#reorganization

Iv heard there are 2 or 3 more major waves coming in after New Year. They are cutting all depts. Another 15-20% reduction is what my sup is anticipating. Anyone else hearing this?I know after the split we will see major firings.

We have a clear ambition for PepsiCo North America: to build a stronger, more future-fit business that delivers industry-leading growth. To do that, we need to be faster, more connected, and more capable, while continuing to invest in growth – behind our people, capabilities and brands.

Many parts of our organization were designed for a different chapter in PepsiCo’s history. They helped get us to where we are today, but the marketplace is changing; our customers increasingly expect us to operate in a more integrated way, and too much of how we work today remains complex and fragmented. We have opportunities to simplify our structures, clarify accountability, and make decisions faster.

Over the coming week, we’ll make changes across parts of our organization to address this. We will simplify how we operate, better connect teams across PEPNA, and strengthen the capabilities we need. The goal is to move faster, execute better, and invest behind the opportunities that will drive our growth.

I recognize that changes like these are difficult because they affect people. Leaders and HR will speak directly with those whose roles are impacted before broader team updates are shared. Please give those conversations, and the colleagues involved, the privacy and space they deserve.

While our organization changes, our ambition remains the same. We are building a stronger PEPNA, with clearer accountability, stronger capabilities, and greater ability to operate as one team.

I’ll follow up on Monday, November 16, with more details on the changes across PEPNA, why we are making them and what they mean for us going forward.

Best of luck my friends… hope the whole SLT is next 🤞🏼

What departments are still at TC? I understand OPS and HD gone. What about MTS, App Supp, Network, Backup Solutions, others?

Heard that there is a big shake up coming to the property division of National General. Anyone hear anything?

There's no stability here, and we're expected to figure out new responsibilities with little training or guidance. Between the layoffs, constant management interference, and endless reorganizations, getting anything done is a miracle.

Layoffs gutted our department, and the following reorganization has made the work harder instead of better. There's more micromanagement and more toxic behavior, and it only keeps getting worse with every new layoff. I know this will just continue the toxic cycle.

This restructuring isn’t over. Notice how leadership announced names being moved around, but no actual plans for how teams will integrate, collaborate, or operate?

Round 1: Restructure leadership. Eliminate positions, flatten layers, and position the organization for the board.

Round 2: Consolidate teams. Why Q1? Year-end financials will be finalized, 2027 budgets and savings targets will be clearer, and leadership will have had time to identify overlapping roles. That could set the stage for another wave of cuts.

Round 3: Standardize and automate. Streamline processes, eliminate duplicative work, and build a leaner operating model with fewer people.

Watch Wall Street, not just internal communications. Earnings calls and investor meetings are where executives signal cost reductions, efficiencies, and margin targets. Those commitments create pressure to deliver, and headcount is often a lever!

By the time employees hear about the next round, Wall Street may already know the financial strategy behind it.

FIS wants its organizational structure to be responsive to the dynamic needs of its customers.
So it is excited to announce the Massive Episodic (re) Shuffle and (re) Structure initative!!!
The FIS M.E.S.S. initiative will accelerate a client experience they have come to expect

A Humana spokesperson told WHAS11 News in a statement Tuesday they evaluate their staffing needs on an ongoing basis. They make adjustments when necessary in order to "meet the needs of our business and create greater value for our members and patients."

https://www.whas11.com/article/money/business/humana-appears-reorganize-jobs/417-face9438-a32d-4536-9773-7e75c3917cb8

Folks who left their projects were not backfilled - OK, I guess that's the point of layoffs - good job execs. But work continued with CIEC team members joining instead... Is that happening elsewhere? If your team was cut - what work stopped???? What moved to another group??? What landed on the people still here??? This whole thing makes no sense to me.

Please just be direct, im a recent hire after not finding work for over a year and just need to know. Are behavioral advocates at risk of losing their jobs? Am i sc--wed? They’re combining jobs from the care coordinators but since im a new hire for the month of October am i still sc--wed?

Quite a few people teams were told end of the year they are done. NNO supports the regions after the Divisions were dissolved a few years ago.

Heard that TSC supervisors were informed they are done at years end. Agents will now report directly to managers.

California Region Construction as previously known will now be managed out of HQ, but our VP of Construction & Engineering did not say anything about his position. Maybe 70% of the frontline construction NPM are gone after 12/31. All NPMs from some territories. For example, our team of 14, only 3 were not on this lay off call.

