#product

I am on the outside, i was discarded earlier in the year.

I was just watching the Cisco Live Melbourne key note - i enjoy self flagellation

Are any of the products real? At my new job could i buy and deploy AgenticOps? Or it is the same vaporware as HyperShield or LizSoft2.0?

How many org models does it take for us to realize maybe the same leaders who have been here for twenty years don’t get want people want to wear anymore

I can't imagine another layoff before and during 2027 helping revenue growth during 2027. I feel like this is more of a failure to launch new products/being competitive in our market spaces. Over on the developer side, a lot of the mainstay FIS products are being partly sunsetted by having off shore teams just doing security patching with no new features. To me, they are probably accounting for this in their guidance and hoping for new products to pick up the head wind in 2028.

Just my 2 cents. Trying to make sense of the call as a whole.

The sheer concentration of former Aristocrat executives embedded at the highest levels of Light & Wonder points to a deeper, structural risk. Looking at the resulting decline in our product quality, the narrative shifts from simple talent migration to something far more aggressive—suggesting a corporate infiltration designed to hollow out our unique market advantages from within the boardroom itself.

I'm not too close to this product. After seeing the overhype for clover and the seemingly total misunderstanding of the market it plays in by management, is commerce hub going to be better? Have heard mixed things so far internally but Im atleast relieved they're moving more towards ecommerce as opposed to in store payments with clover

...when it comes to software development?

Engineers may not like it but prove me wrong. Look at the piling graveyard of failed projects and failed products. Is there anyone at Dell who knows how to program?

How much does HO know about product? 0

Has anyone heard about product roles or people being in Fraser Stirling org that will be affected by layoffs?

If connectivity is the company's strategy, why is the product organization mostly investing on entertainment? Shield came from Growth, not from Product. Whats in the product roadmap for connectivity? Anyone understands the strategy at all?

Want to know why the products keep getting worse and so does everything else? I call it the Bombay Decay of goods at Danaher. Put you know who in charge and it turns into you know where.

IBM stopped offering VMWare a year ago which prob makes impact small and this one getting little notice in most of the news outlets -

https://www.theregister.com/virtualization/2026/10/08/ibm-offloads-hundreds-of-its-cloudy-vmware-customers/5301849

https://www.youtube.com/watch?v=gXNlaBpj2Y0

Holy He-l that was absolutely terrible.
Audience reaction in beginning and end says it all. He talks to audience like how he talks to us internally and it was just awkward and fell flat. He definitely did not receive the same reception he is used to internally. It’s not the same when the people aren’t being paid to nod their heads and say yes to you.

He also stated - don’t worry we won’t steal our customers IP - several times. Even if you weren’t thinking it before - now you would hyper aware that they are absolutely going to steal your IP if you go to Anderon to build you quantum wafers.

Also Albany isn’t a manufacturing line. Manufacturing capability is not manufacturing success: Reporting wafers produced and quantum systems deployed does not establish competitive yields, process repeatability, device reliability, or cost-effective production at commercial scale.

Also why is he bringing up his friend on stage from a self proclaimed competitor to launch Anderon? The guy spent most of his time promoting his own company and seemed to only remember why he was there in the final minute. The whole thing was just so bizarre.

Did anyone else honestly think this launch went well at all?

Does Shannon Bell have any product or technology experience?

Even if product teams could actually make products that teens want, with shipping tech to ITC or going all in on Accenture, we’ll never lower digital order cancellations or get product to consumers with our awful sec system.
All tech sr managers and principal engineers should be fired…..

Changing IBM’s CEO alone will not fix its underlying product problem: customers need compelling reasons to choose—and keep paying for—its technology. Recent acquisition Hashicoprp Terraform faces OpenTofu, and IBM’s software must justify its additional cost against cloud-native alternatives. In my view, IBM Bob’s enterprise proposition pales beside Claude Code using Claude models through Amazon Bedrock, supplemented by Martin AI for easier token budgeting, prompt and plugin libraries, and usage leaderboards. That combination addresses both developer productivity and enterprise adoption; Bob must demonstrate a compelling advantage beyond access to models that IBM itself sources from providers such as Anthropic. A leadership change cannot substitute for differentiated products and clear customer value. The board should seriously explore selling IBM while its enterprise relationships and established assets still command substantial value, rather than asking shareholders to finance another turnaround promise.

Great at ruining the relationships between us and the stores with all this forced in product…..

