jeff no longer find Amazon to have the "Day 1" mentality required to build new businesses?

Here’s our take on potential Walmart layoffs in a different format based on likelihood:

1. 0% chance of layoffs before 2/25.
2. From 2/26 through 3/8 low chance of <10%.
3. Period starting 3/9 through 4/8 elevated to 30%.
4. From 4/9 to 5/5 increases again to 60%.
5. After 5/5 and through 6/28 we see 100% likelihood

Many factors are at play here (not in specific order): Project and budget demands are being shuffled; leadership changes are filtering down; reorganization activities and silos of responsibility are moving; built in stabile time surrounding earnings release and other stockholder and fiduciary dates; reevaluation of AI implementation and prioritization, plus more.

We expect some surprises related to AI development and implementation plus more resource actions at non-Bentonville locations. Efforts to streamline and automate logistics and distribution will be a focus area.

The new CEO might have his own plan on figuring out the tech mess. Practically everything on the horizon needs technical implementation and having a fractured tech area is problematic.

We see 2026 as a pivotal year for Walmart in the area of AI development and implementation.

Our entire executive team should be forced to watch this in a loop for 24h straight. This video should be broadcasted all over the TVs in every qcom office.

https://www.google.com/url?sa=t&source=web&rct=j&opi=89978449&url=https://www.bloomberg.com/news/videos/2026-02-04/things-have-to-change-at-qualcomm-goldberg-says-video&ved=2ahUKEwi_9t_yrMWSAxUUL0QIHf2aKm0QwqsBegQIERAB&usg=AOvVaw1-EcxiKck5FQbTK9zBI6Oy

Why dont we vote to have AI replace the CEO & BOARD

Lets lead the market by example.

More bad news for worker bees- new head of enterprise strategy. He is from chase & McKinsey. Nothing good will come out if this addition plus our current cohort of d-grade leaders.

https://www.cnbc.com/2026/02/04/corporate-dei-index-hrc.html

When is Shell going to end its involvement with the HRC racket?

Last year leaders were told to remove DEI targets from their GPAs but were told to keep it under wraps. They're trying to play both sides of the fence on this stuff.

This new CEO and his group of clowns just keep getting worse by the day

Unfortunately, it’s Toyota, not Ford.
But let us pray…

I hope some one from HR or Dan’y boy can read this, what does exactly AVP role is. Its a useless and pointless position. A Sr.Dir/Dir can report directly to a VP and and AD can go back to Sr.Manager.
Sr. Manager ——- Director——-VP
Simple and leaner, all those extra layers cause delays, friction and stress!!!!

Leadership seems to need a decoder to comprehend the results, so here it is. The negative survey results are not about healthcare perks or wellness programs no one uses, they are only about RTO and the lack of flexibility.

“I am proud to work at AT&T”
Once true. No longer. Public perception has deteriorated, and when people outside the company hear about the five-day RTO policy, the lack of any real collaboration, and the absence of assigned seating or co-located teams, the reaction is disbelief. Pride erodes when policies feel performative instead of purposeful.

“I would recommend AT&T as a great place to work”
That answer is now clearly no. A mandatory five-day RTO policy for roles that historically had been remote before COVID and can be done more effectively remotely is an immediate dealbreaker for modern workers. The policy alone makes the company undesirable and uncompetitive as an employer.

“We trust the leadership decisions”
Trust is broken. Employees do not support the financial decisions that destroyed value, nor the RTO mandate that ignored clear employee feedback. Trust cannot survive when leadership consistently doubles down instead of course-correcting.

“The company provides opportunities to support career growth”
Opportunities are narrowly concentrated in Dallas, with limited mobility elsewhere. For a national company, that is a self-inflicted constraint that unnecessarily caps growth and retention.

“Our policies and systems support me doing my best work”
They do the opposite. The five-day RTO policy actively reduces productivity, and many internal systems remain outdated and inefficient. Physical presence does not compensate for structural friction.

“The company cares about my health and well-being”
Employees feel burned out, mentally and physically, largely due to excessive commuting and rigid mandates that add stress without any benefit to the company or the employees. Well-being is not addressed by pushing unused benefits or wellness messaging while ignoring the root cause repeatedly identified in feedback.

“Do you feel changes have been made as a result of prior surveys”
No. In fact, the opposite. Employees explicitly opposed three-day RTO in the last survey, and leadership responded by increasing it to five. Feedback was not just ignored, it was contradicted. The disappearance of the prior third-party McKinsey survey results only reinforces that perception.

Did I miss anything else?

The pattern is now set and clear. Instead of addressing the core RTO issue employees are raising, leadership deflects with ancillary benefits and BS messaging. That approach feels like gaslighting, and not listening. So why should I even bother taking the next one?

If leadership truly wants different survey results, the solution is not another email, benefit rollout, or talking point. It is addressing the one issue employees are consistently, overwhelmingly, and clearly raising.

Flexibility. Trust. Results over “presence”.

That is the message of the survey, whether leadership wants to hear it or not.

If Qualcomm’s leadership is unable to anticipate the future direction of technology and guide the company early—rather than constantly playing catch-up once competitors are already at an advanced stage—then it is fair to question why they are being compensated at such high levels. Not a single annual strategic roadmap shared up through 2022 or 2023 even meaningfully mentions AI, despite it being an obvious, industry-defining shift. That failure reflects a serious lapse in vision, accountability, and leadership.

What do people think about CE1 lately all Doug can talk about is CE1 and though we know it’s a ev small pickup they act like it’s a model T moment I don’t think that vehicle will amount to even 1% sales.
But the leadership in model E act like this is the next biggest thing and I don’t really see them caring about programs that actually make money

KR’s change program coming full circle

Stock now lower than before she joined

Paid off. She got her bonus.

Geoffroy is beginning to trim the bloat.