Hi folks,I’m thinking about sending this open letter to the CIO and or CFO. Please share you thoughts with me here about how it can be improved.

Dear CIO,

Your recent reorganization announcement identifies many things TIS desperately needs: clearer accountabilities, better collaboration, stronger business enablement, and more efficient delivery.

Those are the right priorities. But for many of us, the announcement was deeply frustrating.

We've been waiting years for these improvements.

The previous transformation initiative was supposed to address longstanding problems with governance, decision rights, processes, and collaboration. It delivered little meaningful change because the executive leadership team couldn't align on what needed to be done.

Then we gave you another year to learn the organization and establish your direction.

You've been with the company for approximately 15 years. You're an SVP with significant authority, a substantial budget, and the ability to bring in whatever expertise was needed. You didn't need to wait for a reorganization to start fixing these problems. That work should have been happening in parallel.

You inherited the dysfunction. But after a year in the role, you own the lack of progress in fixing it.

We've reorganized. What have we fixed?

Your announcement changes reporting lines and leadership responsibilities while acknowledging that significant work remains to determine how the organization will function.

That's difficult to accept.

The same executive team that has struggled for years to resolve cross-functional problems now has substantial new portfolios, teams to integrate, and businesses to support.

Expecting those same leaders to somehow find the time, alignment, and motivation to transform TIS is not a credible plan.

Running TIS and fixing how TIS works are both essential. But the latter cannot remain a side responsibility for the people who have repeatedly failed to deliver it.

Put trusted leaders in charge of transformation

Establish a TIS Transformation Council comprising a small group of directors and managers selected for their credibility with TIS employees, delivery performance, and the trust they've earned across the organization.

You don't need to guess who those people are.

Employee engagement survey results provide evidence of which leaders have built strong teams, earned employees' confidence, and created environments where people feel respected and supported. Combine those results with delivery performance and cross-functional credibility.

Let the council choose its chair. Give it dedicated capacity, a budget for external expertise, direct access to you, and the authority to challenge existing practices.

Task it with fixing the processes, governance, decision rights, and accountabilities that connect TIS. Require practical recommendations, implementation plans, measurable outcomes, and deadlines.

The executive leadership team must remain accountable for implementing the changes, but it cannot be allowed to stall them through competing priorities or an inability to reach consensus.

And listen to the people doing the work. Many have been identifying these problems for years.

Change is about human behaviour. If you want employees to embrace it, put leaders they already trust in charge of making it happen.

Reconsider who you're trusting and rewarding

One of the biggest criticisms of the previous CIO was the perception that loyalty mattered more than independent judgement and that challenging leadership carried personal risk.

Your appointment was supposed to change that.

Yet employees have seen a highly respected, trusted, and effective director leave after demonstrating the courage to challenge senior leadership and stand up for what they believed was right for the company. Not only did you fail to stop it, you've told us you enabled it.

Whatever the circumstances of that departure, its effect was chilling.

Meanwhile, leaders facing longstanding concerns about their performance, people leadership, and ability to deliver meaningful improvements remain in senior positions. Some have even been promoted.

The message employees take from this is troubling: challenging leadership may cost you your career, while failing to deliver results carries little consequence if you retain the confidence of those above you.

Whether or not that's the message you intend, it's the one your leadership decisions risk reinforcing.

Are you rewarding the people who make TIS better, or those who are best at managing their relationship with you?

When employees believe speaking up carries greater risk than underperforming, they stop telling leadership what it needs to hear.

You need to challenge your executives, confront poor leadership, and reward integrity, competence, and results rather than loyalty or personal relationships.

Accountability requires capability

There's another lesson from the previous leadership regime that appears to have been missed.

The former CTO wasn't necessarily the underlying problem. The bigger failure was assigning that position an unrealistic breadth of authority without adequate checks and balances or consideration of the capabilities required.

That was a leadership decision.

And we risk repeating it.

The new structure assigns executives responsibility for broad and sometimes very different technology disciplines. But have we adequately assessed whether they possess the experience and judgement to lead them?

We wouldn't assume a civil engineer was qualified to lead pipeline integrity simply because they held an engineering degree. We'd expect relevant expertise.

Why should technology be different?

