#management

The worst management ever. I am still working here, but all we do is have meeting on projects that never finish. Upper management is by far the worst, very competitive against eachother, but let's have another pancake day! That will make everyone happy. I wish Maeve would come to NJ MORE and see the nonsense that goes on. Oh and by the way, don't trust the financial results. HPEFS CFO in NJ had to go to court, but he is still here. More to come. I really don't care if this isn't anonymous, leaving soon for Dell.

  Why is it everyday we are instructed to lie about what we do? Manager and GM both tell me to Customer Exception cars in my work order reporting today and blame the customer for cars not getting spotted because we didn't have crews to pull the unit train that was blocking the industry. I question it and get told do it so they don't take "hits" on ISP numbers and that Failure to Comply is an option. So I have to lie and potentially get fired or not lie and potentially get fired. 

My favorite is #12. What is yours?

The Corporate Culture:
1 I've Been Moved (A classic, referencing constant reorganizations)
2 Id--ts Becoming Managers
3 Inertia Builds Mediocrity
4 Inside Bureaucratic Maze
5 Insecure Business Machines
6 International Boring Machinery
7 Incompetence By Management

The Work Experience:

1. I Buy Macs
2. I've Become Mediocre
3. Incredibly Boring Meetings
4. It's Been Miserable
5. Incredibly Bad Managers
6. I Bring Misery
7. Internally Blocked Motivation
8. I Basically Mess-up

The Technical Aspects:

1. It Barely Maintains
2. Invisible Backup Modules
3. Incompatible Blue Machines
4. Intentionally Buried Mainframe
5. It Bluescreened Monday
6. Input Bad Material

The Sarcastic Sales Pitch:

1. Incredibly Blue Monopoly
2. Invest By Mistake
3. Inherently Bogus Marketing
4. Infinite Business Memories

My manager called a team meeting for the tool to submit anonymous feedback upwards

We were told that our feedback was “too negative” and that we needed to be more positive going forward or else comp would be impacted.

There are already tons of rumors circulating about the future of the Boston office for ops. This just added to the stress.

Quick Take On This Round Of Firing & How Its Different Than September 2,2025 ??

Uncle L did talk to an Astrologer & this mas firing happened EXACTLY 6 months after September 2025 layoff. What a timing. But, this time employees were reading E-mail on layoff & house collapsed. Shame on management

If my boss isn't consulted on who to lay off, and my bosses boss isn't consulted then what's the point in doing any work day to day ?

but our technology is still in the 80s. Forms that require standard text fields with predetermined values, which the user needs to spell out, and a highly paid analyst or manager has to manually reject for typos. No drop down, no back end data validation, no autocomplete.

BUT USE AI. lol. Because we bought Microsoft bonds, Charlie is on the board, and we are spending billions on CoPilot to keep them afloat. Or something.

How about we just spend the billions bringing our technology later into the 20th century.

The Education Management Team is manipulating instructor time clock punches in order to turn a buck! Who do we speak with about this? They are manipulating overtime hours and making them disappear. I know HR is in it for the company and can’t be trusted.
Needing advice!! Help!! This place is toxic!

With so many useless leaders under Shannon who don’t contribute to opentext success . Why are the still here ?

What does it mean for a location when Fort Worth sends two individuals for a week to observe productivity and practices 👀 and nobody in management was aware they were coming. One guy for car and one for locomotive.

Starting tomorrow at 8:00 AM ET, I will be executing a significant organizational restructuring involving a 20% headcount reduction across our team of 400. Following directives to stack-rank based on organizational impact, I am responsible for conducting the separation calls for approximately 80 personnel, many of whom are close peers and long-time collaborators. This transition comes at a critical juncture, as my org is currently managing a large volume of high-vis projects while operating at maximum capacity. Ugh. Such is life. I fought with myself long and hard before coming here to post this but felt the need to further validate what’s going down. :( good luck to all you brave souls, I wish you all nothing but the best

What is going on with GP&T Enablement lately? The team leads and managers basically won’t answer emails, they bail on meetings and when any responsibility comes their way, they immediately say their team aren’t the right ones to handle.

They’ve been using the “we’re at capacity” line for like two years straight… while their headcount has gone up. It’s like the more people they hire, the less anyone is willing to actually do.

What is going on over there?? Constant back and forth on plans and resourcing. Even requirements above the 4 days/wk corporate standard to please BB. Sure seems like a lot of people leaving.

Jensen Huang runs Nvidia with 60 direct reports, how many does Sassine have?

https://www.hcamag.com/us/news/general/class-action-accuses-danaher-of-turning-dei-into-hiring-quotas/568885

So when tf are the managers who enabled this going to be called out? I know who you are at a few opcos. You followed Danaher orders like submissive little boys and girls.

The message has been clear for month now in the entirety of underwriting. Move to claims or gtfo. All this worry about going in office more next year. brother, you’ll be gone by October lmao. Get on the same page about creating a union or just accept whats coming like the good little sheep you are. Out the Farm and out to pasture.

