#management

When I worked at Fannie 10+ years ago, there was the Manager->Director->VP hierarchy. Now when I check LinkedIn, there's Manager, Senior Manager, Director, Senior Director. And a lot more people appear to have those titles. Why did they make that change? Seems like too many managers and directors.

Part of being a good manager is knowing when to call it quits. Lots of these managers are just riding their time out and the problem with this is they aren't taking care of their people or making a positive impact on anything or anyone. Time to move out if you are in this boat. Open opportunities up for others.

Are you on “the list”?

I'd not have believed the rhetoric if I hadn't first hand witnessed manager blocking my promotion, sidelining me into oblivion to clean up the mess in another squad.

What is the point when managers are shutting down actual performers to give opportunities to less deserving individuals just coz they're in the same region as the manager????

Most senior leaders already know their roles. Some were informed months ago, others more recently.

Mid-level managers were notified last week about changes to their teams below a certain level. They received updated reporting structures and job titles for their direct reports. If any team members were being let go or given a choice regarding their role, those individuals were not listed.

Managers were simply told that they had someone affected, either through termination or an offered option, without further details.

The conversations with affected employees are being handled at higher leadership levels.

All conversations start on Tuesday. For people managers with larger teams, this may extend to Wednesday.

If no communication is received on Tuesday, it’s a strong sign that the role remains unchanged. If you also don’t hear anything on Wednesday, your position may depend on the decisions of others who were given options.

Fast follows will happen Thursday through Monday based how exits and option decisions unfold, as well as how leaders want to structure their teams.

I’ve heard from multiple sources that some entire functions, or nearly entire functions, will be wound down. The affected functions will not surprise anyone.

They got me reporting to 2 managers, and fielding requests from the layer above them. Each of them wants to have a 1:1, each wants a status update, each is dead weight that gets in my way from being productive. They really need to do away with management and make those with the most knowledge just rise to the situation at hand. Such a waste of shareholder money. They also need to start firing these Indians who email 600 people for the smallest task they completed, only email people directly involved. The manager of these people should be fired.

Does your immediate manager has a say, who to let go

Google AI: Medtronic Org structure is very deep, not flat. Will EM involvement drive middle or senior level of management layoff?

AI answer:

Involving activist investor Elliott Management (EM) at Medtronic is likely to drive layoffs at both the middle and senior management levels. While middle management is most vulnerable, senior management is also at risk due to a culture of long tenure and deep hierarchies.

-- Layoff risk for middle management
Middle management is most likely to be targeted in a push for a flatter, more efficient corporate structure.
Elliott's history: Elliott has a well-documented history of pushing for aggressive cost-cutting and workforce reductions at companies like Southwest Airlines and AT&T.
Operational inefficiencies: Medtronic has a deep, bureaucratic hierarchy with "excessive bureaucracy" noted in employee reviews. The newly formed Operating Committee, influenced by Elliott, is tasked with improving cost discipline and efficiency, which often means streamlining the organizational chart and reducing redundant management layers.
Redundant roles: Restructuring often involves pushing accountability down to the operating units, as CEO Geoff Martha has previously attempted. This makes layers of middle management that are not directly tied to revenue generation more vulnerable to elimination.

-- Layoff risk for senior management
While less common, senior management is not immune to restructurings influenced by activist investors.

Challenging the status quo: Elliott's approach challenges the "entrenchment of long-tenured executives" that can characterize large, stable companies like Medtronic. Elliott can advocate for leadership changes and board reshuffles, including CEO replacements.
Holding leaders accountable: The new board committees will hold senior leaders more accountable for the performance of their portfolios. The potential for divestitures and strategic shifts driven by Elliott puts the leaders of underperforming or non-core business units at a higher risk of being replaced.

Reshuffling and departures: The creation of new board committees and the shifting strategy often cause high-profile executives to depart, as seen in the recent exit of Medtronic CFO Karen Parkhill.

