#reorg

My area was just reorged again for the 8th time. There were two D1s, myself and another reporting to avp. That other was moved up the org chart and I was moved down. In the shift, I heard “he moved to support the 7x7 framework”. If he was moved up to support 7x7 framework and now I’m another layer (7x8) would it logically make sense that I may be on the chopping block? Anyone else seeing something similar occurring in their area?
I’m also seeing other warning signs something is coming.

Another reorganization is always lurking around the corner here. They shuffle reporting lines, rename teams, and announce a fresh direction as if nobody has tried it before. Then leadership congratulates itself while everyone else struggles to understand how the changes affect their work. I'd love to see them stick with one plan long enough to find out whether it actually works.

Adam Ray (Chief Commercial Officer) and Sharon Peters (Chief Marketing Officer) are out.

COO Nick Jeffery getting to work! Likely many more to come.

CommAv cuts / PM reorg coming?

A few folks on my team mentioned leadership is prepping a reorg between Ops and Logistics PMs over the next few weeks, with Logistics expected to take over the combined scope.

With the American Starlink announcement dropping, word is a 30% cut in CommAv is already on the horizon, with more likely coming behind it. Also noticed a few CommAv execs suddenly active with LinkedIn Premium badges recently—usually never a good sign.

Anyone else hearing similar numbers or seeing movement on their side?

How many reorgs have we had in the last several years? Can you point me to one concrete thing that has gotten better from them? Anything other than cost savings caused by layoffs?

Is it due to more reorg plane and job cuts?

There's been a lot of talk about flattening the org, removing reporting layers and operating more like a tech company.But are we really going to see fewer VPs, Sr Directors and Director 1/2 positions?Or will most of the cuts still land on ICs while management gets shuffled around? Some of these orgs have more layers of management than actual people doing the work. Not sure if delayering is actually happening or is this just another reorg with different boxes on the org chart... It would not be the first time they do sh-t like this...

Is that it ? Do we all go back to work or will there be more to filter down

Those in Risk will recall that at the start of September we were told an external firm had been brought in to assess the planned new reorg, with an initial timeline of six weeks. I heard yesterday from a well connected source that this assessment is taking longer than expected and is unlikely to be completed within the original six week window. From what I was told, the scope includes assessing regulatory impacts and related risks etc. As a result, it’s likely the new Risk reorg will be pushed to next year, both because of the delay and to avoid friction around Black Friday, Christmas, and year‑end peaks. This is based on a single source, so treat it as indicative rather than confirmed.

I have read the reorg email 5 times. There is no way they are actually claiming they will "invest in AI startups", right? However many years we're into this AI thing, where the major players have already emerged, with them not being able to complete a single divesture in the last three quarters, with debt still very much a problem, debt brought by too many acquisitions, they will invest in AI startups?!?!?!?!?!?!!?!?!? Whats next, memecoin rugpulling?! With what money will they execute this?! How are shareholders happy with a strategy of "we waisted a bunch of your money just buying whatever we thought we liked but we're no longer doing that, now we're only buying like a small part of companies who are just starting and might fail spectacularly in two months".

Its like watching someone sober relapse.

How does Texas shake out in the next reorg?

What do we expect Post AI world. Post any hype and quick rush to put stuff out some only working for AI World. So what do we think is next? Reorgs? Yet more new KPI goals or what ever they are called or the grime reaper just I. Time for the holiday season?

P.s h1b related posts can F off

The Global Ops Function is basically downstream taking over the Upstream. Everything upstream su-ks and Downstream is awesome. What a croc this reorg is

She’s been in the league four years, so congratulations on beating years 1 through 3.

Also SHAI HAS A NEW SHOE.

Please look at the shoes and stop looking at the income statement.

The turnaround program is now called PACE.

Which is objectively hilarious because about a month ago everybody was asking how the he-l Nike still has an 18-month go-to-market timeline.

Analyst basically asked that exact question on the call:

“What are you doing about the 18-month timeline?”

We hit him with:

“Anyway, let me tell you about PACE.”

That was the quickest deflection of the entire earnings call.

PACE.

Because nothing says speed like taking a year and a half to get a shoe to market.

Part of PACE is simplifying the organization, removing layers and moving work closer to where it can be done faster.

Translation: your job is going to the new campus in India.

Good luck finding out where your shipment is when your entire supply-chain support team is asleep.

Also we’re going down to three geographies because apparently four geographies was simply too many geographies.

Did we mention Caitlin Clark yet?

“Removing layers.”

For anybody who has worked in corporate America, “removing layers” is not a strategy. That’s a warning.

We paid a small nation’s GDP for the German Football Federation, so now we have to make that sh-t work.

And somewhere in there was basically the realization that after backing up the Brinks truck for Germany, maybe Mbappé wasn’t in the budget anymore.

Notice what none of the analysts asked:

“So exactly how many people are getting laid off?”

Tells you everything you need to know about who the earnings call is actually for.

Overall guidance:

More pain before the gain.

Maybe FY28.

Maybe FY29.

Maybe FYNever.

But don’t worry.

PACE.

Caitlin Clark has a new shoe.

Shai has a new shoe.

