#organizationalchange

E-O is having many org changes so late into the year, leaving directors with no direct reports and employees being set up for year end in a bad place. It feels weird. Anyone know why is going on specifically in audit world?

I’m starting to think hiring incompetent people is just part of the Fossil business model. Hire someone who can’t handle the workload, then magically redistribute their responsibilities to the people who actually know what they’re doing. ✨

The hoops we jump through to accommodate people who are slowly dragging morale — and apparently the company — even further downhill are truly impressive.

And once they’re hired? They scurry under a rock so no one can ask the dangerous question: “So… what exactly do you do here?” Meanwhile, higher-ups quietly cover for them because admitting there’s a problem would probably require admitting who made the hiring decision in the first place. 😌

Truly, a fascinating organizational strategy.

I’m looking for a serious discussion here: no trolling, rage bait, etc.

I’m assuming if you’re still here, you either have no options or genuinely enjoy whatever culture we have left, especially if you got in before COVID.

Anyway, what do you think about the new structure changes? What do you think the plan is?

With the new leader from T-Mobile Germany reportedly moving into Anil’s TPD organization, does anyone know what the actual timeline is for the next phase?

There has been a lot of discussion that GTS is only the first step, with broader TPD/GNT consolidation and some rebadging potentially following next year as part of an AI-led transformation involving Deloitte/IBM.

If that direction is accurate, when would changes under Anil’s organization actually start, and which TPD teams/functions are expected to be affected by consolidation or rebadging?

Look in your crystal ball for October. How many org update invites do you see?

It seems like there are senior leaders that peruse this site. If they were to ask your feedback about the upcoming org changes and layoffs what would be your recommendations?

All TPD move to GTS in 4 months major possibility

Had a call today to show temp org structure, and it was mentioned role changes will be discussed with individuals on one-on-one basis, with changes in Workday on 10/11/26. Anyone else seeing this in their org

There is something almost comforting about mid-September at Honeywell.

Everything is business as usual. Forecasts. Customer calls. Q4 plans. Strategy decks. People talking about 2027 priorities as if every box on the org chart is permanent.

And anyone who has been around large companies long enough knows the rule: it is business as usual right up until the exact moment it isn’t.

One day you’re debating a KPI. The next day the KPI, the team, the reporting line and half the PowerPoint have changed.

That is what makes these periods so strange. Big organizational change rarely feels dramatic while it is approaching. Most of the time, Tuesday still feels exactly like Tuesday.

Until an email lands.

I have absolutely no inside information, which makes me about as qualified as everyone else to read the corporate tea leaves.

But this particular September has a very strong “enjoy the current org chart while supplies last” energy.

For the Honeywell veterans: what was the biggest “business as usual… until it wasn’t” moment you’ve seen here?

I suspect the comments on this one could be educational.

No more regional - ITS EAST OR WEST. Byebye SFAs. Merging of teams incoming. Fight for your spot. You are now Amazon employees, 100%. Amazon everything. TheWorkNumber will say you've worked at Amazon since July. Good luck trying to say you worked at Whole Foods. That's all gone. There is no worker history. You're done. STLs in charge of multiple "daily shop" stores.

Ohhhh, I have feedback. 😂 The biggest thing I heard was that Mission Simplify is no longer corporate fluff—it is explicitly Centene’s operating strategy for the next several years. Sarah could not have been clearer: “It is THE strategy.” And despite insisting “this is not a cost-cutting effort,” Drew immediately followed with the financial objective of roughly doubling retained margin from ~1.5¢ to ~3¢ per dollar, while Sarah described consolidating platforms, automating processes, and replacing portions of human interaction with AI. Those things can simultaneously improve operations and reduce costs, but pretending workforce/cost reduction isn't part of the economic consequence is doing a lot of rhetorical work—especially days after thousands of people disappeared from the organization.

The other thing that struck me is that there actually is a coherent strategy underneath the corporate language. Consolidate the ridiculous number of systems, fix data movement, use prevention to avoid expensive acute care, focus Centene on Medicaid/Medicare/Individual, and use automation where repetitive administrative work is consuming money. Rajeev's heart-failure example was probably the clearest explanation of the entire town hall: spend comparatively little controlling hypertension and coordinating care rather than $10–12K when someone lands in the hospital. That is the dual mandate in a way that makes sense. But from where I'm sitting, Mission Simplify is basically describing the exact dysfunction employees have been dealing with every day: systems that don't agree, broken handoffs, manual reports, duplicated work, and employees compensating for architecture failures. Leadership now appears to recognize the same problem we've been living inside.

