#organizationalchange

Since the 2020 reorg was a failure and the dysfunction and morale is rock bottom again after another failed layoff.....so how to fix it? Let's do another layoff in the future as the only thing that fixes a botched layoff is more layoffs!!!! No way its ELT that needs to be let go!

More reorgs and restructring ahead

Hearing there was a big shake up in properties? Anyone know the details?

In the company wide email, they mentioned this, "Stop or reduce work that is not aligned with Lead to One". Does anyone have any insight or even guesses as to what work will be stopped or reduced?

I know they sent out the communication about changes and all, but it feels too quiet. Like nothing has been really said about what’s going on.

Did any other officers in RISK/FRAUD get pulled into meetings with their manager today about manager changes?

I see in the org chart that Gerd is reporting to Klein , is this just operation because his contract is ending in 2026 ?

We have a clear ambition for PepsiCo North America: to build a stronger, more future-fit business that delivers industry-leading growth. To do that, we need to be faster, more connected, and more capable, while continuing to invest in growth – behind our people, capabilities and brands.

Many parts of our organization were designed for a different chapter in PepsiCo’s history. They helped get us to where we are today, but the marketplace is changing; our customers increasingly expect us to operate in a more integrated way, and too much of how we work today remains complex and fragmented. We have opportunities to simplify our structures, clarify accountability, and make decisions faster.

Over the coming week, we’ll make changes across parts of our organization to address this. We will simplify how we operate, better connect teams across PEPNA, and strengthen the capabilities we need. The goal is to move faster, execute better, and invest behind the opportunities that will drive our growth.

I recognize that changes like these are difficult because they affect people. Leaders and HR will speak directly with those whose roles are impacted before broader team updates are shared. Please give those conversations, and the colleagues involved, the privacy and space they deserve.

While our organization changes, our ambition remains the same. We are building a stronger PEPNA, with clearer accountability, stronger capabilities, and greater ability to operate as one team.

I’ll follow up on Monday, November 16, with more details on the changes across PEPNA, why we are making them and what they mean for us going forward.

So much for Corporate Separateness when the Imperial crude oil trader role moves to Spring. What BS

What is the true purpose of appointing an interim lead if the decision ultimately inflicts more damage than stability on an organization? While interim positions are theoretically designed to keep the ship steady during executive transitions, inserting an under-qualified placeholder into a highly specialized function often backfires. Instead of seamlessly bridging a gap, it frequently breeds confusion among staff, undermines trust in department leadership, and signals to the rest of the company that the role’s actual expertise is secondary. When a placeholder lacks the deep operational domain knowledge required to guide a team through ongoing budget cuts and structural shifts, it raises a fundamental question for anyone watching from the inside: do interim positions genuinely serve a strategic purpose, or do they inevitably cause more harm than good?

Some people were let go in the new structure. Still no vision, what sticks to the wall in 2027. Rumors abound some more restructuring coming in early 2027

Planned changes announced in the earnings call?

If you’re from PI brace yourself the president from SM specimen management from flks is coming to a screen near you and she will destroy everything in her way .. all I can tell you is SM is celebrating her exit ..

CVS Health said Wednesday it is splitting into two companies, marking one of the largest shakeups in the healthcare industry. It’s a major reversal of the mergers that brought together the nation’s largest dr-gstore retailer along with health insurance giant Aetna and pharmacy benefit manager Caremark.

One company, which would house CVS’s 9,000 retail pharmacies, mail order pharmacy, specialty dr-g business and MinuteClinic, will be named CVS Pharmacy.

The other, comprising of Aetna, Caremark and two companies that CVS acquired that provide primary care and in-home health evaluations to senior citizens, will be called CVS Health in the interim.

The separation is expected to close in early 2028.

During the town hall, the CHRO pretty much said they don’t know what’s going to happen to business areas that support the enterprise (DDAT, HR, Finance, etc.). I’m guessing both companies will get their own Shared Services area?

Every group seems to have an absurd number of people managing other people instead of getting anything done. Cut down the hierarchy and let the employees breathe for once.

Announced today that 25% of roles are being eliminated and relocated, 50% title, reporting, or role change, 25% unaffected.

They just brought in a new vp of communications and integrated marketing while they just hired the president of ICT in less than a month or so. Any thoughts of what's happening in this area?

Ram and Tara trying hard to sound positive and highlighting it is not just Pep going through this. Ram sounds and looks nervous trying to inspire. Looks like the changes coming will impact him! Sounds like he is signing off from PepsiCo.

Workforce change email incoming.

I still laugh when Hans fired all hus direct reports and announced he will run Consumer after his failed DEI hire.

I can see Dan using same playbook and run Postpaid, Value and FWA SFU/MDU line items.

The education technology company Apptegy has recently undergone a restructuring. This process resulted in the elimination of a number of positions within the company. Apptegy declined to specify the exact number of employees affected by these layoffs. The company stated that the changes were made to align and restructure the team structure. Apptegy remains committed to serving its school districts and municipality partners.