I'm in Product in the Americas, and I alredy know I will have to leave FactSet in April for family reasons. It's not really optional for me so I've been thinking about this with all the recent cuts. If another round hits Product, can I privately tell my manager or HR that I'm willing to be included instead of someone who actually wants and needs to stay? I'm not trying to get fired or game performance. Since I know I'm leaving in April anyway, I'd rather take the layoff myself if it could save someone else's job. Has anyone at FactSet actually done this or asked for voluntary redundancy? Did they allow it, and are there any risks?

Have to admit, Xerox's display at PRINTING United was rather impressive with all the new gear they showed across IJ and toner lineups. New 6c Proficio model looks like a strong replacement for Iridesse replacement long overdue. could be hope for the future

Thunderhorse is consistently producing less the last 3 months? What’s going on?

What will the layoffs look like in Nov? The recurring theme in Product seems to be on smaller teams.

Disney is reportedly implementing another round of layoffs this week, impacting HR, product, and tech departments. These cuts follow similar actions taken in April, July, and August, bringing the total number of workforce reductions to four within the current fiscal year. The company's fiscal year concludes at the end of September, a common time for such adjustments to be reflected in financial reporting. While Disney has not officially confirmed these layoffs, sources suggest the moves are part of a broader streamlining strategy. Notably, these reductions do not affect the company's parks and experiences division.

Burbank, California

https://www.disneyfanatic.com/three-disney-divisions-reportedly-named-in-new-round-of-layoffs-el1/

Anyone impacted in product quality engineering pqe?

Is Belden competitive in terms of future growth and R&D?

I'm seeing lots of "good roundtable", "great roadshow" type posts. Unfortunately that seems like a red-ish flag to me.

I guess business lines are doing ok? (Maybe One Talk is helping.) Not sure if the AI Connect stuff is real or not.

If VCG struggles, can they carry the load?

Am I reading this correct? Am I just stupid? We spent however much money developing Aviator so we can provide agentic AI to companies because we're like an AI company (allegedly) right?? So why are we now partnering with an AI company to bring secure data to governments and all of the sudden bringing only data to the table?? Wasn't the whole point being building AI agents that conform to whatever standards is needed so governments can use them? Now we're just the data source for the AI agent that can be changed at will.

Also, ok sure we have products that this makes sense for. But what about the rest of the products? What about Microfocus products? What data can we provide from for ex. ITOM to feed into agentic AI? A bunch of our products dont even fit the bill here. So where do they fit in the AI data future?

I retired fairly recently after working for CMCSA for 17 years all of which was in HQ. I am not disagreeing with comments about leaders not changing focus, product development issues or competing/over-lapping groups but what tech or product should CMCSA have "pivoted" (man I hate that word) to?

It was only a matter of time before video would die and the theme park experiment was just that. So where should they have invested in?

Ford n Ed's to go back to the drawing board and hire new engineers who has talents and innovation. The new Ford Fathem is just another Ford Maverick compact pickup truck the EV. No one will turn heads of they see this truck on the road.

Product teams had reorg and some managers have been moved to IC positions. What happened? Anyone?

I left F5 Networks due to its shift to share holder value over quality of products

OMG. What an ugly new electric truck. Who in he-l would want to buy it.

Whatever sh-t vendor product they are using to do their screen recording surveillance work, su-ks hard, my Windows laptop last few weeks, has had major pauses and sluggishness when using web forms (any page) , button clicks , or typing, it just pauses for 2-5 seconds, then continues.. WTF

Its pretty clear its a surveillance product as it periodically blanks out my screen , usually in the middle of something , and capturing my keystrokes.... I use these machines exclusively for work, i have my own phone for personal stuff., so I dont care if they want to pay me to wait around, but its stupid frustrating

Any from CSO know what surveillance cr-p theur using and is there anyway to optimize these machines to to be so innundated with cr-p vendor software

Is there honestly a market for these? The design is pretty rough. Why are our competitors lapping us on product aesthetics? I'm not even talking about IGT & Aristocrat... I'm talking about AGS, Bluberi and Zitro, smaller players.

Does anyone has any idea or any news regarding next round of WFR. When it will be and on which basis it will happen? Also, what is the future of ISG and it's product portfolio as based on current wave it doesn't seem there is any vision or strategy for product to release in next quarter.

New carts are just another way to push in more and more product!!