Cybersecurity, cloud infrastructure, software development, enterprise architecture, operations, AI, and technology strategy are distinct disciplines. Experience in one doesn't automatically qualify someone to lead another.

Technology expertise deserves the same respect for specialization that we give engineering.

Executives don't need to be experts in everything they oversee. But they must recognize their limitations, understand the expertise required, and empower capable people to exercise genuine authority.

Otherwise, we're setting leaders up to fail and then expecting to hold them accountable for responsibilities they may never have been equipped to fulfill.

As CIO, you're accountable not just for your executives' performance, but for whether you've put the right people in the right roles with the support and authority to succeed.

Stop leaving employees to reconcile contradictory expectations

Your direction appears to give the business greater authority over technology decisions while TIS retains responsibility for architecture, cybersecurity, standards, and risk.

That ambiguity is unfair to employees and dangerous for the company.

People are expected to follow established governance requirements while being criticized for slowing down the business when they do exactly that.

If the policies are wrong, change them. If accountability belongs elsewhere, move it. But don't expect employees to read your mind.

If you want to change the rules, change them in writing. Communicate the new expectations, align authority with accountability, and stop treating employees who follow existing policies as obstacles to business enablement.

The longstanding ambiguity between the BSS/DSS teams and TIS is another example.

You knew about these problems from your years in the business. Yet after a year as CIO, the boundaries, decision rights, and accountabilities remain unclear. Have we moved the needle even a little? It doesn't seem so.

These aren't technical problems requiring years of study. They're leadership decisions that should have been addressed long ago.

Lead the organization. Leave the technology to the experts.

You weren't appointed CIO because you had the deepest technology expertise.

Your value proposition was your business knowledge, relationships, leadership experience, and ability to improve collaboration and organizational culture.

Those are valuable strengths. But we need to see them put to work.

We already have talented professionals who have spent their careers mastering technology, delivery, governance, and risk management.

What we lack is consistent executive leadership that trusts their expertise, removes organizational barriers, resolves conflicts, and supports sound professional judgement.

We don't need you to become the smartest technologist in the room. We need you to create an organization where the smartest technologists can do their best work.

The previous CIO brought technical discipline but struggled with culture and collaboration. Your opportunity was to retain that discipline while fixing the leadership problems that held us back.

Instead, we risk weakening governance without materially improving trust, accountability, or organizational effectiveness.

That's not the change people were expecting.

It's time to raise the standard

Nobody expects you to resolve years of dysfunction overnight. But after a year in the role, we should have a credible plan, dedicated leadership, clear accountabilities, and evidence of progress.

Instead, we have another reorganization that appears to reward the EMT, and another promise that the real work is about to begin.

We need you to establish the Transformation Council or something similar, empower trusted leaders, resolve longstanding accountability problems, and hold your executive leadership team responsible for supporting meaningful change.

We need you to reconsider whose advice you rely on, whose performance you reward, and whether employees can challenge leadership without fearing the consequences.

And we need you to hold yourself and your executive team to the same standards of competence, integrity, accountability, and professional judgement that you expect from everyone else.

There are exceptional people throughout TIS who know how to deliver. They've spent years working around organizational barriers that leadership has failed to remove.

They don't need another announcement about change. They need leadership that finally delivers it.

You have the experience, authority, resources, and relationships to be that leader. But it requires focusing on the problems that only you can resolve.

Stop trying to prove you can lead the technology conversation. Start proving you can lead the technology organization.

We've been ready for change for years.

Now it's time for you to deliver it.

We in TIS deserve better. Enbridge needs better.

Of those laid off - was it 100% of your team so that you’d have to reapply for your jobs?

It looks like they have posted a ton of HR jobs. The strategy appears to layoff everyone then have them all reapply.

https://www.inquirer.com/business/comcast-reorganization-workforce-costs-layoffs-20261022.html

• Revenue is basically flat, but let's celebrate. Comcast brought in $29.3 billion, up a whopping 0.5%. Adjusted EBITDA grew 0.8%. With growth like that, we're sure leadership is already preparing another presentation about winning.

• Broadband continues its impressive downward journey. Connectivity revenue fell 2.6%, and EBITDA dropped 4.4%. Residential EBITDA was down 5.8%. But don't worry, we're probably just one more reorganization away from fixing everything.

• Wireless is growing, especially when you give it away. Comcast added 368,000 wireless lines, but about half of new postpaid phone connections were free. Apparently, getting customers is easier when they don't have to pay. Who knew?

