#leadership

I was watching this movie and it hit me on how well that phrase represents the bank today. I am generalizing here but for the most part it seems that our lions (level X) are being led by a bunch of lambs (level X-1) all the way up top to the CEO (level 1). No wonder the alignment seems OFF and nothing makes sense anymore.

Director and AVP layoffs in Atlanta by end of January. All directors and AVP's that have fewer than 8 directs will be surplussed. Get ready this one is going to be deep!

With George retiring, and him PROMISING the engineering department that “BUDGET IS LOCKED FOR 2026…I have spoken to Paul Gaske and there will be no future layoffs in the coming months”, THEY SHOULD stick to their word…

George AND Paul should do everything in their power to not let engineering layoffs happen in these first 2 quarters…….George has to protect his reputation in this company and industry…..if he allows layoffs, Paul Gaske would be looked down by everyone at the company by lying to George if there is another round of layoffs…… Employees are not d-mb…..we DO NOT like being lied to……
This will tarnish George’s legacy in everyone’s mind in the WHOLE INDUSTRY if there is another round of layoffs in this quarter……what a horrible way to retire with everyone hating you…. Paul & George do better…. Do NOT hold town halls to lie to us…..

Not sure how other parts of Nike are doing, but by my count this is the 6th reorg in 3 years, all at VP level or higher, honestly I see why people ask what does GT do in Nike, we are too busy to deal with reorgs to do something innovative.... ohh and warm welcome to new VP of Tech

Walmart’s CEO Doug McMillon out-earns the average American’s salary in less than 20 hours—during a typical 30-minute commute, he’s already made $1,563

https://fortune.com/2026/01/09/walmart-retiring-ceo-doug-mcmillon-out-earns-average-american-salary-less-20-hours-during-30-minute-commute-made-thousands/

Citi feels like a company moving without a clear direction. Decisions seem reactive and disconnected from what teams are dealing with day to day. I keep waiting to see a real long term strategy show up. Open to being proven wrong, but I am not seeing it yet.

Eric Vaughan, CEO of enterprise-software powerhouse IgniteTech, was unwavering as he reflected on the most radical decision of his decades-long career. In early 2023, convinced generative AI was an “existential” transformation, Vaughan looked at his team and saw a workforce not fully on board. His ultimate response: He ripped the company down to the studs, replacing nearly 80% of staff within a year, according to headcount figures reviewed by Fortune.

https://fortune.com/article/ceo-laid-off-80-percent-workforce-sabotage-what-are-ai-skills/

This used to be a company people admired, but now it feels like it’s devouring itself. There’s so much red tape and not enough room for people to be creative or take initiative. I don't see things can turn around anytime soon.

I’m concerned that a significant challenge at TIAA is the lack of constructive disagreement in our culture. From what I’ve observed and heard, there appears to be a top-down directive approach where decisions flow in one direction without meaningful dialogue. There seems to be limited opportunity for thoughtful debate or questioning of strategic decisions. Functions like Communications, HR, and Marketing—which bring valuable expertise and perspective—appear constrained in their ability to contribute meaningfully to discussions that affect employees and participants. Instead, there may be a culture where concerns about potential consequences discourage candid input.
I’m curious whether others feel they have genuine space to respectfully challenge ideas within their teams and with leadership. I’ve worked at organizations that intentionally created forums designed to counter groupthink and actively sought diverse perspectives, which consistently produced stronger outcomes. Without the ability to engage in constructive disagreement, we risk limiting innovation and creating frustration among talented professionals who have insights to share.
I wonder: Do people at the Executive Committee level and throughout the organization feel empowered to voice alternative viewpoints? Are we fostering an environment where the best ideas win, regardless of hierarchy, or are we inadvertently limiting our potential by relying too heavily on unidirectional decision-making?

This week the long awaited Geo restructure will take place;
AMER (North and Latin)
APAC (except GC)
Greater China
EMEA

CS will transition to their new CEO role mid-year (by FY 27' - 1 June)

With Pete Richter expected to retire in 2026, there will be quite a significant shift in the structure under him

Anyone know if BPX assets are in discussion for divestment? Which basins?
I understand layoffs took place last year, but new CEO wants discipline more CAPEX discipline. I think BPX just needs new leadership

It’s hard to understand how a company with HPE’s scale and portfolio continues to struggle to create momentum, and from the inside it feels less market driven and more internal. Constant restructuring, added complexity from acquisitions, and unclear accountability have worn people down. The recent layoffs were especially difficult because they didn’t feel strictly performance based, many capable, respected employees were impacted while leadership structures stayed largely unchanged, which made the process feel political rather than strategic. That disconnect has hurt morale and trust, and at this point the challenges feel structural, even a strong, proven leader like Rami stepping in as CEO wouldn’t be able to fix this without deeper changes in how decisions are made at the top.

After the demand centers close up, reorg/shuffling will be discussed by SVPs. This doesn’t necessarily mean layoffs.