What bothered me most was the repeated framing around “the extra dollar matters to the Medicaid mom.” I understand the responsibility to be a good steward of taxpayer dollars. I understand that preventing a hospitalization is better for both the member and the system. But I'm also an employee of this healthcare company who cannot afford its healthcare coverage for my own child, so my child is on Medicaid. I am the Medicaid mom they're talking about. It is incredibly difficult to hear leadership invoke people like me as the moral justification for extracting additional savings while some of the company's lowest-paid employees are struggling to afford the benefits the company itself provides. If those savings genuinely improve member outcomes, demonstrate it. Don't use vulnerable members as rhetorical cover for margin expansion.

And then, almost immediately after the Town Hall, Dan Clark sent an organizational-change announcement explicitly tying Medicare restructuring to Mission Simplify. Teams are already being moved, functions consolidated, ownership reassigned, and employees told to remain flexible through the transition. So when Sarah said implementation was beginning, she wasn't talking about something coming six months from now. It's already happening. That makes the insistence that Mission Simplify isn't a cost-cutting exercise even harder to separate from what employees are actually experiencing: layoffs, reorganizations, automation, consolidation, increased workloads for survivors, and now a stated goal of substantially increasing retained margin.

So my takeaway as an employee is complicated. I actually believe parts of the strategy are necessary. Centene desperately needs simpler systems, reliable data, fewer handoffs, better preventive care, and technology that eliminates pointless administrative work. But employees have every reason to be skeptical about who ultimately receives the benefit of those efficiencies. If Mission Simplify means better outcomes for members and better tools and sustainable workloads for employees, great. If it means fewer employees doing more work while the savings are celebrated as improved margins, then calling it anything other than cost cutting won't change what it feels like from this side of the screen.

Back with another one from ya NoCenteam correspondent.

And before I begin: sincere best wishes to everyone leaving Centene today. There's life after Centene. A pretty damn good one, actually. You'll land, you'll remember what it feels like to breathe again, and I suspect a whole lot of you will eventually look back and realize you were better off for it.

Godspeed, fellow Centene employees NoCenteam alumni.

Let’s dig in. Centene has spent a lot of time talking about simplification, efficiency, focus, and Enterprise Optimization, so let's take them at their word. Because at this point, layoffs headcount reduction isn't really the interesting story anymore. The interesting story is: what exactly is Centene optimizing into?

Look around. ACA membership is shrinking. Medicaid membership and mix are changing. State-plan business has been lost or is transitioning in Georgia, Hawaii, and Florida. Centene is choosing to exit Arkansas ARHOME, and Health Net is now exiting traditional commercial group business in California and Oregon to focus on government-sponsored healthcare.

Inside the company, you've got VSPs, ISPs, leadership departures, executive responsibilities being consolidated, and entire functions disappearing. Meanwhile, major work is increasingly being centralized, standardized, automated, outsourced, or handed to outside partners.

None of those things individually proves much. Put them all on the same whiteboard, though, and a pretty interesting picture starts to emerge. This isn't just a smaller Centene. It looks like Centene is deciding which businesses it wants to be in, which capabilities it still wants to own, and who it wants doing the work.

Which brings me to a question I'd really like somebody on an earnings call to ask:

For every dollar Centene expects to remove from employee expense through Enterprise Optimization, how much new spending is being committed to consultants, technology vendors, managed services, and offshore providers? (Attention reporters and analysts… this is the question you should be asking… you’re welcome) 😉

Because reducing payroll isn't necessarily reducing cost. Sometimes you're just eliminating the expense changing who sends the invoice.

And there's another question that's probably even more important:

For every capability Centene removes internally, who owns that capability afterward? (Ahem)

Because if the work still needs to be done after the employee leaves, was the job actually eliminated, or was the employer changed?

Centene has historically sold a pretty compelling proposition: national scale with local knowledge. But there's an interesting tension there. Centralization, outsourcing, and standardization can absolutely make an organization more efficient. They can also slowly remove the local knowledge and institutional memory that made the model work in the first place.

You can consolidate leadership, standardize platforms, outsource operations, automate workflows, and remove people who look redundant on an org chart. Every one of those decisions might make perfect sense individually. The trick is knowing when you've removed cost and when you've removed capability.

That's why I don't think the Centene story anymore is "Why are they laying people off?" We know why companies cut people.

The much more interesting question is:

Managed Healthcare: Managed by Whom?

When Enterprise Optimization is finished, what does Centene still know how to do itself? And perhaps more importantly, what happens when the people who knew how all this sh-t actually worked are gone?

No allegations of wrongdoing here. Just watching the pieces move around the board and asking where they're going to land.

NoCenteam Securities & Organizational Archaeology Division
We read the footnotes so you don't have to.

Rumors are floating around in Pune and there will be big org change on Sep 9

What do you think will get people’s attention more? Really low engagement scores, or a really low participation rate? I’m thinking a really low participation rate. Execs seem to care more about that than actual survey results.

