#organization

With new teams joining the organization, what are your thoughts on the all-hands meeting?

Got the call from my manager. I know of at least 6 other people in my organization (IAM) that are also gone. All but one of us knew it was coming, so it wasn't a surprise to us or the LOB. I am sure there are many others in our LOB too that I didn't know about. I think a lot of orgs are being impacted today.

That’s the message senior executives in the technology organization is conveying to their team.

That’s exactly what we need. Bring it on!

Why are there Directors reporting to Directors? VPs reporting to VPs? A bloated org tree for sure.

According to her LinkedIn profile, NC's tenure at Verizon ended in July 2026. Meanwhile, TJ moved back to Value after just three months in Digital—despite major achievements in halving the size of the digital organization.

I started to fill it out but it was
1) not anonymous.. way to specific down to direct mgr
2) confusing with its org and team separations

Is it working for anyone?
I tried checking and it only shows my info

Heads up to everyone tracking the recent organizational shifts. There has been a major leadership shakeup within the Wholesale division. Several high-level executive and management positions were impacted today as part of a broader structural realignment.
Word is this is tied to the ongoing corporate restructuring to flatten the organization and shift strategic focus.

BI&A (new name CIA) organization of Eli Lilly just had a major re-org likely impacting a lot of roles who need to apply for new internal positions. Some will be impacted. The company is doing well, so its strange to get rid of people this way.

I’m new to thia bank and trying to understand how the risk organization is structured here.

On my current project, I’m the only Product person, but I have six different risk people reaching out to me—often asking very similar questions with what seem to be overlapping responsibilities.

I’m genuinely trying to understand the rationale. If I’m the sole Product person supporting the program, why isn’t there one primary Risk lead who owns the overall program and coordinates the different risk functions?

Coming from other banking organizations, this setup feels very different. I’m curious if anyone else has experienced this or can explain why banks structure Risk this way. Is there a specific regulatory or organizational reason for having so many separate Risk contacts?

And honestly, from the outside, it can feel like a pretty cushy setup when one Product person is coordinating with six different Risk people.

At the Deutsche Bank Healthcare Summit, Sarah London was asked about morale following Centene's restructuring and whether the company still had enough of the right people to execute.

Her answer was remarkable.

“The organization has really rallied around that.”

And:

“There’s an excitement about where we’re going.”

Really? Because from where a lot of employees were sitting, rallied around looked an awful lot like:

Layoffs

Voluntary separations

Reorganizations

Teams dismantled

Institutional knowledge walking out the door

Work shifted to consultants and vendors.

And thousands of people wondering whether they were next.

But apparently everyone was excited. That's quite a trick and it's yet more false truths Sarah bandied about in that speech in New York. When employees are afraid of losing their jobs, continuing to show up isn't necessarily enthusiasm. When the survivors absorb the work of the people who disappeared, that's not necessarily engagement. And when people smile on a Teams call while wondering whether they'll still have a paycheck next month, that's definitely not proof they've “rallied around” anything. It's almost like Sarah forgets that we can also read. Sometimes people are simply trying to survive the transformation being done to them.

London also said:

“The thing that isn't changing is our mission.” And THAT may be the most important sentence of all. Because if the mission hasn't changed, perhaps someone should explain why the people who spent years carrying out that mission became expendable while consulting transformation became the strategy. I certainly wasted more than 5 YEARS of time believing in something that was cast aside in favor of margin, sweet margin. You don't get to measure employee enthusiasm by the fact that the employees who survived haven't quit yet. And you certainly shouldn't confuse compliance with enthusiasm.

So I'd genuinely love to know:

Who exactly “rallied around” this?

Because there's a pretty significant difference between the story being told to investors and the experience of the people who actually lived through it. Maybe the organization rallied. Or maybe the remaining employees just rallied around their mortgages. There's your excitement.

But hey, maybe I'm completely wrong... it happens from time to time. Perhaps hundreds of millions in severance really is what employee excitement looks like.

Rally on, Sarah. We're all totally excited!

It’s so nice to pay over $100 to fill up. Maybe we (as an organization) can lead the fight against the current energy crisis and reinstate WFH?

Not a wise decision to bring 100+ people to Norwalk from across Asia, Europe, Americas while cutting HC, going through more layoffs this week, removing food and snacks and cutting back on real estate.

