#orgstructure

Hearing 15-18 for managers and 7-9 for directors. Is that real across orgs or only in certain lines?

There is a significant concern across the teams regarding the lack of bottom-up input in this new structure. From the conversations I’m having, there is near-zero buy-in because the workload and structure don't seem to reflect our operational reality. How does leadership plan to address the fact that the people expected to execute this plan believe it is fundamentally set up for failure?

For those familiar with both organizations, how does the Corporate Risk structure at JPMorgan Chase differ from Wells Fargo today? There have been some mentions of aligning more closely with how organizations like JPMC structure their risk functions. Curious if anyone has visibility into what that could look like in practice.

Is this going to be another one of those initiatives that are all fluff and no substance? Would we really see radical change immediately? I'm still of the opinion the company will look radically different in 2 and 3 years but more so cause of AI, automation, offshoring, loss of clients, and trying to streamline various platforms and processes under one unified solution (which is supposed to be one of project's goal).

Feels like five managers for every person actually doing anything. Someone told me when I started that one percent of people do ninety nine percent of the work. They were right.

When will ESG take care of the redundant managers?

There are still many redundant managers in ESG.
Below is the HR guide to weed out them:

1. Managers reporting into other managers at the same level.
2. Managers with less than half their direct reports in the same location.
3. Managers with fewer than 8 direct reports.
4. Managers who are remote employees themselves.

The GM of ESG should really take a hard look at the managers under the directors, since directors will always try to protect the ones they’re tight with. And keep an eye on recent org changes, because reporting lines can get shuffled around just to help certain managers dodge these criteria.

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.

managers with under 20 person reporting to them , should just merge with other teams .

Looking at our current structure, it feels like the 'manager-to-grass root level employee' ratio has drifted toward an unsustainable level of middle management. multiple layers of management, which creates a 'bottleneck of consensus' rather than a bias for action. To save cost and be competitive, Oracle need to flatten the org chart, empower individual contributors to make decisions, and reduce the number of 'status-update' layers.

Can anyone confirm/deny? Heard from several sources….

Real question. Realistic answers please. Would we be better off? Would chaos ensue? Could the Dir level successfully form a coalition and get $hit done?

what's up with all this vps reporting to vps?

we talk about flattening nike but keep hiring more sl.

I do not see any big changes in the Network org. Most cuts are happening on the consumer and business side.
Our network is getting worse and worse.. Network org remains As-Is ..
Is there any changes in that area ?

Haytaian is transitioning away from Carelon and everyone will move under the CFO. What are the group’s thoughts about this departure?

Is this an eventually going to become OPOO 2.0?

If I was running a company, I too would just spend the majority of the time, shifting people around re-organizing restructuring the departments and hope eventually we would make money

I wouldn’t worry about the role responsibility confusion or ramp up time to get everybody knowledgeable about what they need to do I would just keep on shiftin

When will the organisational structure for lower levels be announced.
Waiting 7 weeks at this stage since the ccs sale went through.
Beyond ridiculous... as my team advised on townhall weeks ago that it would be announced shortly!!!

As part of flattening the organization, Managers and Senior Managers don’t have duties of people management. Directors are having them now. And thus they are now strictly technical. Do Managers and Senior Managers have to contribute now? In other words, do they now have to work on tasks like others on the team?

Will there be a reorganization where certain technology teams from brokerage and wealth management are moved to the enterprise ?

Saw this on fishbowl. Is this true “Any insight into the changes involving
Leads no longer being allowed to have direct reports (unless essentially grandfathered in) and ADs no longer allowed to have Leads reporting to them? What else can we expect?”

I assume most posters here are from the commercial side. Does anyone have insights into how things are going on the FEPOC side? Morale? VSP impacts? The organization became very top-heavy over the years, and I know a lot of VSP electees were MLT/SLT/ELT. However, there were also some seasoned "regular" employees with tons of technical and/or business knowledge who departed.

Just got mine invite for very early tomorrow from my boss I guess I’m out?

Can’t imagine that this whole company won’t be in TX in 3-5 years. Stop backfilling OKC jobs in OKC and let normal attrition handle 15% of the lift while targeting back office jobs for rolling relocation (IT, HR, Accounting, Legal). Geologists and Engineers will hang on longest as the “center of excellence” but eventually bye bye.