I guess this would be a question for management ,MBA that are out there if you are top seller in a department, but you don’t get as many credits as they want. Can they threaten to write up that person saying that productivity is not met? can’t ask HR as they will see the case. after three conversations, they are writing up whoever doesn’t get a credit. Is this allowed?

How many more quarter-zip pullovers with Iron Pulse logos will it take to buy your job? UP is doing this to keep you distracted from the fact they are trying to eliminate your positions. They even tell you in the Town Hall meetings they are using technology to consolidate as many dispatching desks as possible. Meanwhile, Vena has promised the NS ATDA dispatchers their jobs through a protection agreement. What has he promised you as a "valued member of the management team"? Nothing, absolutely nothing. In 2020 they cut people who only had a few years left to fulfill their 360 months for the full Railroad Retirement annuity. They will do it again! You are not special. This is not about being against the company; it's about protecting the career you dedicate and give so much of yourself to. You are trading small prizes for a possible guaranteed job, guaranteed wage increases, much better health care during your working years, health care after you retire, and protection against territory/dispatcher consolidations.

Does anyone remember during smart redesign there was a push to make all supervisors have 6 or more employees? What happened to that? I see so many supervisors with two, three and even one employee.

my prediction and I am a 2nd year senior manager with iffy prediction track record.

five years from now, ACN is likely a smaller, leaner, more AI-centered firm with less revenue tied to labor-heavy delivery... more tied to high-end consulting, governance work, and complex project/enterprise orchestration... and still facing lower headcount leverage and margin pressure than in its pre-AI model.

I see Accenture at roughly 70% of current revenue (lets say in 5 years), with headcount down much more than revenue because AI compresses labor faster than it ki-ls total demand...

Now let's look Bear vs Bull cases, i am in the middle:

Bears: Think in terms of an impact across the board bears will say this:

• Mgmt Consulting - High Value Add (Research, planning, transformation - advanced thinking LLM models are really good at this - it'll slash demand by 50%)
• Vendor Selection (each advanced LLM model beats Gartner, things are analyzed and customized in less than 8 hours of work - u still need consulting, but you need 2 guys instead of 12)
• Design Systems Work (see above, the same applies)
• Dev (Agentic is going to cannibalize this up to 80%)
• Testing (Same as above, Agentic works - writes and executes scripts, u just need oversight and metrics, this will take a 70% haircut).
• Training and Change/Communication (Same as above)
• PMO (Still needed, probably 25% less or so)
• Management (Still needed, probably minimal impact)
• Overhead (Contracts, finance, HR, Still needed but will get streamlined extra 20% over time).

Bulls will counter with this, and the Wall Street seems to be more on the Bears side at least for now:

• Mgmt Consulting - High Vlue Add (AI strategy, operating model, transformation - LLMs generate options, but exec alignment grows - demand shifts up the stack)
• Vendor Selection (LLMs speed anlysis, but audit and risk increase - still need validation and accountability, fewer analysts more senior roles)
• Design Systems Work (AI builds components, but enterprise standardization at scale grows - governance and consistency expand)
• Dev (Agentic boosts output, but backlog expands - fewer devs per project, more projects overall)
• Testing (Agentic automates scripts, but continuous validation and monitoring grow - shift to quality engineering)
• Training and Change/Communication (More tools, faster change - structured adoption and change mgmt expand)
• PMO (Faster delivery, more coordination across AI, data, business - leaner but more critical)
• Mgmt (Fewer layers, higher span of control - more intense decision making)
• Overhead (More AI licensing, compliance, governance - leaner ops, higher complex.)

WHEN WILL HE COME OUT NEW STYLE OF SHOES THAT REGISTER WITH PEOPLE!!!

Where is next AF1, AJ1, Cortez? Next Air technology or Air Max technology?

What is upper management doing? Other than figuring out how to cut the company and retreat!!!

If EH cannot provided any significant answer then he should go or PK should let him go

Audit is losing a managing director on CSBB team. The cover story seems fishy. Oh TAS drama how you never cease to entertain.

As an f u to the upper management I'm selling all my shares , no way this shyte will recover

Sc--w your layoffs

Is it anonymous?
Manager levels up referenced my global survey response to me but did not mention my name, he complaint about that person who wrote the bad review and saying that person should resign.

Weekly calls are always the same, managers focused on whatever bullsh-t "metric" has been identified as needing improvement. When "Improvement" is made, it isn't based on any actual changes in the way buisness is done, only how the field is instructed to report thier time. Middle management lives and cultivates this fantasy world, and feeds this "data" to upper management who makes decisions based on phony metrics. What a clown show.

Oracle employees always seem to conveniently forget that Oracle is run by a malignant narcisist. Narcisists enjoy the chaos created by pitting their underlings against one another. This is a behavioural fact.

So stop with all the questions of why management does this or that. The answer is that this is Oracle's company culture; derived directly from the sick individual at the top.

Furthermore, it isn't just the hand-wringing of the poor ICs that he enjoys, but the same reaction is taking place through all ranks of management, with almost no exception.

It is my understanding that the company is planning to lay off a significant number of employees who are directly responsible for day-to-day execution. In light of this, it would be advisable to also evaluate the structure and effectiveness of the senior management team.