Potential outcomes

• Initial reductions: The process will likely start with cuts to operational and supply chain roles, as has already begun.
  Later-stage management cuts: These will be followed by more strategic trimming of middle and senior management roles to create a leaner, more agile leadership structure.
• Varying impact: As CEO Geoff Martha stated in a past restructuring, the impact will vary across teams, regions, and countries. Some departments, especially those tied to specific functions like manufacturing and supply chain, will see heavier reductions.

In summary, Elliott's involvement and Medtronic's focus on profitability will likely result in layoffs affecting both middle and senior management. While middle management is most at risk from cost-cutting initiatives, senior leaders in underperforming portfolios or those whose roles are deemed redundant will also face significant scrutiny and potential elimination.

Google AI: EM board members are hired to 2 boards within Medtronic. With EM's involvement, which business units will be likely pushed to improve the profitability? any chance of spin off more business units?

AI generated answer:
In August 2025, after engagement with activist investor Elliott Investment Management (often abbreviated as "EM"), Medtronic appointed two independent directors
John Groetelaars and Bill Jellison and created two new board committees. These new committees will target profitability across all business units, and further spin-offs are a significant possibility.

The new directors' backgrounds point to a focus on operations and portfolio management:

• John Groetelaars is a veteran medtech executive with experience in mergers and acquisitions (M&A).
• Bill Jellison is a seasoned finance executive with a background in operational improvements.

Business units targeted for profitability improvements

The newly formed board committees—the Growth Committee and the Operating Committee—will apply scrutiny to all of Medtronic's business units. Based on past performance and strategic reviews, the following portfolios and divisions are most likely to be pressured for margin improvement:

1. Medical Surgical Portfolio: This unit saw a decline in reported revenue in FY25 and only a modest organic increase. The Operating Committee will likely focus on improving efficiency within its global manufacturing, supply chain, and operations to boost margins.
2. Specialty Therapies (within Neuroscience): This division experienced a decline in organic revenue in Q1 FY26, in part due to challenges like volume-based procurement in China. The new directors will likely push for a more effective strategy to address these market-specific headwinds.
3. Cranial & Spinal Technologies (CST) (within Neuroscience): Although CST is generally a strong performer, the Growth Committee will look for opportunities to optimize its performance, possibly through more strategic tuck-in acquisitions or by better leveraging technology like the AiBLE™ spine surgery ecosystem.

Chance of more business unit spin-offs

The appointment of these new board members and the creation of the Growth Committee, which is explicitly tasked with evaluating "potential divestitures," significantly increase the probability of further spin-offs.

Evidence of activist influence: Medtronic's moves came after "constructive engagement with Elliott". Activist investors like Elliott Management are known for pressuring companies to sell or spin off underperforming or non-core assets to unlock shareholder value.

Successful model for spin-offs: The diabetes spin-off is a template for how Medtronic can create a more focused, higher-margin portfolio. It has already been deemed a successful strategy that improves margins and earnings per share.
Potential candidates: Any unit that underperforms on profitability or operates with a different business model could be a candidate for divestiture. This includes:
Less profitable parts of the Medical Surgical portfolio: If profitability doesn't improve, parts of this portfolio, which has underperformed its peers, could be on the block.
Sub-units within Neuroscience: While neuroscience is a high-growth area, specific sub-units with lower profit margins could face scrutiny.

The next significant milestone will be the Medtronic investor day in mid-2026, where the company will detail the work of the new committees and likely provide more information on its long-term strategy.

Are there director and VP level individual contributors?

This isn't meant to jab at anyone...honestly, just want opinions on the CM3s MLs etc.
Has this extra level of management made working in the stores, getting books and things done easier or more complicated?

Our team is a mess because no one is keeping things in line. Personal drama takes over, but we still scramble to meet goals by working extra hours just to stay off the radar. People are tense, worried about job security, and it is draining to walk into this every morning. Proper management could fix so much, but no one steps up.