Little Rock, Arkansas

https://www.arkansasbusiness.com/article/apptegy-confirms-layoffs-in-restructuring-process/

Bets on us getting ‘work from home because of org changes’ email today?

The firm is moving from a full service investment shop to one focused on investments alone. Outsourcing cost centers like technology to vendors. You may debate the merits, but the move towards a boutique business is inevitable.

By March 2027 most of us are safe, but big changes are going to come by March 2027, especially big rumors about changing strategy in Engineering and O

Principal and senior principal roles are no longer executive level. Very few chief roles left.

https://deadline.com/2026/10/skydance-streaming-tv-jb-perrette-executives-hbo-max-paramount-plus-1237208903/

basically HBO execs P teams folded mostly into them - for now lol

What's going on in Furniture? I've been at Staples for 15 years and have never heard as much noise about furniture as I am now. Disfunction. Losing people. Losing deals and winning deals at the same time. A wash?

Also hearing there might be a new GM. Any rumblings on who it might be?

Been holding off on this post. How did this group come about. How do you get to live off others work in such a manner. No communications no plans nothing. Here we are, we run the show but not really.

Anyone know?

Anyone part of a Reorg, how’s it going?

When is this being implemented.? Who ll be impacted.? Can’t find that post. Sus.!

Regions being merged into 4 zones. Everything remaining (sales channels and marketing ops) leaving regions and being brought up to HQ. Except tech ops (maybe)

Nothing says “strategic cost management” quite like laying off people who actually deliver while protecting layers of management that should never have existed in the first place.

Software sourcing at Kyndryl is a great example: bring in a director to manage another director who is already managing sourcing/procurement. Two Band 10 directors for a relatively small function. Brilliant organizational efficiency.

Maybe the problem isn’t that there are too many workers. Maybe the problem is that there are too many chiefs managing other chiefs.

And somehow, when it’s time to cut costs, the axe always seems to fall several layers below where the expensive redundancy actually sits.

Westpac has eliminated approximately 140 positions as part of an ongoing organizational overhaul. The bank stated these layoffs are due to shifting investment priorities, cost management, and evolving customer needs. Westpac explicitly denied that artificial intelligence adoption is the cause of these redundancies. This action follows a previous round of job cuts earlier this month. The bank aims to support departing employees with career transition assistance.

Sydney, Australia

https://anz.peoplemattersglobal.com/news/strategic-hr/westpac-cuts-140-jobs-but-insists-ai-is-not-behind-the-layoffs-52932

Automattic has initiated layoffs impacting its communications, social media, WordPress.com, and VIP enterprise business units. These cuts follow a period of significant leadership changes and internal disputes within the company. Further reductions are anticipated in the coming months as the company navigates financial considerations. The exact number of employees affected by these layoffs has not been disclosed. This restructuring occurs amidst broader organizational uncertainty.

https://www.peoplematters.in/news/strategic-hr/automattic-layoffs-hit-four-teams-as-wordpresscom-parent-braces-for-more-cuts-52877

On the earnings call, Comcast confirmed it is undertaking a massive organizational restructuring ahead of its mid-2027 NBCUniversal spin-off, which includes major job cuts on the cable and telecom side and will trigger a restructuring charge of over $1 billion in Q4.

As a former IBM employee and now an employee of Kyndryl, I must admit that I feel deeply disappointed by the way the company is being managed in Italy.

While acknowledging the challenges posed by the current economic climate and the separation from IBM, which left Kyndryl operating without its own software and hardware portfolio, I believe that more could have been done to address the company's structural and organizational issues.

The average age of the workforce is very high, yet little seems to be done to address this issue constructively. Instead, the approach appears to be one of separating younger and older employees into two different legal entities, without providing genuine opportunities for professional development or clear career paths in emerging business areas.

The recent announcement of 87 redundancies is particularly concerning. Alternative social security and employment support measures, such as CIGO (ordinary wage supplementation), could have been considered. Rather than applying a scheme limited to one day per month, as was done two years ago, a more substantial arrangement—perhaps one month of reduced working activity every other month—could have provided greater protection for employees.

Despite the company's repeated statements that its people are its most valuable asset, the evidence seems to suggest otherwise.

IBM, although not always acting perfectly, has pursued more effective approaches to workforce restructuring and the management of employment-related issues.

When there is a will, resources and opportunities can still be found. The company convention held in Rhodes, Greece, in September is one example: when something is considered a priority, the necessary means always seem to be available.

This raises a legitimate question: why does the same commitment not appear to be shown when it comes to protecting employees, investing in professional development, and building a sustainable future for Kyndryl Italy?

Parks Canada is initiating a second phase of workforce adjustment, impacting nearly 3,000 employees. This move is part of a broader strategy to achieve budget reduction targets through organizational transformation. The agency is sending out "affected" letters to notify staff whose positions may no longer be required. This process aims to facilitate voluntary departures and reshape the organization for greater efficiency. The agency has also implemented hiring freezes and approved early retirement requests.

Ottawa, Ontario

https://ottawacitizen.com/public-service/parks-canada-layoffs-workforce-adjustment