• Peacock is finally making money. Revenue jumped 34%, subscribers reached 48 million, and Peacock delivered its second consecutive profitable quarter. Credit where it's due. Now let's see if employees get anything besides another congratulatory email.

• Theme parks are struggling too. Revenue declined 4.4%, and EBITDA dropped 17.1%. Orlando and Japan are under pressure. Surely another round of leadership meetings and PowerPoint presentations will turn things around.

• Another separation is coming, because why not? Comcast says the next separation is on track for mid-2027. Stock buybacks are paused, but $1.2 billion in dividends still went out this quarter. No layoff plans were disclosed in the presentation, but employees can look forward to more uncertainty while management explains how all this creates shareholder value.

Comcast is preparing for its third-quarter earnings report amidst significant challenges. The company is planning widespread job cuts across its cable TV, broadband, and wireless divisions. These workforce reductions are part of a larger corporate reorganization. Additionally, Comcast is set to spin off its NBCUniversal cable networks into a separate public entity. Intense competition from SpaceX's Starlink is also contributing to concerns about the company's future.

Philadelphia, Pennsylvania

https://stocktwits.com/news-articles/markets/equity/cmcsa-stock-slips-premarket-ahead-of-earnings-as-comcast-plans-layoffs-amid-spinoff-space-x-competition/cZxw26hRBwj

Anyone hearing anything about the current Comcast layoffs and whether Sales is being impacted?

Curious specifically about inside sales, sellers, and sales leadership. I’ve been hearing mixed things and am trying to separate fact from rumor. A lot of Sales was impacted by last year’s reorg, so I’m wondering what things are looking like this time around.

Has anyone heard anything credible about which teams or roles might be affected? Would appreciate any insight from those in the know!

— The Cable Whisperer

Any word on sales for the buHas anyone heard whether the current Comcast layoffs are affecting Sales? Specifically, inside sales, sellers, or sales leadership?

I’ve been hearing mixed information and am trying to get a clearer picture of what’s happening this time around. I know a lot of Sales was impacted by last year’s reorg, so I’m wondering if anyone has heard anything about which teams or roles may be affected now.

If anyone has firsthand information or has heard anything credible, I’d appreciate any insight. Thanks!

Posters here keeps saying things about 1/1/27. Is it a lay-off? Is it a reorganization? More outsourcing? We all know we’re losing tons of business. What is going to happen?

My team’s manager and senior lead were affected by the "reorganization". We now report to a new director. He does not yet understand how our team works. Some team members have too much work. Other team members have no work for a full week. Should we escalate to VP?

Or should I say "Digital." Longer to deliver on requests, always needing to submit tickets to get answers on anything. Contractors everywhere. Seems (and feels) like a mess, especially since the rename/re-org. What gives?

When Shell was still Dutch it wasn’t perfect either. People always looked out for their own but the culture was better: less brutal when it came to reorgs, more care for people and a lot more innovation and entrepreneurship instead of just cutting cost. Shell has definitely gotten worse since the center of gravity shifted from the Netherlands to London. Looking back though, hiring your own isn’t a Dutch trait. Everyone does it, with India now leading the pack.

possible,” asking for continued patience.

Pulumbarit said within weeks 3M will be able to reach a point “where most people will already know and have been informed” about their future with the company.

In a separate communication with employees obtained by the Minnesota Star Tribune, 3M officials said the moves were “to better position us for the future.”

The reorganization could stretch as far out as 2028, customer service employees were told in Wednesday’s call.

3M, which makes and sells thousands of products and services, has 60,500 employees, including 22,500 in the United States and 38,000 internationally.

3M opened global service centers in Costa Rica, the Philippines and Poland in 2015 and 2016. Customer service representatives at 3M maintain relationships and solve disputes with customers.

Companies across industries have embraced generative artificial intelligence to work more efficiently and productively and in the process have eliminated scores of jobs.

In July, Microsoft and 3M announced a partnership in which Microsoft would use 3M’s expanded beam optical technology, an easier way to install fiber-to-fiber connections within data centers, inside Microsoft data centers.

As part of the agreement, 3M would use AI technology from Microsoft across key business functions to reach business transformation goals, including those for customer service.