William H. Rogers Jr.: Chairman and Chief Executive Officer.
Jennifer S. Banner: Executive Director, University of Tennessee Haslam College of Business.
K. David Boyer Jr.: CEO, GlobalWatch Technologies Inc..
Dallas S. Clement: President & CFO, Cox Enterprises.
Linnie M. Haynesworth: Retired Sector VP, Northrop Grumman Corporation.
Donna S. Morea: CEO, Adesso Group, LLC.
Charles A. Patton: Manager, Patton Holdings, LLC.
Jonathan Pruzan: Co-President, Pretium Partners (joined May 2025).
Agnes Bundy Scanlan: President, The Cambridge Group LLC.

Reading between the lines of all these recent posts, about FS district leaders being gone, and PIC's running the whole store, the CEO's email, etc., etc. So who knows what the real story is?

To become the next CEO after APLA disbands this month.
Thoughts?
Would be a great time! And a great move!
Let's go!

Trump's White House meeting of oil execs on Friday to discuss Venezuela just showed the massive difference between Exxon and Chevron. For starters, Chevron's CEO didn't bother showing up, which was an absolute disgrace. Second, when the press was admitted into the meeting, Exxon's Darren Woods articulated the Venezuela challenge clearly and articulately, while Chevron's inadequate proxy of Mark Nelson only wanted to thank the Trump administration, not present to the world what was needed.
It just further illustrated that Chevron's leadership is second rate compared to Exxon, who play chess while Chevron tries to learn how to play checkers.

So the expected answer would be "no" 😂
But after a few years here I wanted to create a list, which is no doubt just the start for which many of you can relate or add to. Im trying to explore DXCs current employees views and how you all feel, does the current culture of DXC effect your mental health?
Feel free to add more to my list in the comments.

It would be nice for some media platforms to highlight this feed if it gets traction on LinkedIn.

So here I go...

That 1% pay rise.. after 6/8 years
False promises after promise for salary review, so we feel burnt out and under appreciated.
Constantly battling additional workloads with no return.
Seeing management spew energy going into this AI comercial and yet they have no idea what the feck it is.
Constant changes in leadership who get bonuses and never connect with the workforce then leave.
Clear lack of direction by management.
Lack of career progression / guidance for skilled employees.
Seeing colleagues that are skilled 20+ years hang on, but for some reason they are still on a just above minimum wage salary due to inflation.
(These employees are normally the vital contacts that the clients get on with as highlighted in a recent town hall, if it wasn't for them alot if the clients would have left by now).
Seeing graduates getting onboard but knowing there is no 'happy' career for them here.

The list goes on so feel free to add, but wanted to know your views.
Happy 2026 folks let's address these issues.

Over the past few days I have seen numerous post and emails regarding VPs and Directors leaving the company to pursue other opportunities.

Why? What’s going on?

Are they getting ahead of knows cuts in fiscal 2026?

EH has been at the helm of Nike for over a year now, and it's been nothing but a dumpster fire. Sales are tanking in China down a whopping 17% last quarter while the stock's bled out like another 15% in just the last three months. This guy's supposed to be the savior, the insider who knows the brand inside out, but all we've seen is more of the same: sluggish innovation, over-reliance on old cr-p like Air Force 1s, and a "turnaround" plan that's moving slower than a snail on molasses. North America's up a bit, sure, but that's not enough to hide the fact that the company's still reeling from layoffs, scandals, and a culture that's gone from toxic to freaking toxic under his watch.

It's time for EH to pack his bags and GTFO before he drags Nike into the ground for good. We've got competitors like Hoka and On eating our lunch, and this dude's response? Raise prices and shuffle leadership like deck chairs on the Titanic. Enough with the excuses about "middle innings" of a comeback, investors are losing faith, employees are miserable, and the brand's losing its edge.

Nike needs a real leader, not this recycled exec who's just prolonging the pain.

Maybe put VA in charge.

I’m confused on what’s happening.

Are all leaders in the company expected to be hybrid roles now?
For grades 16+, are those remote roles being eliminated?
Or were these layoffs this week just certain org decisions?

Can someone clarify the moves made this week?

Via new republic.com

“You’re all gonna do very well—Marco just gave me a note. ‘Go back to Chevron, they want to discuss something,’” Trump read, turning to look at Chevron Vice Chairman Mark Nelson. “Go ahead, I’m going back to Chevron, Mark.”

Rubio grimaced uncomfortably, as Trump patted him on the back. “Thank you, Marco,” he said.

“Was there a question, Mr. President?” Nelson asked.

“Yes, go ahead Marco, what are you saying here?” Trump asked, inspecting the note again.

BS is at the core of everything Verizon upper management does. So much so that they’ve started giving awards for “delighting the customer” to employees who have never interacted with a customer from near or far!

I don’t know if Dan Schulman is serious about turning the company around but it won’t matter because even if he’s serious, this kind of BS is going to nullify his plans. They will tell him whatever he wants to hear but won’t deliver while laughing all the way to the bank.

But don’t feel sorry for Dan. He’ll also be laughing all the way to the bank.

Anyone else exhausted by the Medical Solutions imposters? The ones who somehow weaseled their way in while pushing out the very people who built MedSol into what it was.

