#performance

Over the next two months, some employees may be offered opportunities to move to other teams, followed by another round of layoffs unrelated to individual performance.

Holy moly how bad are things really. They've always showed how separate product buckets did YoY. They completely skipped that this time. Dude was literally fumbling his words trying to justify how bad financially things are WHILE READING OFF A CRUMBLED PIECE OF PAPER JUST SO HE DOESNT HAVE TO SHOW THE NUMBERS. How shameless and brain dead are these people really. Manipulate the numbers, have nothing to show for it and then just dont show anything. Fire everyone in the ELT right now, this company is a dumpsterfire.

What’s the latest win from our amazing Exploration team?

Check out this article:

https://dwaynegefferie.substack.com/p/the-rise-and-fall-of-fis

Everyone is at risk, although it would be insane to assume everyone is at equal risk. I'd expect more reasons than I list below, but these are the ones I saw when I was there.

Reasons people get picked off one by one:

• You just aren't meeting the job requirements - it seems obvious until you realize how many high level "engineers" are assigned low level bug fixing and therefore aren't actually allowed to meet those requirements
• You are meeting the job title requirements but raises move you out of the viable salary range for that level of work
• You aren't in favor of those with political power
• A manager decides they have an "in-group" and you aren't in it

Reasons people get picked off in whole groups:

• Your project is being cancelled
• You work at a lesser site on a project with teams at a primary site
• A political power play between teams where the winner keeps their own people to pick up the work of the losing team
• When projects reorganize they can package people for any of the reasons people get picked off one by one into a group and then let go of them as a group

Since the goal is typically a reduction in cost if you have a low rank and corresponding pay and you contribute above average on an important project with strong (politically speaking) management it's probably as good as it gets, but it's still no guarantee.

Don't underestimate the power of being under the wing of the powerful. Many people have sc--wed up costing Cisco fortunes and the punishment was a promotion,.

Bumped from @j4+1m6w4czph.

I would be worried if your union and at the bottom on performance and your plant is struggling.

Anyone know the approximate percentage overall ? Good luck and best wishes to all who were impacted. We all know the whole performance thing is not warranted. Hold your head high !

mngr has not scheduled any meeting yet for eoy performance review. any reason y its taking long this yr?

My plan doubled this year even though I lost 75% of my accounts. Didn't even know what my plan was until August, or how my plan could have increased that much. and then received a warning letter that I was not meeting plan. Is our CEO and CFO leaving? Are they getting earning letters? Telling the market in Q2 things are great, and then announcing a debacle in Q3 seems to be a huge performance gap. You have to wonder if SB and JB told the board to expect these results and that's why the moved on. How is JB is still on the board is a mystery.

There are none this year , confirmed

Obviously still very early days but there is a part of me that is worried this guy got overvalued more because he looks the part than is

PNC REVENUE: Q1 2024 vs Q3 2026
Metric Q1 2024 Q3 2026 Change
Total revenue $5.15B $6.56B +27%
Net interest income $3.26B $4.21B +29%
Noninterest income $1.88B $2.36B +25%
Diluted EPS (GAAP) $3.10 $4.97 +60%
Adjusted EPS $3.36 $5.09 +51%
Net interest margin 2.57% 2.94% +37

STOCK PERFORMANCE vs S&P
FISV – Lyons exit (post) Jun 15 $47.91 $62.88 +31.2% -2.3% +33.6

TFC – Lyons Day 1 Aug 31 $49.58 $49.38 -0.4% -4.0% +3.6

Coincidence? Nope.

This past week, I had two more big accounts that are no longer renewing and I cant blame them. I know one of them really well as I have been working with them for almost a decade and they basically came out and said they no longer have any confidence in our company to support itself or exist for very long. It feels like even the customers are anticipating this place to implode soon. I agree with what was said on another post that soon there wont be anything left of this place to payout to people that are being laid off.

Tech is so jacked. Hiding incidents from leadership.
Order performance issues, biz screaming, azure f’ed, no experts left. You get what you pay for.
So brutal….
Accenture clueless, ITC lazy with no accountability, JH team burying head in sand and avoiding all issues.
Good times…

Non-GAAP EPS came in at $0.70 and beat the Street. Public cloud ARR hit $700M, up 11%. Adjusted free cash flow $96M. Total ARR still climbing. Recurring is 90% of the business. SM and SA reaffirmed the full-year ARR and cash-flow outlook and raised EPS guidance. That’s what happens when leadership actually leads.