Anyone get there new territories for October yet. Hearing more d-mb moves larger territories. RTM's get ready to give more!!! We are hearing next week in Ny/

What is the new operating model? Everyone talks like it is a thing but no one has ever explained it.

What operation changes were announced today?

Just for fun, go out to Workday and checkout the Corporate Strategy org chart. Seriously, Directors and Managers with ZERO direct reports. What is happening? We’re being told 1-16 is the new normal, but apparently this area is special. What are they even doing?

The company is fundamentally misunderstanding what needs to happen to the structure of the organization - they are busy pushing out people who do things instead of people who manage things. It's the management layers that wont be needed in the future - they can be replaced by AI. The loss of knowledge and expertise provided by the doers will impact the corporation not the removal of management layers which are just there to polish KPIs and powerpoints. The top heavy organization will crash in on itself. It's time to cut the exec layers.

Full Sail University has eliminated 180 positions as part of a significant organizational realignment. These workforce reductions impact academic, administrative, and operational departments across the institution. The university cited shifts in workflows, enrollment patterns, and technology as drivers for these changes. Affected employees are receiving support from the Human Resources department. Despite these layoffs, Full Sail University stated that no degree programs are being discontinued.

Winter Park, Florida

https://www.wftv.com/news/local/full-sail-university-eliminates-180-positions-organizational-realignment/7PCAAXWJPZF6HHS4X3IU34ZT74/

Historically, we see org changes and layoffs in September/October. No one really knows but we are good at reading the signs. Anyone reading anything?

Anyone hear/know what this support center position/title change is taking place 11/1?

Incoming. This will be Act II of the Division dissolution. Now the legacy GTO leaders get their just due. A new product led organization is upon us. Welcome Fraser to that post and adios to the most arrogant set of IT leaders I have ever had to tolerate. You of 15-20 years of incompetence built this mess and now you try to claim the NewCo idea as yours. Make no mistake, it was and is not. Remainco begins on September 8th. Watch the fireworks begin next week. Here we go!

Marketing has not done much over the last couple of years. CMO was part of the legacy HS ex CFO who blew up marketing org to over 100 with no real results.

Glad to see CEO and the new CHRO observing the true contribution in the organisation.

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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.

Anybody else befuddled by the ELT leadership shake-up today?

there’s big management shifts at Roy rn. Things going ok? Are we safe?

Can anyone explain the upcoming changes for small and medium and midmarket business?

DD came on board 8/16 and I noticed that in addition to CFO, he also has listed Interim Corporate Controller per Nike's stock page on CNBC. Were there some org moves prior to his arrival or is he making changes from day 1?

Heard about upcoming org changes in D&D, not sure when and what it’s going to look like.

The Christian Broadcasting Network has announced workforce reductions affecting approximately 8.4% of its U.S. employees. This decision stems from organizational changes and a need to focus resources on future growth. The media and fundraising landscape has shifted, prompting CBN to streamline operations. These changes are part of a broader strategy to reallocate resources effectively. The organization stated it remains committed to its mission and donor stewardship.

Virginia Beach

https://www.13newsnow.com/article/news/local/mycity/virginia-beach/christian-broadcasting-network-cbn-layoffs-virginia-beach-vb/291-75af7d52-4852-4704-84aa-87cee25b45a3

Word is that frontier copper and fiber splicers will have to transition to the one tech out role “ Combo Technician” 1/27

Has anyone heard anything about possible job-title changes within Payment Integrity? I’ve heard there may be an effort to consolidate or standardize multiple roles under fewer job titles, which could potentially result in compensation adjustments, some employees may receive increases, while others could see reductions.
There also appear to be employees who accepted the VSP but are now choosing to leave before their assigned separation dates, even though leaving early may mean giving up their VSP payout. That raises additional concerns about morale and what may be happening behind the scenes.
Has anyone received more concrete information about the title changes, which positions may be affected, the anticipated timeline, or how current employees pay would be handled?

What are the big changes we should expect at the start of the new financial year? Maybe put a 'rumor' or 'confirmed' at the start of your post so we know what you think.

Been hearing rumors of prod ops taking over and running the plants. Who has heard this?

Unfortunately, I did not choose to work at Siemens- Siemens acquired the company I worked for. Since the acquisition, I’ve found the overall environment incredibly difficult. There is very little genuine collaboration, and many interactions feel unnecessarily abrasive or outright rude. The overall energy often feels adversarial rather than like people are working toward the same goals.
The organizational silos seem to reinforce a culture of protecting individual realms instead of collaborating across teams.
This has been the most frustrating company environment I’ve experienced, and I've worked at multiple big tech companies. It is not an organization I would personally consider a 'best place to work'.

How does Fujifilm's spin-off of their Business Innovation group affect us?