#reorg

Email went out announcing that the AVP for Wireless Supply Chain will transition to the N&T Fiber team in September.

I wonder what the next few weeks of shuffling and reorgs will look like.

I heard it’s this week but I haven’t received anything yet. The suspense is ki-ling me.

Does anyone have any insight on how they have handled previous reorgs? Do they assign you to a new role? Are you given options? Do you have to reapply? Is it simply this is your new position starting this date or you can leave?

What happens if you don’t take it? Is it a laid off situation or voluntarily quit?

I’m hearing this is happening in some pockets of the organization.

In the last 15+ years, we've had two incompetent CEOs, countless reorgs, several acquisitions where we bought for premium prices and sold for cheap, and a complete erosion of culture. I think the rot is so deep at this point that any new leadership would need a miracle, not a strategy to fix this mess.

When is the product reorg actually happening? Just get it over with already!

Is there any ongoing reorg in upstream?

After over a year of not having them, forecast calls have resumed. Needless to say- the ET has been “surprised” at the losses being forecasted- to the point of not believing the managers forecasts, and they still do not have access to a lot of reporting that would have alerted them to the 10s of millions being lost. This reorg is a massive miss. I don't see in what world an IPO will happen. Who would invest in this dumpster fire.

Hearing rumours that OAL as org might not exist or will be moved. Is this path to cut more jobs?

A common plan within the ABU is to just wait until 2028. Is it certain that's the next big reorg or can we hope for smaller changes before then?

With Katz out and suddenly the budgets are still not settled again do we think reorg and layoffs are coming soon? Like realllll soon?

We have reorgs constantly, with new structures, new reporting lines, new everything and always many, many layoffs. You'd think with all that effort and all those changes, we'd be perfect by now. But nothing ever truly changes. Why isn't anyone holding leadership accountable?

Another reorg. Sold as agility, felt as whiplash. Leadership didn’t even wait for the planned date — they tore up a structure barely a year old and rebuilt it mid-year, with zero regard for what that costs the people living through it. The stated reason: “boost software deployment.” The real reason is simpler and darker.
IBM has spent years buying growth instead of building it. Every quarter, another acquisition gets folded in, rebranded as “software strength,” and used to justify the next reorg. Strip out the acquisitions, and the growth mostly disappears. This isn’t a strategy. It’s a treadmill, and shareholders finally noticed — the stock just had its worst single day in the company’s history.
The money to keep buying is running out. Debt keeps climbing. Buybacks have been frozen for years because the company is still “digesting” its last purchase. Cash meant for growth is quietly being redirected to service the last deal, not fund the next one. When a company can’t return money to its own shareholders, it’s telling you something about how thin the cushion has gotten.
And the sales playbook is exhausted. For years, big renewals were “won” by reshuffling the same contract — discount here, markup there, call it a signing. Do that once, fine. Do it a third time on the same account, and there’s nothing left to move. Customers aren’t d-mb. Many are also sitting on mountains of software they were sold and never deployed. Asking them to sign another restructuring on top of shelfware gathering dust isn’t selling — it’s asking for patience that ran out a while ago. That’s the real story behind “large deals failed to close.” It was never about speed.
So here’s what a summer reorg actually buys: nothing, fast. Territory changes take a quarter just to stabilize. Real deals take six months to a year to close. Launch a reorg in July, across a holiday season when half of Europe is offline, and demand results in Q3 — and you’ve built a machine engineered to fail on schedule.
Except failure doesn’t cost everyone the same. IBM books the reorg as a clean, one-time charge and moves on. Sellers absorb the real cost: quotas that don’t shrink to match a broken calendar, commission checks that quietly get smaller because targets were unrealistic from day one, accounts inherited mid-relationship with no memory of what was promised or already burned. When the numbers come up short, it won’t be called “the reorg cost us a season.” It’ll be called underperformance. The same event, blamed upward as strategy and downward as failure — a strategy that costs nothing on the way in and everything on the way out, just not for the people who designed it.
That’s the pattern worth naming out loud: a company that has run out of things to buy, running out of ways to reshuffle what it already sold, paying for both by quietly shifting the bill onto the people closest to the customer.
Another reorg won’t fix that. Only shipping what was already sold will.

MO advised that the company will commit to providing a date by the end of July to confirm whether roles are impacted by the new organisational design. Has anyone heard any intel on numbers, percentages, or which parts of the business are mostly impacted? It all seems very quiet… the calm before the storm.

I see the agony on this site. Many of you are uncertain about your future.

I just want to share with you. In a team call, CEO said a couple of years ago. “I love it. It’s like playing a video game, haha haha” It was in the context of managing
the business and reorganizing people. I know many of you probably we on the call. It’s really sad, but it’s the reality of the tech business. I never expected to hear from a CEO.
But, he really is transparent. Enjoys the RSUs. It all fun and video games.

Are a lot of people taking it?