There are so many people here with big titles who barely lift a finger. They cover for each other and make it impossible to clean house. If they ever got out of the way, we could probably fix a lot of problems in no time.

I’ve watched good people suddenly get nitpicked to death, with every small mistake magnified and every project second guessed until they finally give up and leave. It always feels personal, not professional. Nobody turns from an exemplary employee into a bad one overnight, even though management sometimes tries to make it seem that way. I’ll be honest, I’ve been walking on eggshells to avoid the same thing happening to me.

Need tips.

Layoffs are something that happens everywhere, we're not special in that regard. And I still think this is a decent job if you're lucky to have a good team and a good manager. Just my 2 cents.

If management had to spend even a single week working under the same strict rules they’re pushing on us, they’d see how unrealistic and counterproductive they are. It’s easy to make policies from an office far away, but when you’re the one dealing with constant pressure and impossible targets, those rules just don’t hold up. Maybe if the people making these decisions actually experienced them firsthand, they’d think twice before rolling them out.

On Thursday, several internal staff members were let go as part of the company’s ongoing restructuring under the TKO Group Holdings umbrella.

https://wrestlingnews.co/wwe-news/report-wwe-staff-layoffs-took-place-week/

Thats all the state yet all i see is hood , knowledgeable people being let go and the clueless ones kept. What in the actual f-k is this placing thinking and how do they think this is the smart way to do business. Lets run the company into the ground while we make millions looking down on people

https://www.cnbc.com/2025/08/27/google-executive-says-company-has-cut-a-third-of-its-managers.html

Hi all. My partner works in design and I’ve been hearing stories about leadership and making his job harder. Just curious-who is responsible for leadership? Who’s making sure they are doing a good job?

My manager has been "dangling the carrot" at me ever since I joined.

Asking me to burn midnight oil and be an expert, which I have done so and received so much appreciation from individual team members.

Yet no recognition from my manager, no rewards, no promotion chat, no bonus or compensation.

On top of all that, I can clearly see I am not been given opportunities to present, I am doing all the hard work and this snake of a manager always chooses someone else to present the work I DID, that is because that person is in the same region as my manager.

Is this a normal thing at fidelity??? I thought this used to be a place where success is being celebrated, recognized.

Or is it just another toxic tactic for pushing colocation agenda????

This was done solely for profit. In a time of a weak job market, aggressive inflation, and the dawn of AI, they just crushed people’s lives for money. At a recent summer regional, Penny stated a few times, “over my dead body will this place be sold”. When you have to be that declarative, then you know the field and home office no longer trust you. She is the female version of Andy Sieg. She also stated she is rewriting the Partnership. To change the required age of MP retirement? Perhaps we have a dictator on our hands. Perhaps to change the by-laws to make it easier to sell? She has hired inexperienced EJ leaders for her ELT…external hires, in a sense creating a board of directors. And when she sells, guess what? The GPs get the premium or excess paid for the equity…you as a LP will only get your capital back. Reminds me of 2008 with another proud St. Louis institution - Anheuser Busch. August the 4th was incompetent Iike Penny and he too “invited the barbarians in the gate” meaning the executives from InBev which allowed them to plan the takeover.

So thank you heir dictator you truly are a “penny stock” - you bring little to no value and come with many disclaimers.

Could you please clarify which level of management is informed in advance about upcoming layoffs within their teams?

Salaries should be reduced by 80%, until Intel becomes profitable. Managers must take one for the team.

Google has eliminated 35% of managers overseeing small teams in past year, exec says

https://www.cnbc.com/2025/08/27/google-executive-says-company-has-cut-a-third-of-its-managers.html

• A Google executive told employees last week that in the past year, the company has gotten rid of a third of its managers overseeing small teams.
• “We have to be more efficient as we scale up so we don’t solve everything with headcount,” Google CEO Sundar Pichai said at a town hall meeting.
• Asked about the buyouts, executives at the meeting said that a total of 10 product areas have presented “Voluntary Exit Program” offers.
  https://www.cnbc.com/2025/08/27/google-executive-says-company-has-cut-a-third-of-its-managers.html

The working theory is that our “leaker” was caught and no longer with us.