Air Force 1s are back.

See y’all next quarter.

Indicates significant workforce shifts, Is "IHQ" the new WHQ?

Team,
Today we're announcing changes to Nike's operating model that will help us accelerate and scale the Sport Offense and position Nike for long-term growth. 
The future will belong to companies that can move faster, serve athletes and consumers more locally, and invest more aggressively in innovation. To do that, Nike must make changes to become a more agile, efficient and athlete-focused company. 
This work will result in fewer roles across Nike, and I want to acknowledge that news like this creates uncertainty. I don't take that lightly. Throughout this process, we will communicate directly, act with transparency and treat people with respect. Decisions about impacted roles related to this work will begin in calendar year 2027 and beyond. 
For most teammates, the work immediately in front of you remains the same. We have shared some financial information, but these numbers are estimates and could materially change. Anything you may see in media reports around impacts is speculative because we do not yet know the number of roles or specific locations of positions. 
I want to further explain the changes we’re making and what we’re building to drive sustainable, profitable growth. I also encourage you to listen to our Q1 earnings call to understand more. 
Building Nike for the Future 
Over the past year, we've put sport at the center of everything we do. We're seeing encouraging signs of progress, but we have more work to do to win over the long term. We must get closer to athletes and consumers, make decisions faster, and focus our investments on the areas that create the most value.  
We’re calling these efforts Pace.  
Pace 
Pace is not a new strategy, and it is not a reaction to one quarter. Pace is built around four priorities: 

• Accelerating our supply chain modernization efforts 
• Organizing into three geographies  
• Establishing a new campus in India 
• Changing our work and workforce 
  Together, these shifts will create a company with global scale, local speed and the flexibility to serve athletes in a rapidly changing marketplace. 
  Supply Chain Modernization: Flexible, Responsive and Efficient 
We started this journey more than one year ago and it’s showing considerable progress.  
  Our Supply Chain and Technology teams have concrete plans underway to deliver a more responsive and flexible model through the strong partnerships they have built in the industry.  
  These changes include technology solutions and a more variable cost structure. They will improve speed, service and profitability while giving us greater flexibility to respond to consumer demand. 
  At our scale, these efforts matter. 
  Moving Closer to Athletes and Consumers: Three Geographies 
We plan to organize Nike into three geographies to bring more decisions, accountability and resources closer to the markets we serve.  
  The three geographies will be: 
• Americas, bringing together North America and Latin America 
• APGC, bringing together Asia Pacific and Greater China 
• EMEA, which will continue operating where it does today 
  As part of this change, the APGC leadership team will be based in Singapore, and some roles currently supporting the region from Beaverton will move closer to the athletes and markets they serve. We expect teams to move into this new formation in Fiscal Year 2028. 
  Bengaluru: A New Nike Campus for Future Capabilities 
We are establishing a new Nike campus in Bengaluru, India. India is already an important growth market and manufacturing hub for Nike, with strong capabilities and access to talent. The Bengaluru campus is a long-term investment in new capabilities and talent to strengthen how we serve athletes around the world, including in India. Full-time Nike teammates on this campus will support work across Nike, Jordan Brand and Converse.  
  Teammates already in India will move in phases, and the campus will grow over the next several years. 
  Evolving Our Work and Workforce 
As we change how and where we work, Nike will require fewer roles over time. 
  These decisions are about redirecting investment toward the areas most critical to winning: product innovation, brand storytelling, consumer connection, sport and growth. 
  Again, decisions about impacted roles related to this work will begin in calendar year 2027 and beyond. Teammates affected by these changes will hear directly from their leaders, with clear timelines and support as decisions are made. Where local consultation is required, we won’t finalize proposals until that process is complete.  
  Looking Ahead 
Tomorrow at our NIKE Team Meeting (NTM), we’ll spend more time walking through these changes, and we’ll continue sharing updates through our employee hub on Workvivo.  
  At our Investor Day on Nov. 16-17, we’ll share more details about Nike’s next phase of growth, the financial plan behind it, and how Pace supports our long-term competitive position. We’ll come together again as a company for our next NTM on Nov. 18 to continue the conversation about Investor Day and our strategy. 
  The work ahead is significant, but the objective is simple: Build a faster, stronger Nike that is closer to athletes, more responsive to consumers and better positioned to win. 
  Thank you for what you do for athletes and consumers, for Nike and for one another. 
  And thank you for the passion, commitment and resilience you bring to this company

Manager shared with us last week. Bottom 5-10% will be put on PIP. There won't be anymore mega corporate re-orgs every few years, it's going to be slow culling.

What do we know about the massive Consulting Reorg coming in Q1?

Hearing lots of managers are bailing rather than be forced to go along with it. Our manager's manager (now our manager as layoffs last year + attrition + hiring freeze on non-Indians made our managers drop below headcount to be managers) announced he's leaving at the end of the week.

So with the re org in UPP....are QFO and CTMs "safe" or do you think RIFs will happen. We were told this was done to prevent a RIF but....still not sure I believe that. Management have an on-site meeting at UHC HQ end of October...on a Thursday.