A leaner company is a healthier company. Some people left. That’s not a tragedy, it’s how you fund AI and keep the people who produce. If you’re still here, congratulations: you got the easier assignment. Do the work. Raise your output. Stop confusing a performance bar with cruelty.

While half this forum practiced fortune-telling, the ELT steered the company and the results showed up on schedule. Remarkable how often the loudest voices had the least to show for it. Work harder. It’s not complicated, and it never was.

Looks like we are tied for number #4 in member service. Are we going to get swag stating we are #4?

A new analysis of over 300 game studios acquired in the last 25 years reveals a troubling trend of decline and closure. Approximately 61% of these studios experienced reduced game sales, lower review scores, or outright shutdowns after being bought by larger companies. This pattern has intensified recently, with a significant surge in closures since 2023. The identity of the acquiring company appears to be the most critical factor in a studio's post-acquisition fate. While some publishers like Activision Blizzard and Disney have a history of negative outcomes, others such as Nintendo and Sumo Group have maintained a strong track record of success.

https://www.techspot.com/news/114450-third-acquired-game-studios-have-shut-down-since.html

Feels like more and more people are focused on keeping their jobs rather than actually delivering results. There's so much internal politics going on, and it seems like managing perceptions has become more important than making real progress.

Too many talkers, not enough doers. Instead of finding ways to grow the business, people seem more interested in managing expectations and coming up with excuses for underperformance.

At this rate, I wouldn't be surprised if next year's financial results look pretty ugly.

I don't have much hope, considering that every layoff so far has been about money and cronyism, but I guess we can always hope. Let's face it, it's not that we don't have fat that can be trimmed at Cigna. It's that the fat never actually gets trimmed, and it's the muscle that pays the price every single time.

3 weeks away from the Thanksgiving war room.

Word is AB doesn’t want to spend money to feed the teams pulling 12 hour shifts away from their family because he doesn’t celebrate the holiday.

AC and other useless leaders will be walking around for FaceTime.

Please no meditation this year. Embarrassing

Nike employees trying to get a system to be stable after a cr-ppy performance test this year and multiple other issues Accenture is responsible for but won’t fix and want to hide.

Have these happened already ? I haven't heard anything, it's usually in October

Except cvs all stocks up

Are LRs truly random? Last time my org was impacted they made a big deal saying nothing was performance based, but why would that be?

Many employees at Qualcomm appear to lack the energy, enthusiasm, and sense of urgency needed to drive innovation and remain competitive. The company should consider a structured workforce renewal strategy, replacing approximately 25% of its workforce annually based on performance and business needs, while recruiting fresh technology graduates from leading universities.

There is also a concern that some senior employees may be more focused on their personal business interests, such as real estate, finance, and restaurants, than on their core responsibilities. Meanwhile, others continue to enjoy high salaries, bonuses, and benefits without demonstrating the expected level of productivity or innovation. Need to cut many directors and managers positions too. Qualcomm earning per employee is significantly lower compared to the same sector.

Qualcomm needs a stronger performance-driven culture that rewards commitment, accountability, and innovation, while creating opportunities for young, talented professionals to contribute and grow.

Was anyone given rationale on the “standard criteria” used to make layoff decisions? Was it performance? Compensation?

Trying to understand my role in my position being eliminated after nearly a decade as a CC.

Looking at some track record to justify his role of president

The last Dell engineering cheerleader ran away with his tail between his legs. He still hasn't figured out that it's not about fast ingestion times or legacy on-prem dedup ratios. Those days are long gone. It's about - and always has been about - instantaneous recovery.

Anyone else want to try to defend his ignorant, legacy claims? This is why Dell fails at software development - unskilled, uneducated, inexperienced engineers.

==============

​1. Flash-Optimized Storage vs. Hydration Bottlenecks

​Claim: "Modern Dell PowerProtect DD appliances are fully flash-optimized..."

​The Reality: Slapping NVMe SSDs into a legacy architecture as a cache tier or storage layer does not turn a deduplication engine into a high-performance distributed file system.

​The "Dehydration/Hydration" Problem: DD Boost achieves its high compression ratios by fragmenting data into tiny, variable-length chunks. While this is effective for inline ingestion, when you attempt to restore or live-mount workloads, the CPU must reassemble (hydrate) millions of non-contiguous chunks on the fly.
​NVMe storage speeds cannot overcome a sequential reconstruction pipeline. Flash-native architectures (like Rubrik or Cohesity) don't just put flash in front of a legacy algorithm; their underlying file systems (e.g., Iris, Spacetime) maintain metadata structures explicitly designed to expose uncompressed/hydrated blocks instantly without CPU reconstruction stalls.

