#reorg

For the SVPs and VPs that were notified, what happens to their roles? Do they just get replaced with someone new? Do their teams get moved under other SVPs or VPs?

These Value brands used to be their own business's and pay Verizon for “access”.

Nancy got moved to protect her nearly 40 year tenure.

Indirect dealers have been beefing up their operational staff with old Verizon execs.

Should be interesting next week.

I wonder why he just reorged his group this week if he is retiring in 2.5 months.

With new R&D lead in place, re org to be announced in the coming weeks! Digital group to merge closer with S&T with a shift of staff both ways and assuming loss of team members.

Any one have any Tfb news? Upcoming reorg? 2026 changes?

Didn't think I would have to be dealing with a shakeup this early in my career, needless to say pretty stressed watching this all go down without any real information getting through

Here's what we know:

Scrum masters to become "enablement lead" if you're liked enough, else made redundant

Squad leads to be "engineering lead" if you're liked enough, else made redundant

No chapter / squad leads or group chapter / squad leads

They will become delivery team lead, platform team lead.

Delivery team lead responsible for go live.

Pretty much level 7,8 and beyond are either let go or titles change.

One thing for sure, holiday AAM is going to be somber.

This last restructure - was this with any of the consultancy agencies or home brewed at Nike? I have never seen more chaos in an org - each individual now doing the job titles of three to four people. Product will go to deeper sh-t levels. You ask for sh-t and you get sh-t.

This week my new boss brought me behind the current to help untangle reorg chaos. He is new in role, so totally lost, and wanted my help on work flows, etc. Long story short, they eliminated multiple jobs with zero plan/guidance as how those responsibilities should be done. When I asked “what’s leaderships guidance?” The response was hand waving about centralization. When I ask what the skills/capacity are of the centralized team, more hand waving. It was then suggested, as a high performer, they’d like me to take on responsibilities of one or more of these roles. Here i pushed back, noting: 1) this was not what I applied for; 2) they dropped my role a psg, 1 below my current psg, and the new role would be a psg above the old role - so unless they adjust the psg, im not doing anything more (because what’s my incentive). I also suggested we needed better guidance from whomever established the new org design to understand what’s intended, and it was made clear to me there was no intentional design here, just a concept they want to make so. The lack of leadership from LT is appalling. And, I don’t see a way out.

But it got me thinking if it’s this much a cluster fu-k in my little corner, the rest of the biz must be as bad or worse. So let’s hear it! What’a broken in your corner of this clusterfu-k?

Next week. Brace for impact. Incoming...

One Verizon soon to be so far up in you

Re-org, Regional Consolidations, all questions answered 13Nov. Submit accordingly

WARN ? F warn.

If you’ve been at Target long enough, you already know the script. Every quarter, leadership throws around the phrase “Talent Management.” Translation: time to trim the herd.

They’ll call it “attrition.” Some whisper “quiet layoffs.” But the reality? Someone’s getting cut — period.

The “how” is a messy art form. The 9-box moved like a chess game. Performance “indicators” twisted to fit a narrative. And don’t forget — personal favorites always seem to survive.

Let’s not pretend — sales numbers and the economy are the real puppet masters here. When performance dips, heads roll.

Based on past cycles, expect another round around late January or March.

Don’t get cozy — recession vibes are real, and this economy isn’t healing overnight.

So here’s your wake-up call. Update that resume. Polish that LinkedIn. Tap your network. Start thinking pivot, not panic.

Because when the next “reorg” email drops, it’s not if — it’s when.

May the odds be ever in your favor.

…are big layoffs far behind?

Scrum masters, chapters, squads are "retiring"

Wonder who's next on the chopping blocks.

November 18th doomsday clock seems still accurate.

Is no one going to bring this up? I thought it was only Tech and HR on here? What’s the word in HR after all the change? Promotions? Layoffs? New roles? Is this good or status quo given the larger restructuring

Brace yourselves, its imminent and before the end of the year.

Orlando plant closure is the start. What’s the next step?

So this is what a “market-based” company looks like? Since John Stankey took over as CEO in 2020, AT&T’s stock has gone nowhere, bouncing between $14 and $24 while billions were wasted on failed acquisitions, buybacks, pointless reorgs, and the most tone-deaf RTO policy in corporate America.

Five years in, zero shareholder value created. Billions burned. Morale at rock bottom. The “market” isn’t buying his strategy, and neither are the employees who actually keep this place running.

If Stankey really wants to be “market-based,” then start listening to what the market is saying: no confidence. Bring back flexibility, respect, and results-driven work. The 5-day RTO punishment failed. It’s time to admit it and move forward.

Who else is irritated that subsurface is taking their sweet time with this reorg? All the other upstream groups seem to be done and yet we have to wait until the end of the week because AF wants it.