Who made that decision? L&D? 95 HC in L&D organization

Torres organization had at least four layoffs yesterday, including a vice president. Not sure about other organizations.

Workday is messed up org is all over the place

Posting this because a lot of us are anxious, and anxiety plus rumor is a bad combination. Here's my honest read on what's actually known, and — more usefully — what you can do regardless of how it lands.
What's actually known (and what isn't)
A large restructuring is underway. Leadership has signaled it. That part is real.
But the announcements are running top-down, in order: the senior leadership layer first, then each leader defines their own organization, and it propagates down from there. The practical consequence: the org structures below the top have not been drawn yet. Until the connectivity/COO organization is laid out, most "who's safe, who's cut" talk is genuinely premature. That's not reassurance — it's just honestly where we are right now.
One caution I'd offer anyone reading layoff forums this week, including this one: a confident, insider-sounding theory is still a theory. Real sourcing above a certain level is rare, and a coherent story is not the same thing as a confirmed fact. Be especially skeptical of the posts that tell you the outcome is inevitable and you're powerless. Panic doesn't help you make a single decision — and neither does the "this is an unstoppable, brilliantly-run machine" narrative. Both just make you feel worse while you wait.
What you can actually control (do these now, whatever happens to your box)

1.  Read your severance plan. The Summary Plan Description is on the benefits portal — you can pull it today. Know three things: weeks of pay per year of service, the cap, and — the one people miss — whether declining a "comparable" internal role can void your severance. Understand this before you're ever in that conversation, not during it.
2.  Document your equity. Write down your vesting dates and amounts. Then find the plan language on how a spin-off converts or adjusts your RSUs — that mechanism is moving under everyone's feet right now, and it can change both the value and the timing.
3.  Know your WARN rights. Federal WARN generally requires 60 days' advance notice for qualifying layoffs; some states add to that. Know what notice and protections you're owed.
4.  Get your house in order early, not at the gate. Resume refreshed, network reactivated, references lined up. The best time to do this is before you need it. It costs you nothing if you stay.
5.  Use the real resources. The EAP for counseling — this is a stressful stretch and that's legitimate. Any outplacement that's offered. Your state's Rapid Response / dislocated-worker program. And check your unemployment eligibility so you're not learning it under pressure.

I have it on good authority from someone close to audio visual services that the Humana Radio shutdown came at the behest of two individuals high in the communications organization who felt personally slighted by the existence of the radio station, not that it was a budgetary decision. I thought it was a delightful amenity. Not sure what their issue could have been with it.

Any updates on Fidelis care? I saw an org chart on workday, and am seeing a lot of changes and restructuring happening. What are the latest updates?

One of the most toxic IT leaders recently departed. This is, in my view, a direct consequence of the weak CIO hired by the previous CFO shortly before her own departure. The CIO subsequently pushed out most of the organization’s senior IT talent, leaving the team disproportionately reliant on the remaining toxic leadership. I would not be surprised if the broader IT organization were to unravel by year-end.

Big re-org in Ratnakar’s organization this week. My boss moved my 1:1 to Thursday morning at the last minute today. My spidey sense says I’m in trouble.

Anyone heard anything?

Look at anybody who has worked for Devon over the last 20 years and you will find one thing in common: Short tenure. Constant lay offs, re-organizations, a trail of management driven dysfunction all the way. Not a place where you can build a long career.

Best that one can hope for is a 7 to 10 year run and a severance at the end.

The CN org structure is crazy - random look at any org. I looked a Procurement - don't know a single person. VP head - 6 direct: 1 Sr Dir, 1 Dir, 2 Sr Mgr, 2 Mgr. Lets just look at that 1 Sr Dir - under is 1 Sr Mgr (3 under), 1 Mgr (2 under), 1 Dir (1 under), and 1 Sr Mgr (1 under - who is a Manger, who then has 1 under). The entire org has more Mgr's+ than people working under them. Think about this - who runs that org & how do they have a job? And if you think this is isolated -- it's not.

So help me understand, they got rid of bpSolutions and instead have instead made a big central organisation under Upstream HSE & Ops. One VP pre reorg to 6VPs post re-org. Surely the cottage industry has just shifted to satisfy some power hungry and egoistical characters. What is the point and what a disaster!

Every failed system in this organization has at least two architects attached to it.

Somehow, the more architects we add, the more legacy we create, the more bureaucracy we invent, and the slower engineering moves.