I keep seeing LinkedIn posts about being a “human-first” company, but who exactly are you talking about? Because you didn’t build this company on the tears, grit, and resilience you now like to reference. Others did.

Instead, you’ve dismantled what they created, playing dress-up in roles that never should have been yours, hoping to ride the strength of a brand you didn’t earn to advance yourselves.

In a world once criticized for “daddy ball,” we now run companies on buddy ball—where proximity matters more than competence and loyalty to the right people outweighs actual leadership.

To the imposters at the top who just arrived and have zero understanding of what it truly means to be a MedSol employee: you represent the lowest standard of Medical Solutions quality. In a single year, you’ve managed to create more failures than prior leadership did in years.

Shame on all of you.

As Stank announces plans for the massive Plano campus, keep this in mind..
the mobility network is undergoing a massive ‘RAN Transformation’, which has been widely publicized by Ericsson and our internal
Leadership. Your favorite AI tool can help fill in the blanks.
Ericsson's HQ is conveniently located in Plano, very close to where the new Stank Campus is being built..
Coincidence? Maybe..
But ask yourself why that location and what happens once the network is solely Ericsson in 2028-2030?
For those looking to send your resume’..

Ericsson North America Headquarters is located in Plano, Texas. This is Ericsson’s U.S. headquarters at 6300 Legacy Drive, Plano, TX 75024. 
Key info
• 📍 Address: 6300 Legacy Dr, Plano, TX 75024. 
• 📞 Phone: +1 972-583-0000 (general office). 
• This site serves as Ericsson’s North America headquarters and supports corporate operations for the company in the United States. 

Ericsson also has other facilities in North Texas (for example, a 5G smart factory and innovation labs in nearby Lewisville and operations in Richardson), but the main corporate office listed above is indeed in Plano. 

If you need directions or details about specific teams or job openings there, I can help with that too.

We are getting a new CFO over here at Converse. How was DS at Nike? Looks like he ran Procurement. Good experiences? Good culture? Bad experiences? Need the details before he ramps us here so know what to expect. Only thing I heard so far was he got rid of people when he joined and the org did not have much direction from him with a lot of people having left or trying to leave. I only know one Procurement person that is over there still so giving the benefit of the doubt maybe he inherited a bad gig?

Need some info before meeting him…

For more than 20 years he looks good. But we who know him, know otherwise. Look up The Peter Principle and there’s a picture of Ryan. Chevron and XOM (and everyone else) will get things done.

What even the Directors and Senior Directors do lol??????

And it's by design. I almost have the feeling that they enjoy making us jump through hoops, throwing all kinds of obstacles and inconveniences at us just for the heck of it. Productivity and performance be damned. Losing top performers, because they do have a choice? Not important. As long as we are exposed to humiliating rituals and games, all is good.

I just finished a great meeting with the very successful Intel CEO, Lip-Bu Tan. Intel just launched the first SUB 2 NANOMETER CPU PROCESSOR designed, built, and packaged right here in the U.S.A. The United States Government is proud to be a Shareholder of Intel, and has already made, through its U.S.A. ownership position, Tens of Billions of Dollars for the American People — IN JUST FOUR MONTHS. We made a GREAT Deal, and so did Intel. Our Country is determined to bring leading edge Chip Manufacturing back to America, and that is exactly what is happening!!!

https://truthsocial.com/@realDonaldTrump/posts/115861537483492504

After 34 quarters and 8 years of decline they wonder why customers leave.

You dont pay anyone for 8 years, but you expect to deliver AI.

These leaders are so out-of touch its unreal.

It doesnt take an id--t to work out why morale is low and the company is failing every qtr.

You need to change your focus to Employee pay to get the best out of your main asset.

Who is feeling like this is a preferred workplace? What is leadership doing to make this a preferred workplace? It seems none of the employees from 3M are part of the future. The goal is to replace everyone with better employees and bring them in as Sr Director or VP and above. If you are not already that level, you never will be.

I've been noticing a lot of people getting their titles bump down 1 grade level. Any insight for folks who were impacted? Did their leaders say it's either agree to it or get laid off?

Welp, looks like another ‘rules for thee, not for me.’

‘Select’ leaders will have assigned spaces for ‘business continuity’

It would be bad to give them a widdle inconvenience. Poor babies.

Have a situation and have not had annual review yet, but pointed out unethical, immoral and possible illegal acts of our executive to my manager and their one up manager late in year.... sent via email and of course nothing was responded to in writing but called me back via teams and was told to never send something like that via email again..

I think I might be rewarded with inconsistantly meets or do not meets because of these actions...

Anyone have any experience reporting something like this?

Foskett - Who might be the laziest CRO on the planet. Here is 25% off and a couple of tickets to the Super Bowl. Isn't a strategy. His rolodex is ancient and hardly relevant. And we keep him around to ride around in the jet. The level of favoritism and nepo babies he has in his org is nuts! Ineffective!!!!! The other guy working for him in FIG sales. He keeps losing more people because the smart ones won't work for him - utterly ineffective and we continue to not address. It's a mess and that is why people are leaving! They do not want to make changes and will continue to bleed clients and talent. It is that simple.