The structure was bad before but it doesn’t seem like it’s getting any better.

50% reduction, combined with VCG operations across the board

I heard they will cut Corp strategy and marketing teams loose next week.

Per the article on Financial Advisor IQ

“More than 70 market sales managers were informed on Thursday that their roles would be eliminated, according to one of the sources, who spoke on the condition of not being identified. Though some of the displaced workers may be rehired later as market growth directors, there will only be about 30 openings for those positions, and they will be open to external candidates as well, according to the same source.”

"We are investing in our National Sales organization to deliver stronger, local, and more targeted support for financial advisors," James Craven, Wells' national head of sales, said in a statement provided to FA-IQ. "

Haha these people won’t admit that they aren’t making as much and that their “Sales team” is over paid and u see producing. Craven makes too much for someone who was a Client Associate

The market expects almost doubled Earnings from Oracle, putting intense pressure on the company to deliver rapid growth and justify these numbers.
Leaders/Engineers with stock holdings will be trimmed more.

Due to the company's high profitability, there's a low need for massive layoffs. instead, expect targeted layoffs (mostly performance-related) , hiring freeze, project cutdowns and more reorg.

Oracle is safe till next 3-4m to stay for sure but pressure will mount. Leaders will face more problem to deliver with less salary to employees and more mounting pressure.

New email from Tina Wilson, did anybody understand? Is it over for all other countries?
When will they close them?

Is this a real simplification and an efficiency measure? Maybe? But it may as well be cover for offshoring to TII + Contractors. I do have tendency to be paranoid tho.

apparently there will be multiple going out. So hang in there if you get one in another wave it may just be a reorg. But I think the first wave is the 9-915 meeting, strong possibility that’s a lay off and anything later may be something else

I saw a few roles open up there? Whats the story is there a reorg in the chemical plant and those are reorg jobs or are those really positions where they have a demand?

Heard that hgas is on the way out? Anyone else hearing things?

GK isn’t messing around. J. Walker is out of Elavon and the CAO for PMI is leaving. Who’s next and what’s next for the hot mess that is all of payments inside of USB? Keep on transforming the bank GK 🤭