A thorough assessment of management layers and their contribution to operational efficiency may help identify meaningful cost-saving opportunities. In some instances, organizations develop multiple layers of leadership that are not closely aligned with core business functions, which can introduce inefficiencies. Additionally, certain senior-level appointments made under prior leadership may warrant review to ensure alignment with current organizational needs and performance expectations.

It is also important to evaluate whether the addition of high-ranking, high-cost roles is delivering the intended improvements in efficiency and execution. A balanced approach that considers both leadership structure and frontline resources is critical to sustaining operational effectiveness.

From a customer perspective, there are growing concerns regarding execution timelines. Based on ongoing engagement with financial institutions across both the East and West Coasts, a consistent theme is that projects are taking longer than expected to launch. This may reflect an overreliance on layered management and delegation, rather than a streamlined, execution-focused approach.

Given the competitive landscape, these concerns are increasingly significant. Industry discussions indicate that organizations are actively evaluating alternative providers, making it essential to address efficiency, accountability, and delivery performance to maintain strong client relationships l,

Are you being harassed on day off ?

Store manager texts getting out of hand. Phone going off every five minutes

All companies have problems. What are the problems specific to Waters.

Low hikes, off-shoring ….what else ?

How bad are the layoffs?
Is management any good?

Consider starting with voluntary early retirement packages for long-tenured employees whose roles have shifted primarily toward coordination rather than direct output.
Reduce organizational layers, as there is an excessive number of VP and director roles.
In some cases, directors oversee little to no staff, which is difficult to justify outside of highly specialized environments.
Finally, conduct a thorough talent review to identify roles that are more administrative than technical and assess whether they align with the future direction of the IT function.

Now with this merger it’s time to get rid of C Smith, Boling, and Lucas. They have destroyed this company.

Workplace Benefits has just launched an Adobe project management called Worfront. It is a s@/!t sandwich. No one has a clue to use it and management knows it but won’t admit. Ah, only the best and brightest team here at the Bank

Hey boss, this is about you:
https://www.inc.com/jessica-stillman/people-who-love-corporate-bs-are-bad-at-their-jobs-new-cornell-research-confirms/91314405

Heard the Legg Org is reviewing virtual ‘exceptions’ and they will need to be rejustified for approval. If not approved, must report to home office. Anyone hear anything similar?

From time to time I feel disgusted reporting to the current management structure. Unmotivated, blame shifting, self-important, lacking basic manners in communication and the list goes on and on. Three layers of unmotivated and uninspiring management chain, they just come in to cash checks. Wish I could put my name to it and call out these mo--ns on LinkedIn.

https://www.inc.com/jessica-stillman/people-who-love-corporate-bs-are-bad-at-their-jobs-new-cornell-research-confirms/91314405

Total opposite of other analysts and certainly no belief in management. Mayo hasn’t been this tough and we know how he feels about BillyBob and his management.

Jefferies initiated coverage on Truist Financial Corp. (NYSE:TFC) with an underperform rating and set a price target of $35.00, representing a significant 23% downside from the current stock price of $45.39. This bearish stance contrasts sharply with the broader analyst consensus of Hold, with price targets ranging from $48.50 to $69.
The firm cited execution risk related to the bank achieving its return on tangible common equity target of 15% in fiscal year 2026, up from 13% in fiscal year 2025. The challenge appears substantial given that Truist’s return on common equity currently stands at just 8% as of the last twelve months. According to InvestingPro analysis, 8 analysts have revised their earnings downwards for the upcoming period, though the stock trades at a P/E ratio of 11.86 and offers a dividend yield of 4.59%.
Jefferies said intensifying competition in the Southeast may hinder loan and deposit growth and add friction to the company’s hiring plans.
The firm noted that even if Truist Financial meets its ROTCE target, it would trail peers at 17% in fiscal year 2027.
Jefferies said the expected performance gap warrants a discounted valuation for the stock.

A rare sensible move, if true.

Fidelity appears to have made a business decision long ago in response to shrinking margins, automation, fee compression, and a more self-directed investor base. The problem isn’t the decision itself. It’s how that decision has been operationalized.
When a firm replaces professional judgment with opaque performance systems, “standards of care” stops being a value and starts being a slogan. The micro-management intensifies by design. Weekly one-on-ones. Additional check-ins. Maybe a "visit" from a market leader. More oversight framed as “support.” More and more metrics, but less trust.
I experienced this firsthand. It became a slow, unsettling realization that doing the right thing for clients and doing the right thing for the system were no longer the same thing. That tension doesn’t resolve, it accumulates. Over time, it wears you down. (Which I gather is the objective of a constructive discharge.)
Some people resign. Others try to hang on, only to find their work increasingly scrutinized, their judgment second-guessed, and their margin for error shrinking to zero.
It can be soul-crushing. (Which I think is the idea.) For those living it, the cost isn’t just professional, it’s personal.
Best wishes to everyone currently navigating that reality. If its any consolation, what that environment erodes isn’t talent, it’s morale and morale can be rebuilt quickly once you’re no longer inside a system designed to grind it down.

Bumped from @cf+1kh0ce72y, an on-point post.