#leadership

One of the long standing and influential APAC VP in Taiwan for Test left Qualcomm recently. Not sure if she was fired or she left this bs

Spotted: a once-mighty corporate empire teetering on the edge of its own contradictions. After sweeping layoffs, the remaining employees are left juggling heavier workloads, thinner resources, and a shiny new “way of working” that—surprise—just isn’t working. The halls whisper of burnout, while inboxes scream urgency, and morale quietly slips through the cracks. Efficiency? Innovation? Collaboration? Please. When survival mode becomes the daily dress code, even the most loyal insiders start wondering if leadership is actually watching… or just missing the point entirely.

And now comes the latest twist: employee tracking. Yes, tracking. As if productivity can be measured by the minute hand of a clock and not the brilliance of a mind. Word on the floor is that time spent in the office will soon be monitored like wildlife in a nature documentary, proving once and for all that leadership’s priorities are spectacularly backwards. Because nothing says “we trust you” like surveillance, right? If they truly believe that counting hours instead of cultivating culture will spark performance, then someone clearly skipped the memo on modern work.

Just saw an official Schwab social media post about how well the company performed last year. It’s too bad that won’t translate into better merits and bonuses

Had a quick talk with my manager today and they said merits and bonuses were virtually identical to last year. How?!

When the company performs poorly, we get merit and bonus cuts. When the stock skyrockets, we remain stable, all while the EC enriches themselves. Approves 20% pay increases for themselves, stock options, golden parachutes etc.

Pay increases for us plebeians doesn’t cover inflation and the rising cost of living. What is the actual point or incentive to try at this company? Promotions are political, not based on merit. Pay increases are stagnant. You’ll get your 2-3%, smile, and keep toeing the line or you’ll be kicked to the curb. Sh-t is discouraging, man

On the front page interview with our fearless leader. This interview is the same as our town halls- lots of words and nothing concrete 👌

Kel B just sent out a message saying that we will achieve client success by using AI. People are getting fired left and right, morale is terrible, FT call center is getting closed and all they can say is AI. This is beyond stupid. She schedules her meetings almost every month and it's all about AI, that's the best you can do??

I had to vent I am finished.

Over the past several years, it’s become clear that my team has been operating under the wrong organizational structure. As a result, many of the processes we support have been sustained only through workarounds created by clinics and patients themselves. It’s difficult to see this department remaining viable in the long term if things continue in their current direction.

Leadership has played a significant role in the decline of the team. The current manager has not provided meaningful support or advocacy, and decisions often feel disconnected from the needs of the staff. The supervisory team seems more focused on protecting leadership than addressing ongoing issues, which has created a sense of frustration and confusion.

I genuinely miss my previous supervisor, who provided positivity and encouragement her departure highlighted just how stressful the environment has become. Since then, the culture has shifted dramatically, and the workplace has grown increasingly difficult to navigate. After more than seven years here, I’m actively searching for a new opportunity. The environment has become too toxic to remain in, especially after recent leadership changes. I wish the best to anyone else who is also looking for a fresh start.

This company feels like a team stuck with bad coaches who refuse to adapt, and the scoreboard proves it. You don’t win by wearing out your players. You win by putting them in a position to succeed.

Employees aren’t asking for less accountability. They’re asking for flexibility, which most of the market already offers. If five day RTO actually drove performance, we would see it in execution, morale, retention, and the stock. We don’t. We see burnout, attrition, and continued underperformance.

In sports, when coaches pile up losing seasons, blow money on bad deals, and lose the locker room, they don’t get more time to tighten discipline. They get fired. And we already have a losing record. Years of bad acquisitions, billions written off, talent walking, and a stock that can’t keep pace with the league.

Good coaches listen to feedback and adjust. Bad coaches double down, blame the players, and keep losing. Flexibility is the fix. Rigid RTO is the mistake. Until leadership accepts that, this team isn’t turning the season around.

Many on this blog are going to dislike this post. But VK is absolutely crushing it at Davos this year. The stock is rallying and the strategic decisions he is leading are poising us for a step change in growth. Bravo this is fantastic to watch on CNBC.