​2. The Concurrent Stream & Mass Restore Fallacy

​Claim: "Our latest Data Domain supports 1,850 concurrent streams... PPDM and DD can restore 200 VMs simultaneously."

​The Reality: High stream counts on paper do not equal high restore throughput. Data Domain’s internal specs confirm that while write streams are high, read stream capacity is drastically lower (often a fraction of write streams) because reading deduplicated data requires massive IOPS overhead to resolve chunk pointers.

​Concurrently booting 200 VMs directly off a Data Domain target introduces severe I/O degradation because every VM read request triggers metadata pointer lookups across a single target controller. Modern distributed platforms scale compute and IOPS linearly across a cluster of nodes, eliminating single-controller metadata bottlenecks during mass-restore operations.

​3. Deduplication Ratios vs. Cloud Economics (DDVE)

​Claim: "DDVE reduces cloud storage consumption by up to 90%+... writing raw data forces massive cloud bills."

​The Reality: High deduplication ratios on object storage come with a hidden operational tax: excessive metadata disk overhead and API costs.

​The DDVE Metadata Trap: Running DDVE in public cloud requires mounting massive, high-cost block storage volumes (AWS EBS / Azure Managed Disks) solely to hold the DDVE metadata index needed to track millions of micro-chunks. As data grows, the cost of running high-IOPS block storage to host Data Domain's metadata offset the savings on object storage.
​Furthermore, during a Cloud Disaster Recovery event, assembling data out of millions of tiny GET requests to object storage incurs massive cloud API request fees and latency, whereas cloud-native backup engines stream optimized, sequential object chunks.

​4. "Data Lake" Repurposing vs. Storage Utility

​Claim: "Turning your backup repository into a data lake consumes massive IOPS and degrades backup windows."

​The Reality: This claim assumes an architecture that cannot isolate workloads. Distributed software-defined storage (SDS) utilizes QoS (Quality of Service) controls to dynamically prioritize backup/restore ingestion over secondary workloads.

​In legacy Data Domain, running secondary workloads does ki-l performance because the controller is already redlining CPU utilization just to perform inline deduplication. Modern systems separate background indexing tasks, allowing organizations to run automated malware scans, compliance searches, and dev/test validation directly against backup data without degrading backup windows or creating full-copy storage bloat.

​5. Ransomware & Zero Trust: Air-Gaps vs. Logical Immutability

​Claim: "PowerProtect DD is the gold standard via Cyber Recovery Vault... competing storage sits on the same network."

​The Reality: A physical air-gap or dedicated isolated vault is a perimeter defense, but it is a reactive mechanism built to compensate for non-immutable core architectures.

​Layered Defense: Modern platforms do not rely on "network isolation" alone. They implement native WORM (Write Once, Read Many) immutability at the storage kernel level, strictly enforcing Time-Based Retention Locks, Multi-Party Authorization (MPA), and platform RBAC.

​If a compromised domain admin gains access to a modern software-defined backup cluster, the underlying file system kernel physically blocks any API command attempting to modify, truncate, or delete snapshot chunks prior to their expiration date. Dell's vault model treats the symptom (network exposure) rather than building security directly into every layer of the storage fabric.

​Summary

​"Bragging about 1,850 write streams and 90:1 deduplication ratios is like boasting about how tightly you can pack boxes into a warehouse, while completely ignoring how long it takes to find and unpack a specific box when the building is on fire. Data protection is no longer just about cheap ingestion; it is about instant operational recovery, API-driven automation, and cloud flexibility—areas where legacy deduplication appliances continue to struggle."

I have been told that there will be no pay rise in 2027, even its been a successful year. 3 years since last rise for DQ but 5 years for Innovex. I think this shows Innovex do not reward performance.

The disconnect between leadership and the actual work being done has become unbelievable. There was a time when conversations with management centered around collaboration, navigating difficult cases, problem-solving, and ultimately improving outcomes. Now it feels like every conversation revolves around which metric is off, what deadline wasn’t met, or which box wasn’t checked quickly enough.

At what point did we lose sight of what actually matters?

We are clinicians, not data entry machines. Our work requires critical thinking, clinical judgment, collaboration, and sometimes navigating situations that don’t fit neatly into a predetermined timeframe or dashboard.