Anyone the it will offered again?

What’s the Reorg look like after?

Do we think there’s going to be another reorg coming soon?

A major reorganization is coming for the SPSE team. Leadership is unhappy that too many employees don’t have clearly defined responsibilities or measurable deliverables.

I’m told 500+. New reorg.

I don’t understand what they are doing for real. Someone please explain it to me

I ain’t in America but the reorg over there has got me thinking about what happens in my region and country. Has anyone heard much? Is the USA the first to restructure and then other countries follow?

Our team of what's left after layoffs was reorganized under someone who doesn't know anything about our work. Its like Customer Service manager direct reporting high level IT folks. What in the world? Who decides reorgs? Health Solutions is horrible

Leadership and team shake up

Is it true that a reorg is coming? It seems like there’s a hiring freeze for PM partners in GBSG. Does anyone know who might be affected? When?

No GM assigned. Moving to a country model?

More shuffling around to add confusion; cuts to come during the chaos?

Has any data-driven analysis been done on caste bias in tech layoffs and re-orgs?

​I am an outsider to the Indian community, but I frequently see discussions regarding caste or community bias playing a role in tech hiring, promotions, and re-orgs. Specifically, there are claims that managers can sometimes infer a person's community or caste background based on their last name or geographic origin, and that this influences who is prioritized during layoffs or restructuring.

​Is there any objective truth or documented data behind these claims?

Specifically, I am wondering if anyone has conducted a linguistic or demographic analysis mapping tech workforce data (like last names/origins) against layoff or promotion rates to see if a statistically significant pattern exists.

After reading through some of these posts and thinking back on prior conversations I’ve had over a year ago I think I have an idea of what is going to happen.

I’ve heard for almost 2 years now that the ultimate goal was of course to bring in AI but also to merge everyone between each LOBs. Claims, UM, OPs, etc. They want one group of people for all LOBs that are cross trained and can work everything.

I’m thinking that’s what this will be. Clean house and get rid of people then reorg who is left into the 1 team per department for all LOBs.

I thought I’ve read that they have done it this way before however and that it didn’t go well? Ya know be because each LOB is vastly different?

Could this be what is happening?

If we knew that once this is all over, once VSPs and involuntary layoffs are done, we're good. We can relax, we can do our jobs without worrying. Sadly, we all know that even after all the stressing and anticipation, once this is over, we'll just move on to the next round, or next reorg, or next something that'll threaten our jobs. And that su-ks.

When will definitive info come out about Fid Wealth, specifically about the FI groups that merged in recently? Our group is so insanely understaffed that normal maint are taking well over a week and teams which used to never have calls holding regularly have 20-30 calls holding with people being told not to do any follow up or research, just answer calls. Associates leaving this group right and left. What could possibly be the goal?!?! It’s the toxic capital of 900!

Is anyone else hearing that July 7th is the "reorg" day?

https://www.inc.com/jessica-stillman/the-worst-its-ever-been-why-metas-massive-ai-reorg-backfired-spectacularly/91363370

Rumors are about 10,000 people will be affected.

Will this involve layoffs? Or will there be mainly box moves?

Does anybody know more?

I assume we can thank the brilliance of the reorg for the absolutely abysmal network performance?

I thought the re-org was supposed to eliminate the chapter model. Why am I still reporting to a do-nothing, useless people manager?

Norco re-org on the way after $500mm in potential value found by McKinsey. So much for "we can't cut and cope our way to profitability..."

Anyone else feel like we’re no longer transforming the business, we’re transforming the transformation?

New LOB leaders. New-old CTO. CDO gone. Buyouts. New operating model. Morale in hospice.

At this point, the org chart has changed more often than the stock price.

But don’t worry. Reorg #7 is definitely the one.

OpenText stock is so low, it looks like it borrowed a time machine and went back to July 2015, probably the last time someone in leadership accidentally made a sensible decision.

After decades of people working relentlessly, building systems, carrying delivery, solving problems, and keeping the machine alive, it is truly inspiring to watch a parade of strategic geniuses take over and prove that destruction can also be executed with confidence, PowerPoint decks, and executive bonuses.

The company will survive, of course , companies like this always do. The people who built it get discarded, the decision-makers get rewarded, and families like mine get to wonder how loyalty, experience, and decades of hard work are supposed to turn into food on the plate.

But no worries . I am sure the next 'transformation initiative' will fix everything. Maybe another reorg, another acquisition, another round of cuts, another leadership memo full of brave words and zero accountability. Because apparently, when stupid decisions fail, the solution is to execute them even more relentlessly.

Lots of reorgs are coming. Lots of meetings were held today. I feel bad for those who were surplused. And unfortunately, another wave is coming in September.

Anyone know the plan for VCG Ops? Based on some reorg emails it seems like retail and CS OPS have been officially combined under the same umbrella creating even more redundencies or were taking a second stab at OPOO