At this point, "Architect" feels less like a role and more like a witness to the crime.

The R2B leadership is more lost than Stevie Wonder and Ray Charles in a fun house. I have never seen this level of incompetence and desperation from a leadership team. Rumors are circulating about significant cuts to senior management and underperforming account managers, along with the possibility that whatever remains of R2B will be merged into B2B.

I can’t say I feel particularly bad for the bootlickers. A lot of people spent their time kissing the rings instead of building skills that translate outside the organization. Now some of them may be about to find out the hard way what the real world thinks their $100K corporate title is worth.

Since this is an anonymous posting. I would really to know who has been your biggest source of pain in the organization?

What does the future of the FP&A org look like at VZ? Any rumors?

My SVP confirmed with me that all remaining employees in the McElfresh organization are getting letters to move to Dallas next month. This will practically affect all remaining people under McElfresh in St Louis. The goal is to consolidate all operations in Dallas in preparation for the final move to Plano in 2028. It was fun while it lasted but I guess the machine comes for everyone at the end and all roads lead to Plano.

Where to begin? Are you looking for a masterclass in how to turn a talented team into a dysfunctional organization? Congratulations, you found it in the L3Harris talent acquisition organization!

Talent Acquisition should be strategic and proactive arm of a successful company. Instead, this feels like a live demonstration of what happens when leadership has big ideas but no strategy, opinions but no expertise, and meetings (so many meetings) but somehow still doesn't understand basic communication.

There is a remarkable disconnect between what leadership thinks is happening and what is actually happening. Decisions are made without input from the people doing the work, priorities change without explanation, and initiatives appear with little strategy, ownership, or understanding of execution. Don't even get me started on the metrics they make up on a whim with 0 insight or strategy.

The most impressive part is the confidence these "leaders" have. They repeatedly demonstrate a fundamental misunderstanding of the problems they're responsible for solving and somehow remain completely convinced they're solving them.

Strategic planning seems to mean reacting to the latest fire or "urgent request from senior leaders" and then wondering why everyone isn't following a plan nobody actually understood.

Accountability? Apparently still in beta testing.

Communication isn't much better. Important information is unclear, inconsistent, delayed, or shared after decisions have already been made. Teams operate in silos, employees fill in the blanks, and knowledge sharing seems to depend on whether you happened to be invited to the right conversation.

For a TA organization, the lack of knowledge sharing is almost impressive and leadership is still at the helm, proudly steering a ship that has been sitting at the dock for years.

The frustrating part? There are genuinely talented people here. People who care about recruiting, candidates, the business, and doing great work.

Good luck

Etsy is implementing layoffs affecting approximately 12% of its workforce, totaling around 220 employees. This strategic move aims to simplify the company's structure and accelerate innovation in a competitive e-commerce landscape. The job cuts are intended to position Etsy for future growth and greater focus, rather than being a cost-saving measure. Most affected employees are from the product and engineering departments. The company's CEO stated these changes are necessary to build the organization for Etsy's next phase of development.

New York, New York

https://www.cnbc.com/2026/08/05/etsy-layoffs-q2-earnings.html

Is there any date or month when the rebadging is expected to happen? Which organization(s) will be moved?

I don't understand how our org chart makes any sense. Why do so many people/groups report up to people that aren't really in their same area of work, or region for that matter? I can see cross-region reporting when it makes sense, but it doesn't always. Person/group A reports up to person/group B who does something else entirely. Meanwhile, there is a 100% related person/group C who does what A does and seems to be a logical fit. Why is this? I see it a lot.

How can moving to limited pools of employees around centres of excellence, improve a company? I call BS. They are winding OT down.

PepsiCo is following suit with the US Administration and eliminating minorities and women from the organization! Intelligence and loyalty mean nothing to this company any longer. Looking at the org charts is like looking at a vanilla ice cream cone with a very light dusting of dark chocolate sprinkles.

Based on my experience, I would encourage candidates to do thorough research before accepting a position. During my interactions with the company, I came away with concerns about leadership, the hiring process, and the organization’s direction. The interview process felt disorganized and left me with little confidence in how the company was being managed. Given the recent layoffs, I would carefully consider the stability of the role before making a decision.

It's nearly 3 months late at this point

Why are there so many H1Bs still working in the CSO organization? Why can't they be replaced with experiences US Citizens?? This is what this company betrays the great USA on its 250th birthday???