##Proud Honeyweller ##

1. Part of messaging to analysts that OpenText is continuing on its promised transformation as announced when MB was fired. This says, we mean business, we are pulling out people in, we have control over their output. When business declines, pretending to change the dynamic of a component of that failure is part of telling analysts your recovery story.
2. Attrition: Attrition is expected and welcome. There is a stat on this as part of the planing. Any employee contributing at high value or in a niche way is absolutely not on the handpicked RTO list.
3. The list is VERY deliberate. You will note that today's employer communication underscored sales teams are exempt. Sure they gave reasons, but the reality is, OT is in the business of SELLING not INVENTING. OT can and will easily replace any employee who Isn't selling and that includes sellers.
4. This is a preamble to the entrance of the new CEO. More control, more expectation, more oversight is the message.
5. Stay tuned. Several more big announcements coming including restructuring and leadership exits through the fiscal year.
6. Big carve out Q127
7. Big change coming for one of the "core" business units.
8. 1-6 are all part of the process of reducing headcount through voluntary exits (non executive) and golden parachutes for senior leaders.
9. Followed by a HUGE WFR.

Exceptional leadership in a time of great uncertainty. You haven’t wavered on the core principles that Centene emphasizes. I, for one, appreciate that. Too many haters on here. I am glad we have you and wouldn’t want to work under anyone else. The stock returns over the last 6 months aren’t bad either!

No pigeonhole this All Hands call she wants us to email questions directly to a mailbox so she doesn’t get harsh questions.

When a clown moves into a palace, he doesn't become a king; the palace becomes a circus.

Things have gone downhill ever since he started at Edward Jones.

This layoff has a special experience. What a shameless Sr Director, Director and Sr Manager taking any position. These people are taking low level positions. Shame shame. What is your comment??

Referring to the cowardly email from GK about events happening in the Twin Cities area (USB HQ). Not an ounce of genuine empathy or desire to help with RTO safety but vaguely mentioned stuff that covers their butts and throws responsibility on immediate managers and peers to help out. Ashamed of our “leadership”.

Bro stop pls.. you are literally the reason why the american dream is dead

Can someone please share the directives coming down right now? Every leader seems even more in a scramble this week than the last 8 combined.
Yes it’s clear layoffs happened this week, but it’s something more. I had vaguely overheard, I was trying not to be obvious, about a directive that was given from HR about a RTO mandate. As in some directive about a larger mandate to ensure employees are in hubs and not remote. What is going on? All of us see and sense something.

What happened to it’s nice to see your faces? Or is there some news that is easier to give when you are not in an auditorium?

The constant re-org and shuffling around, several times a year for two years now. It’s a true reflection of the leadership direction that we have to work under.

Not impressed.

Too many of you avoid it and think we are being tracked. For god's sake reply to it and DESTROY any question that talks about Managing Committee, Senior Leadership, Leadership, etc.

Yes I know they won't do anything but if you don't share you voice, they will assume the rosey picture they get from all the boot lickers is the majority and those of us who hate the leadership are a small minority.

I am tired of her saying things like "according to the surveys, morale is pretty high". Take that lame a-s excuse from her.

Any idea why multiple leaders from GBS Credit Risk are here in Coral? Making people nervous that something is cooking.

With Mike Wirth having sold off around $80,000,000.00 (public information/verifiable online) of Chevron Stock within the last three months...how many of us believe it is a smart move to wait for the next axe to fall? When our own CEO has lost faith in this company it's clearly time to start looking to get out before there's a logjam at the gates.

Look at the super senior, very expensive roles thay have created just in the last 3 months. one or two levels just below Stephanie

Chief Tecnhology operations Officer
Head of commercial finance
Head of Corporate Finance
Global Talent, Learning and AI Work Enablement
global head of pricing
Head of incident management
Client success for strategic accounts
Market Engagement leader

each will build their own new army, duplicate costs and add confusion to respoinsbility and accountability

If integration is the strategy at Phillips 66, then the CFO is where that strategy either becomes measurable—or quietly unravels.

Under K3vin Mitchell, management has repeatedly emphasized the company’s commercial strength and trading activity as a differentiator—pointing to optimization, integration across assets, and value capture across the system. In public forums, Mitchell has framed this capability as a reason to maintain the current structure and as a contributor to long-term shareholder returns.

But the outcomes raise a fundamental question: if trading and commercial capability are truly differentiated, why does volatility keep increasing rather than declining?

Quarter after quarter, refining and commercial swings dominate results. Earnings remain highly sensitive to market moves, even as leadership points to trading activity as a source of advantage. At some point, “commercial optimization” stops sounding like a stabilizer and starts sounding like an explanation for risk that isn’t being actively constrained.

This matters because volatility is not an abstract concept—it is a capital allocation choice. Expanding trading activity without demonstrably reducing enterprise-level swings suggests either:
• the activity is adding risk rather than offsetting it, or
• leadership is comfortable with volatility that contradicts the integration narrative

Neither interpretation supports the company’s positioning as a diversified, disciplined platform.

The issue is compounded by management style.