Proposed reorg to save Meg some time: Step 1. Merge P&O, G&LC and Technology into one business (2 EVPs can walk with all the entourage), merge C&P and T&S, get rid of EVP level positions for the rest of the org. Saves min £20m pa on the headcount with improved efficiency and accountability. Get rid of strategy function completely - it has been a failure. Strategy should be driven by BUL leadership and segment EVPs not central function..same for RC&S teams - its a testament to the weakness of the EVP that they still exist. Same for Ventures - no new businesses came out of it in 20 years of its existence so its an ego satisfying project for the execs but no real value generated and a distraction for the businesses.
Step 2. Get rid of functional organisation and organise by Business Unit structure, with clear P&L accountability. No central functions that do not feed directly into a specific P&L. Desperate measures for desperate times but company needs to put profits into the cornerstone of performance and current structure is way too broad to enable such focus. BULs will start cutting costs when they have full control over it.. Step 3. Very light exploration and central subsurface team which will enable new growth (outside of existing basins, otherwise driven from BUs). Any other ideas?

Something is happening. No clue what. But all associates were instructed to work from home tomorrow.
"We will discuss important organizational updates and critical information about our organization."

I am so excited about CS leading China!
Aren't you?!

RXM no longer reports to store manager as of March 1.

RXM will report directly to District Pharmacy Supervisor (performance, discipline, and evaluation/coaching all owned by DPS).

Dotted line reporting means the MGR and RXM are "true partners" as explained in documentation released today.

This means neither one is accountable to each other, and neither one has authority to enforce.

Great news for RXMs that didn't want to have an MGR for a boss.

Great news for an MGR that now has documented evidence they are no longer the accountable party for the pharmacy.

Don't be fooled with the 1 box speak, the HR policies regarding organization charts with respect to direct line reporting are very clear.

Store managers you are not in any way shape or form responsible or accountable for the pharmacy any longer.

Pharmacy managers you are in no way shape or form responsible or accountable for what happens on the front end.

Now totally divided.

Can anyone share any insight ? Whats coming
next?
Are they going to wait for the new guy or Alfanso going to make the decisions?

What do you think? Who holds the product vision now?

Do you guys think they will role out the retail territory managers all over? What areas have gone to it so far?

VP - endlesslya swashbuckling with engineered decks to ask for more budget for FTEs, consulging engagements (or stupid tech programs with fraudelent value cases that was pitched to them in exchange for a potential board seat down the line). Not accountable for performance and delivery

VP- reports to VP, responsible for procuring the decks for swashbucling and making budget ask justifications. Trying to fill CV to become VP1 in the next gig, only manages up. Not accountable for performance and delivery.

SD- responsible for owning the pretty decks used by VP1 & 2. Not accountable for performance and delivery and wont have any KPIs or OKRs. Only manages up while being responsible for maintaining the facade of leadership. Will threaten and retaliate on any dissent or suspicion of whistleblowing. Will do lots of stupid team events quarterly to provide bread and circus.

D- responsible for creating the decks. Not accountable or responsible for anything beyond managing upwards and keeping the facade up. Will invent BS performance metrics and play bad cop for ICs to keep the order. Just waiting for their SD promotion while not managing more than 3 direct reports.

M- very rare creature at nike, manager level work is done by Directors.

P- invented director role to keep pay levels without the headcount to keep people. will do mostly what D does, doing decks without being accountable for anything or owning anything. will be scapegoated for performance if they stay in role more than 2 years.

L- baseline IC, responsible for doing analyst work to create data for the above. Owns everything without owning it. accountable for everything without influence. May have to do excel flipping on a 30 hour basis.

anything below- congrats for failing at corporate, you are essentially a glorified exec assistant. Will be asked to deliver everything from planning events to procuring merch. will be held accountable and responsible for everything. Performance expectations would be at the sky and will always be scapegoated. will be thrown around from role to role until they call it quits. only chance of moving upwards is finding a D to su-k up to that will eventually promote them as they become indispensible for their ego.

Real work will be done in southeast asia, real value will be generated by partners who sell the real work created in southeast asia. None of the above have any influence or impact on the outcomes as they exist for theathre. Occasional product hits or media sensations created by external agencies keep the ship floating.

In general, can contractors be positioned to lead teams within organizations?

Literally, 400-500 people report into her/her directs. Some of her direct D's have 40-50 people by themselves. What exactly is she delivering for Citi? DCRM? That's a joke - the data concerns are not resolved by her team. Her data concern team, led by her MD Donna G, are glorified p;roject managers setting up meetings for others to resolve the problems. Why do they need so many people? Reference data? That by itself is a joke at Citi considering that security master central itself has so many issues with data accuracy. At smaller firms, her team alone would make up 50% of the org. This is highway robbery.

Sycamore does it differently. Tomorrows operations call will reveal the new structure

Sprinted to this page once the email came out 🤣🤣🤣

Is the DEG group (In CNIO/Network Operations under SVP-Corey Anthony) moving to AFO (Under SVP-Chris Altomari) soon??? Overheard some chatter about that being a reality come 2/1/2026.

Sooner or later it’s happening.