“At 3M, we view AI as a powerful tool that can accelerate growth, improve customer experiences and help our teams work more effectively,” said Jon Van Wyck, executive vice president and chief strategy officer at 3M, in a news release. “Our collaboration with Microsoft supports that vision through targeted optimization opportunities.”

Kansas State University's College of Arts and Sciences is confronting significant financial challenges, including a substantial annual budget shortfall and outstanding loan repayments. These financial pressures are leading to a review of academic programs and potential faculty layoffs. University officials have acknowledged the possibility of departmental mergers and program discontinuations as part of a reorganization plan. While no final decisions have been made, faculty express concern over the speed and implications of the proposed changes. This situation arises amidst broader state funding issues affecting universities, some linked to DEI education requirements.

Manhattan, Kansas

https://www.iolaregister.com/news/state-news/k-state-arts-and-sciences-faces-cuts-layoffs

After all the reorg emails last week it said management and HR would be talking to people about reporting lines within a week

This hasn't happened, any idea when it will ? Everyone is in limbo

Any updates on the TIS reorg?

I see that they rearranged the deck and the person that used to be the head of the connectkee is now in some x foundri. Word to the wise the music will at some point stop and there will not be a seat for you - not because you weren't professional or your program wasn't profitable or had a metric ton of Clients using it, it's because x doesn't use logic. Cyber security is way better anyways they are hiring big time where I landed...

Head of Midwest Small Business Banking steps down to be a Private Wealth Advisor. Make you go 🤔. Changes come to Small Business Banking?

Here's how I see the next two years playing out.

It starts with a Q4 earnings miss. The stock drops. Then the data center timelines slip, and it drops again. Neither hit is fatal on its own, but together they shake the confidence the whole story depends on.

Meanwhile, the layoffs don't stop. They won't come as one big announcement. They'll keep arriving quietly, team by team, the surgical cuts we've already been watching.

The reorg is where the real damage shows. The new structure won't hold, and it will break hardest in the old GIUs that now report into different leaders and serve different priorities. Those units ran on deep domain knowledge and their own way of working. Pull that apart, and the industry-specific products start to stall. Some won't just slow down. They'll fall off a cliff and go into negative growth.

None of this shows up in the numbers right away. Strategy decisions take time to work through a company this size. By Q4 2027, though, the consequences will be impossible to ignore, and that's when the stock craters.

By 2028, Oracle is in full recovery mode. I am voting with my checkbook and accumulating stock right now - I've been known to make grave investment mistakes and read this with a dose of caution.

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.

Microsoft is continuing its organizational changes across the company, and the move is expected to affect its operations in Israel as well. As part of the reorganization, dozens of development employees are expected to move to other positions within the company, while employees for whom no alternative role is found may lose their jobs.

https://www.israelhayom.com/2026/10/12/microsoft-layoffs-israel-development-center-reorganization/

To those of you called back to office saying you’ll be in zoom calls all day.

Unfortunately you won’t. With RA and AB shipping all jobs to ITC you will be on calls from home starting at 6am, drive into office to waste time, and then drive home to be in calls all night.

Tech leaders, most whom are still in other states will continue to ask why things are getting worse and not better.

Biz will be screaming at you as to why no one is around to fix the multiple tech issues.

Then you’ll be told to go to all hands where tech leaders have no passion for sports and have mc’s that dance at the all hands after announcing layoffs.

Bring headphones and enjoy your family while you can. It’s awful here. Campus is pretty, but you can’t put lipstick on a pig.

3 more tech vp’s hired last week to lead who knows what. Millions paid to lousy vendors. Most good engineers have been laid off and half the people left don’t know what their role is after the last reorg.

What exactly is the plan for NWEA at this point?

Seriously, does anyone know? Are we keeping NWEA as its own thing, folding it into core HMH, or slowly getting rid of everything that made NWEA worth buying in the first place?

Between the layoffs, constant reorganizations, and all the talk about Pulse and MAP, it's getting harder to understand where this is going. If the plan is to have core reps take over NWEA sales and keep a skeleton crew for renewals and support, why not just say so?

NWEA had a good reputation and people who actually understood the products and the districts using them. You can't keep cutting those people and expect everything to magically work.

At some point there has to be an actual strategy beyond cutting costs. Right?

there's been a lot more rumblings about layoffs this month along with more reorgs. the chatter this week has been pretty heavy especially with aop planning going on. anyone else been hearing things?

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