I hope that someone will step up and take their place.

Real news on RIFs
This site used to have good information related to coming layoffs. Now all it seems to have is people complaining about upper management and/RTO. Sadly, the site is becoming more irrelevant as time passes.
So I will try one more time. Does anyone have any REAL intell on coming layoffs?

https://www.cnbc.com/2025/08/27/google-executive-says-company-has-cut-a-third-of-its-managers.html

Quotes from the main thread:

• "they're utterly stymied by broken process, bloated egos and MGMT who's only concern is their own portfolio." (Anonymous, Post ID: @qg+1k3eddae2)
• "Kroger values people who say 'Yes, Yael, great idea! We can do it on that timeline!' more than why other skill." (Anonymous, Post ID: @q3+1k3eddae2)
• "Yael is such a fake corpo loser. Hate his stupid voice... all of these clowns are spineless cowards who don’t care about people." (Anonymous, Post ID: @h7+1k3eddae2)
• "HR isn't for the associates. It's designed to protect the company from legal issues with the associates." (Anonymous, Post ID: @ma+1k3eddae2)
• "Jim looks like a frog." (Anonymous, Post ID: @km+1k3eddae2)
• "Some of the VPs that survived are a joke and have caused this 'product led' mess." (Anonymous, Post ID: @pt+1k3eddae2)

If your paycheck is bigger than most, brace yourself. Management doesn’t care about loyalty. They’ll cut the highest-paid first without blinking. It’s frustrating, unfair, and exhausting. Keep your resume ready and don’t kid yourself thinking it won’t happen to you.

I’m leaving the industry because of my manager. I have discussed this with my spouse and I cannot take the new culture. I went through all the channels listed in the annual hr trainings and haven’t noticed a positive difference with my manager. I’m a top performer in my department and keep my head down, I’m a low level employee so my mental health is more important.

Hello,
I recently started at Wells Fargo working at a local branch in Florida, but have come to realize why the position was offered to me so quickly after one interview. I have a narcissistic female manager who doesn’t realize she is the problem and reason why everyone keeps quitting this location. I didn’t notice this at first, she hides it well but now that I’ve caught on I am already in the process of interviewing on all of my off days once again. This woman is off her rocker and barely speaks English fluently. Wells Fargo hires complete trash.

I will keep you posted.

This is my third carrier in 10 years and by far the most clueless organization I’ve ever been part of. Too many of the tenured managers don’t care anymore and that seems to be problem 1. Best of luck to those who remain. 2 years has been enough for me.

HCMs can’t take off work for anything but we have managers and ADs who are taking off every week for any opportunity- either blaming sickness or other endeavors and are not available when needed. The work life balance is not there. Maria J needs to pay more attention as a director before she loses her best performing HCMs

Did you know the development program “analysts” start out of the program around 120k compensation in their first full time role?

Do you think this is fair given their tenure and experience?

Oracle has unlimited vacation policy on manager discretion. But I noticed managers ensure employee doesn’t take vacations often beyond 2-3 weeks per year. So what happens to those unused vacations on your layoff? Is it wise to take vacations before expected announcements?

Another senior exec jumping ship and leaving the company. Do they know something we don’t?

There was a lot of hype here about how the entire mid-management layers would be obliterated in this recent LR. Some of us expressed disbelief . Like clockwork, I don’t see any evidence of that at least in tech presales. Our total waste-of-space managers in the U.K. market are swaggering around with big smiles on their faces. So much for the rumour mongering.

We keep hearing about the horizon path in the mid 2030 when our production falls off a cliff. Love how our management are spinning this as a great new toy vs the fact that they were asleep at the wheel and didn’t think about where the next Guyana, PNG, Canada, Qatar is coming from. This is going to be a a show esp as we can’t negotiate and we are divesting all of our exploration teams