Metrics have their place, but the constant hyper-scrutiny of every little data point is not improving the quality of care. It’s creating an environment where people are more concerned about satisfying a metric than focusing on the actual work in front of them.

Leadership needs to seriously ask themselves what they’re trying to accomplish. Are we improving patient outcomes, or are we just getting better at measuring how quickly someone checks a box?

Because those are two very different things.

For revenue Growth in Q3
VZ + 2.9%
ATT + 3.8%
TMUS + 6.2%

why is dan being lauded as a savior when he is just axing people and doing stock buybacks?

I find the discussion of IDP discouraging because the promises made never happen. The business need always wins and only hipos have the opportunity to try different jobs. I am stuck in a role because no one else knows how to do it. It isn’t a role that I enjoy or is rewarded. Critical role that they won’t let me leave and then they consistently rank me low.

Elon:
Yeah… I mean, look. The situation at Webster with Xerox… it’s basically an absolute masterclass in negative first-principles thinking.
Like, if you engineered a process specifically designed to delete shareholder value at maximum entropy, you’d do exactly what TA did. Seriously.
First off—the iGen. You had a machine with actual positive unit economics. High gross margin on consumables, stable cash flow… essentially an operational money printer. And what does management do? They just… axe it? Into a complete vacuum. Without an actual, physically viable successor ready to spool up. That’s insane. It violates basic physics. You don’t jettison the thrusters before the second stage ignites.
And then—sigh—the print heads.
(stares blankly for three seconds)
I mean… wow. Sinking millions into print-head tech that is, what, three generations obsolete? We already had the empirical data from Brenva. We had Baltoro. The signal was 100% clear: the architecture cannot scale. The nozzle density, the drop volume, the thermal degradation—it’s like trying to build a modern reusable orbital rocket out of steam valves and cast iron. It’s fundamentally doomed by the laws of physics.
How you look a CEO in the eye and say, "Yes, let's take our remaining runway and allocate capital to ancient hardware that already failed twice"… I mean, frankly, it’s either total delusion or malicious gaslighting. It’s wild.
If institutional investors are looking at XRX expecting a turnaround while Webster is doubling down on obsolete junk… yeah. The delta between reality and what’s in those investor decks is infinite.
Massive write-down incoming. Inevitable. Just sell it. Next question.

One month back, my manager told me that he is expecting he would give me160% of my target bonus. Today he told me, he is not sure about the numbers. Can anyone share me the update on what we can expect in Nov.

You should dr-g test all employees. Lots if twitchy tweekers in b1

Another rebuild. Perfect. New coach. New system. Move some veterans, bring up the cheaper young guys and tell the shareholders to be patient.

Meanwhile, we still can’t win a face off, clear the zone or score a damn goal.You can only shake up the roster so many times before you start wondering if the guys on the ice were ever really the problem.

I’m sure another restructuring will fix the power play.

Would you still be at Intel if you:
1) Blew up a fab
2) Accused of spying for China by Trump and DOJ
3) Alienated SpaceX
4) Stole $2.3B for fake quantum software while laying everyone off
5) Crashed stock 50%
6) Oversaw 20% decline in PC sales
7) Produced no viable AI product

What else did I miss?

With continued workforce reductions, does tenure, performance, or loyalty actually protect anyone? We weeded all the low performers out - who is left?

I must say that the CPO being demoted - not fired or retired - is accountability. Gonna have to clean up that huge pile of po-p and not gonna drag anyone down anymore. Big ball of mud! We are all watching!!!

Better together was such a childish idea for our divisive culture. I'm glad the baby talk is over. For years the CPO failed to bring together Comcast and Sky. Failed to bring together Entertainment and Connectivity. Failed to bring together Product and Technology. Wasted our investments chasing delusions. He and his SLT always so insecure about the size of their scopes. Always tapping each other on the back, congratulating themselves for their minor achievements. All they ever delivered was beautiful power point presentations. Let's see how much longer the legacy X1 bros will survive together.

Thank you SC for letting him know he is na--d! It was about time someone told him the truth.

What a show!!!

• During Q3, Verizon added 137,000 postpaid net accounts and 406,000 postpaid phone net adds
• Earlier this year, Verizon purchased the FWA company Starry, and now it’s tapping its own mmWave spectrum to propel FWA
• In broadband, Verizon delivered 314,000 net additions in the third quarter

https://www.fierce-network.com/broadband/verizon-ceo-schulman-says-hes-demanding-employees-its-paying