Every few months the team is re-orging, your role or duties change again and again, people moving around and mysteriously people quitting or people being actually be laid off = major red flags. Should be like a giant red alarm going off.

Be smart! Use your intuition.
That inside feeling is usually pretty correct.
Prepare, apply internally, apply externally or you can wait it out.

Heard there are talks for Q1 ent pub will take k-12, hi-ed healthcare, and slg and combine them into just pub. Any confirmation here?

Goldman gets the cost transformation story. Employees get rumors, town halls after the fact, and weeks of uncertainty. If the reorg and fte reductions are material enough to discuss with investors, why is the internal comunication always behind? It's all about basic transparency before people start reverse engineering their own future.

Scotty G is retiring?? lol. I’m sure it was his decision. Running out of talent as so much has departed in the last five years. Shuffle deck chairs and give a shiny object a sr vp job with no solutions experience (unless you count paid consulting). I can’t wait to see the “bold” plans of the new leaders. Reorgs aplenty.
“We trained hard, but it seemed that every time we were beginning to form up into teams, we would be reorganized. I was to learn later in life that we tend to meet any new situation by reorganizing, and what a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralization.”

Comcast has perfected a strange kind of prison: one where the doors are technically unlocked, but everyone is too afraid to walk out.

That was Comcast for me. Sad energy. Re-org after re-org. Everyone seemingly operating with cortisol dialed sky high, with the stress slowing ki-ling them.

And I kept asking myself: why do you guys choose to be a Comcast corporate slave? Is the paycheck really worth surrendering that much of your time, energy, and peace?

The only difference between being a slave back then and today is that you have to house and feed yourself.

Includes a fireside chat between Ed Z and Michael A including priorities and updates in progress.

I don’t know anything, but I would guess this town hall will occur post reorg and layoff announcements.

Didn’t expect that reorg affected that high level.

Layoffs. Reorgs. Another restructuring. Another leadership change. Another mass layoffs. Just cycle of constant anxiety...

NBCUniversal and Sky are being prepared for separation from Comcast. After years of telling everyone that owning the pipes and the content was the great strategic advantage, those pieces are heading toward separate companies. Splitting just like the Titanic when it sunk.

And that makes me curious about the people who are still here.

Why are you staying?

Is it because you honestly still believe Comcast has a great future?

Is it because you like your team and your manager, even if you don't like what's happening above you?

Are the pay and benefits simply too good to walk away from? [Highly doubt it]

Have you been here 10, 15 or 20 years and leaving feels like losing a piece of yourself or your identity?

Are you close enough to retirement that you're just trying to make it across the finish line?

Are you sitting on RSU, a bonus, pension benefits or some other financial reason that makes leaving now a bad decision? Like a golden handcuff?

Are you quietly waiting for a severance package?

Do you actually believe the split and the new leadership will turn things around? (If so, sell me on it. I'd love to be wrong.)

Or is it because you've been looking and honestly can't find anything else in this market?

Or is it just inertia, and leaving feels scarier than staying?

Just wondering as a former Comcast employee. Aren’t these NPS and YourVoice surveys just a facade designed to make you think your voice matters when, in reality, they don’t really care? I’m genuinely curious why people are choosing a life of constant anxiety and fear, being treated like children because of the RTO mandate and badge policy, while always having that constant feeling that you could be thrown away like a used pair of shoes? Why stay at a company that seems to be heading the way of Blockbuster, RadioShack, and Kodak... into the dustbin of history?

So what keeps YOU at Comcast?

I'm genuinely interested in hearing from the people who have made the conscious decision to stay.

Why haven't you left?

With the new leader from T-Mobile Germany reportedly moving into Anil’s TPD organization, does anyone know what the actual timeline is for the next phase?

There has been a lot of discussion that GTS is only the first step, with broader TPD/GNT consolidation and some rebadging potentially following next year as part of an AI-led transformation involving Deloitte/IBM.

If that direction is accurate, when would changes under Anil’s organization actually start, and which TPD teams/functions are expected to be affected by consolidation or rebadging?

Look in your crystal ball for October. How many org update invites do you see?

Is it just one big popularity contest or are the talent cards and resumes thoroughly vetted?

h t t p s : / / wmbdradio dot com /2026 /09/15/ truist-financial-to-sell-5-5-billion-of-auto-loans-amid-overhaul

"Struck a deal to sell $5.5 billion of auto loans.. exit less profitable, non-core businesses"

Where will it invest more? How does these impact employees? We saw few waves layoffs in July and Aug. Will be a surprise if that's the last this year. But the question is ...where?
Reorg may be? As that has been the favourite "strategy" for past 4 years.

Thumbs up if you're feeling confident / satisfied or just positive about your current job/RnRs / work-life balance

Thumbs down if you're worried about losing your job/ reorg / politics / burnout / or just feeling unmotivated.

All TPD move to GTS in 4 months major possibility

After finding out that my whole leadership took VSP and now part of a re-org I feel like my “new” team will be dissolved with my leadership departure. I would have taken the VSP if I would have known. Wondering if others feel that same.

Several people leaving the company including VP of S&T & mention that S&T will no longer exist. What will happen to those teams?

Because all the others have achieved so much, right?