Does anyone actually believe that this is a good product that is competitive in market

They keep acting like it's going to save the company but all I continue to see is square cause merchants prefer it

How are we not bankrupt yet

Even if it takes off, it's only small businesses

There was a post on the r/IBM Reddit page this morning that has since been removed by the executive team's flying monkeys. The post discussed 17 products being sold by IBM to Persistent and didn't go into further detail as the person who posted it was worried about being outed. Has anyone else heard this rumor?

why isn't there a 20 minute AI summary? Isn't that what y-all are supposed to be donig now?

Congratulations to Nike Innovation, which has finally solved one of corporate America’s most stubborn problems: how to eliminate the inconvenience of experience, achievement, and institutional knowledge from promotion decisions.

For years, employees apparently misunderstood how advancement worked. They believed that spending 10, 15, or even more years building innovation capabilities, delivering difficult programs, transferring knowledge, and earning organizational credibility might prepare them for senior leadership.

Adorable.

When new leadership arrived from Running, the organization discovered a much more efficient talent strategy: bring trusted people along, place them above established innovators, and let everyone else reverse-engineer the qualifications afterward.

One particularly inspired decision involved elevating someone from development directly into a Principal Innovator position—above people who had spent years actually building the team’s innovation expertise. Employees naturally wondered what documented innovation record justified such an extraordinary appointment.

But asking for evidence misses the genius of the system. Why assess accomplishments when sponsorship is faster? Why develop internal talent when leadership already knows whom it likes? Why define the standards for becoming a Principal Innovator when ambiguity makes almost any decision possible?

“Principal” once suggested a sustained record of original thinking, organizational influence, and innovation leadership. Apparently, it can now mean being selected by the right people at the right moment.

Even better, leadership seems to have confused abrasiveness with authority. Territorial behavior becomes “ownership.” Undermining colleagues becomes “driving accountability.” Raising one’s voice becomes “passion.” Throwing coworkers under the bus becomes “executive presence.” When the favored employee behaves badly, the organization does not see a cultural problem—it discovers another leadership competency.

Meanwhile, longtime contributors receive the traditional Nike reward: a speech about embracing change, an invitation to keep delivering, and the privilege of watching someone else inherit the recognition.

This is not merely favoritism. Favoritism sounds accidental and embarrassingly unsophisticated. This was apparently a strategic operating model: concentrate opportunity around the incoming leadership network, protect the appointment from meaningful scrutiny, and wait for disappointed employees to leave so their departures can be described as transformation.

Nike constantly tells consumers that there is no finish line. Inside Innovation, however, there appears to be one—and leadership can move it whenever the wrong employee gets close.

The saddest part is not that deserving people were passed over. Corporate politics are hardly innovative. The saddest part is watching an organization built to challenge convention reproduce the most conventional failure imaginable: leaders rewarding familiarity over merit while congratulating themselves for being bold.

Nike Innovation does not lack talented innovators. It lacks leaders secure enough to recognize talent they did not personally bring into the room.

But perhaps we should applaud the experiment. It takes remarkable discipline to spend decades building an innovation culture and then dismantle its credibility in a single leadership transition.

Just don’t call it meritocracy.

That product failed testing.

The free tier's biggest feature, the malware and phishing blocking, is invisible. Customers never see it work. No alert, no moment, nothing to point to. What they can see is the paid tier, and that's one camera and one sensor for $15 a month, more than Ring charges for full professional monitoring on an unlimited system. It only runs on our gateway, so the customers most likely to leave us are excluded from the thing meant to keep them.And we're not a company people rate highly right now. Cable ISPs sit at the bottom of the satisfaction rankings, well behind fiber and 5G. Free doesn't fix that. It just adds something invisible to a bill people already think is too high.
I think it's a fine retention product. I don't think it's a new category, and I think we should be honest with ourselves about the difference.

This is so sweet! after Nike was acting like total a--hole for long time! in vicious and arrogant ways, now they are marching towards twenties.
And nobody in Nike has answer!!!
I previously, posted that I have seen first quarter 2027 products for my buyer and I am supremely confident that based on what I saw in the presentation, Nike will not turn around by March 2027. After that I haven't seen so I can't say.

My momma told me not to wish anything bad on other people but sorry mom. Because I am looking forward to Nike hitting 20s.
Hopefully that will happen before end of this year.
I wonder if EH will be still in Beaverton.

And once Nike gets kicked out of DJ30 for being sh---y stock and get replaced by some hot shot stock then that could contribute another $5.00 down on stock because all the DJ30 mutual funds can start dumping all together at same time.

I wonder what is the PK's face when he learns that he is getting poorer by 1 billion. LOL

Let my X mas wish come through