Effective CFOs in complex organizations are not passive coordinators. They force clarity, resolve conflicts between segments, and actively develop leaders who can manage portfolio-level trade-offs. Here, leadership appears distant and conflict-avoidant. Hard questions linger unanswered. Exposure choices persist by default.

That combination—embracing volatility while avoiding confrontation—is dangerous in a company this complex.

Commercial trading can be a real advantage. But if it doesn’t visibly improve and smooth results, reduce dependence on refining swings, or produce superior risk-adjusted returns, it isn’t a differentiator—it’s just activity that comes at added expense.

A CFO doesn’t earn credibility by describing capability. They earn it by shaping outcomes.

Right now, Phillips 66 is getting more volatility than its strategy implies—and less leadership pressure than its complexity demands.

i.e. retire

By this point we’re usually given at least a target or some directional guidance. Instead, nothing. Total silence. That’s not an accident, it’s deliberate. When leadership stops communicating, it’s usually because the message would land badly. Something’s clearly being set up behind the scenes, and employees are the ones being left in the dark yet again.

APLA has been for a long time the best example of how things should be done. More hands on, comparatively less BS, the priorities are the priorities and not what some lousy global leader asks for this week, do more with way less (sometimes 4 to 1 same function versus NA).
Happy to see leaders with APLA past going to other geographies.

When will Jeff Simon’s team have layoffs? If he’s not doing any in January and garden leave ends on April 2, doesn’t that mean they need to be done on just Feb 1 or Feb 2?

Geoffrey is trying to use his connections after being paid 7 million dollars to not let others speak about how Saks Global won't pay bills. They will try to target this page next. They do not want information about their conduct.

Facebook.com/nmnewscoverage was a source for info on their mal intent. . Hopefully it returns as it was an education page. Free speech on them is needed

I look for Us Bank Home Mortgage to fall. I'm a remote Mortgage worker just sitting here waiting on the chopping block..... see below what Citi is doing but we follow behind.

Citigroup's Major Cuts (Industry Context): Citigroup announced plans to cut 20,000 jobs by the end of 2026, with some cuts happening in early 2026, affecting the broader banking world.

He is showing his inexperience as a rookie CEO. If he thinks that he can grow this company by doing the large layoff he did today, he is just a fool.

and we are still 2 weeks out from Dan's plan? Guessing the leadership team was told by the CEO to figure out how to do it with 15k less people (and maybe even 30k less people if the latest reports are true) and let him know the plan by the end of January so he could take credit for it in early February.

Shell has announced that Robin Mooldijk, President of Projects and Technology, will step down effective February 28, 2026.

Following his departure, Shell’s executive committee will be reduced in size, with no immediate successor named for the role. The Projects and Technology function oversees project delivery, engineering, and technology across Shell’s global portfolio.

Shell stated that the change is part of its ongoing leadership updates and organizational management.

Its been interesting to see the small and not-so-small ways that people have been tuning out since Charlie Scharf took the helm and the never-ending march of layoffs started. From small shifts in attitude and lowered enthusiasm, to slow walking projects, all the way up to people drawing hard boundaries on their time, and what their teams have the resources to deliver. I can't remember the last time I talked to someone who was enthusiastic about being here, or actively trying to make things better.

AI a solution in desperate search of a problem.
Our customers have treated it as a toy, but won't pay additionally for it.
SAP's AI-focused plan is ignoring the demands of core SAP customers and they will move to start-ups or better solutions offered by competitors.
SAP's executive board and HR only want AI because it helps lay off SAP employees and reduce wages where possible.
We need a two-pronged approach, aimed at growing AI relevancy but also growing the core business and delivering the product features our customers are asking for.
This means we need all hands on deck and more employees not layoffs.

Can anyone here help me understand why this isn't SAP's current plan?

https://news.ycombinator.com/item?id=46680974

More and more evidence that the a-holes with spreadsheets are taking over at Apple and they’re completely devoid of any ideas on the software side. I heard someone randomly say that they should replace Tim Cook with Scott Forstall. I chuckled at the idea but this might be a great idea. Apple is having its Ballmer moment. Google did too before AI lit the fire under their feet. Who is going to be Apple’s next Nadella? Steve Jobs was the original.

Please, Apple. Won’t anyone think of the customer?

6 months into this new org and people still don’t know who is doing what. Continue pushing jobs to engine and watching it fall apart. Leadership silent on the disfunction of it all. I sure hope the current administration f*cake chevron hard on tax and penalties for all the outsourcing. Seeing employees leave for Exxon is wild. Use to be the other way around.

Any calendar invites or meetings we know of for retail leadership?

Is there other team who did not have annual reviews for 2025