I’ve been through many, many layoffs in my time in retail (20 years) and just sharing what I’ve learned having been in various roles at various levels including IC and leadership (dir+). I have also had really good friends and partners in HR and ops finance over my career who have been at various levels of need to know (and they share with me of course 😏).
THIS IS NOT INTEL - I do not have any information about TGT. This is more so sharing facts rather than feelings.
Simply put, the fiscal calendar is important when making layoff decisions. Layoffs are planned for the immediate expenses (the severance packages, outplacement programs, health insurance premiums etc) and forecasted long term savings.
You may be asking why Q4, well it’s because this is when most retail companies make their season or year. And because most of the prep work for the season is done and everything is execute mode so it doesn’t have as much impact on the immediate business.
You budget for these layoffs (yes, budget. So a layoff this big has been coming for a while). Once they are reviewed and approved by the board, goal is to get them in before Q4 so you can chip away at the expense drag that the layoff causes through revenue generation. You also want to hit the expenses in the current quarter, especially if quarterly earnings report is going to be rough. You want to minimize the impact to the next quarter.
Then long term the savings reflect in the new fiscal year and helps at a time when sales are generally slower.
In the simplest form you spend now to hopefully recoup some, protect the next quarter, and then save later in the new year.
In terms of WHO is impacted, it’s not an easy exercise and certainly not one taken lightly. I know that’s not easy to hear because it’s much easier to blame the proverbial big bad wolf, but I assure you no one in the general sense wants to be in this position. no one wants mass layoffs. Everyone would love to hire and build out their teams and be offering promotions and bonuses all the time.
Unfortunately, in addition to the sh---y macro financial environment, some poor decision making, some external factors, and some decisions made when the company was thriving (over hiring, overspending or over indexing into certain teams and initiatives) leads to this.
I’m grossly oversimplifying how the company got here but just keeping it simple.
So back to WHO. Well at the highest level (think SVP+) you would receive notice of expense reduction efforts (either a dollar amount or %) and they would look at where to cut and save (travel, discretionary spend etc) and then when there’s no more to save there, you move on to the teams. You look at where the work is currently, where it’s needed, where teams are doing similar work, or maybe work that is no longer value added, and decide where it would make sense to cut folks, where it would make sense to consolidate teams (for example if you have 3 directors with one direct report each, would it make sense to combine a team and create a team of 6 with only one director) or where it makes sense to have both a dir and a sr dir based on complexity, leadership necessity, size of team or where it might make sense to only have one over the other. At the end of the day you just have to do what’s best with the hand you’re dealt while trying to minimize the impact to operations, workload and yes, culture.
Because at the end of the day, there is a day after layoffs and morale of the teams is crucial to how you move forward (it’s kind of ironic but I digress).
I would venture to say with all of this in mind, many leaders have been quietly not backfilling roles, losing jobs through attrition (people quit and role is not rehired) or asking their leaders if there’s any work that could be stopped, moving resources from other teams where support is needed more and away from teams where there is maybe fat to trim in order to prevent or at least mitigate big cuts. But alas, sometimes the only way out is through.
Alright so who knows what, now? VPs probably knew changes were coming, and maybe could influence who and what in a general sense. Based on the posts on here, they just found out officially this week and they probably had to sign strict NDAs.
It’s also possible they walk into Monday or Tuesday and get handed a list of who and what so as to not have anything leak beforehand.
As for the people impacted…
The goal is to do this as fairly as possible.
Is it possible favorites are played when deciding who to keep? Sure.
Is it possible top performers were never at risk of losing their jobs? Sure.
Is it possible bottom performers were an easy first decision? Sure.
Is it possible a leader sees a name on a list and says “absolutely not” and a role is miraculously found for them? Sure.
Is it possible a leader sees someone moving elsewhere and says “hey actually it makes sense for this other person to go over there based on their skill and for this person to stay here”? Sure.
Will someone say “hey I actually want to retire so take me out and save someone else”? Sure.
Is it possible some people know where the bodies are hidden and so they must be protected? Sure. (I’m mostly kidding, but I’ve definitely experienced layoffs where people are asking “how are they still here” and we joke they must have compelling enough black mail to stay lol)
Will some people be promoted if it makes sense to the new org? Sure.
Will some people be demoted if it means that’s the only way they can have a role? Sure.
Is this an opportunity to finally separate someone who is so toxic and has managed to dodge every bullet until now? Sure.
Will people and leaders be moved, lose work or inherit work? Sure.
Is it possible they cut too deep and ask someone to come back? Sure.
Is it possible they didn’t cut deep enough and need to do it again? Sure.
All of this or none of this could happen (in my experience, it’s usually the latter).
At the end of the day it’s going to come down to the work, what makes sense long term for the company, how much it’s going to cost to keep or separate someone and how everyone fits into the larger strategy.
“Good” and “bad” people will go. Just as well as “good” and “bad” people will stay.
We will know eventually what happened in the “post mortem” (aka because we piece it together in here lol).
Anyways, the point of all of this is information however relevant it may be to this situation. Knowledge is power and although it might not give pause to your anxiety, at least you’ll go into the week with some understanding.

They just fixed the "bug"—everyone now reports up to DE - through him DP P, JE, and JS alll who work in Human Resources.

Continuous engineering cuts (yeah opex cuts) . But don't worry, the 'CPO office overhead is still comfortably expanding

Another reorganization — new names, the same long-entrenched inept leadership.

No real changes. No products. Quality keeps sliding while the company waits for someone — anyone — to make sense of AI, since the so-called AI teams clearly can’t.

Directionless “AI strategy” built on vaporware, riddled with defects, and outsourced to contractors following Chinese-grade security practices — meaning none at all.

Welp sounds like work will be moving

COP will soon layoff significant numbers of hardworking and skilled personnel with significant institutional capacity and knowledge in its efforts to become as per McKinsey Focused Future Proof….
What does this new COP really look like and at what cost?
Or are the management consultants correct in that COP is rudderless and need of institutional retooling.

Last one for this year - another 5 to 7k to Let go, Majorly in US, Silent announcement will follow in the next few Business Days = Thanks Giving Reward for the Employees (Rember next 2 to 3 years there will be a Huge Reorg is going to happen, that will be beyond what we have seen this year, this is just tip off the Ice berg)

What is the latest with APLA and when will it disband?
I'm really concerned about CS and the role they will hold when this change takes effect?
Asking for a friend.
Thanks

Rumor has it that Toni doesn't know "what to do with all these sales people". Apparently unimpressed with the Juniper sales teams. Are you ready? Get ready!

The industry trend has been to flatten orgs and I imagine that is where Paramount is heading. Our new CPO will likely deploy some of the same strategies that were used to restructure Meta (where he came from). Worth a read for those falling under this part of the org.
https://about.fb.com/news/2023/03/mark-zuckerberg-meta-year-of-efficiency/

It’s been a literal bloodbath, with little to no official information, and people are reporting layoffs basically everywhere. The US seems to have been hit especially hard. This tells me we’ve been in worse shape than anyone thought, and that this round is just the beginning of more chaos. If the rumored numbers are true, there’s no coming back from this to anything even remotely resembling BD as we knew it.

When does Sanoke make first moves/changes specifically at ELT level