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If I was running a company, I too would just spend the majority of the time, shifting people around re-organizing restructuring the departments and hope eventually we would make money
I wouldn’t worry about the role responsibility confusion or ramp up time to get everybody knowledgeable about what they need to do I would just keep on shiftin
TrueCar today reduced its staff by 30%. This action follows the company's recent privatization. Founder Scott Painter led a $227 million acquisition of the company. Painter also rejoined TrueCar as its chief executive. New leadership reevaluated operations, leading to these layoffs.
https://www.autofinancenews.net/allposts/risk-management/truecar-lays-off-30-of-staff-amid-reorganization/
So today was the first day of phase 1 of this bank restructuring/re-org. Not only was my team disbanded, but our BA & BBPC were impacted on January 28, and those 2 did a ton of work and were the main reasons we were able to closeout our 6 issues on time last year. With them now gone, someone has to pick up that work, so it landed on ME! So now I’m on this new team, handling a different product, so not only I’m I having to learn this product, but the work from our BA & BBPC still falls on me, I asked my new ED about this, she only said “we haven’t fully thought all this out yet, but stick with us, we’re all learning on the spot.”
Learning on the spot, what genius thought this re-org was a great idea? Was it Mike Moran and the 3rd party consultant group he brought in last year? This is going to be a huge cluster f_ck before it’s all said and done.
Anyone else frustrated with the drawn out re-org process? I like by asset focus, but with how long this is taking, makes me question senior leadership’s ability to implement a plan/vision.
Do you guys have any Reorg Ideas? Let's share them here. I'll start: Fire C-Level folks and replace them with folks who are competent.
As part of flattening the organization, Managers and Senior Managers don’t have duties of people management. Directors are having them now. And thus they are now strictly technical. Do Managers and Senior Managers have to contribute now? In other words, do they now have to work on tasks like others on the team?
Will there be a reorganization where certain technology teams from brokerage and wealth management are moved to the enterprise ?
Eaton sells its transmission business to Dauch and its valve business to Nittan.
The rest of the mobility launches new company listed on the stock exchange.
New headquarters in Karlsruhe.
Does anyone know anything about Medicaid or Medicare centralization work?
FedEx is laying off 89 employees at a facility in Fort Worth. These job cuts will affect its Alliance area location. The company submitted a WARN notice to the Texas Work Force Commission on December 29. This action is part of a broader reorganization initiative to improve efficiency and profits. Affected employees have options including transfers, severance, or seeking other roles.
https://communityimpact.com/dallas-fort-worth/keller-roanoke-northeast-fort-worth/business/2026/02/19/fedex-to-layoff-89-at-alliance-location-in-fort-worth/
At least ten high ranking positions suddenly eliminated from Generac Power Systems in Pewaukee, WI ( www.generac.com ) in a cost saving effort leading to reorganizing of the remote monitoring teams.
Generac CEO Aaron Jagdfelt interview in the news from earlier:
https://www.youtube.com/watch?v=xQ4KugBjyfA
The corporate labs had a reorg and layoff. I heard that there are others let goboutside the lab as well. What other areas had layoffs this year?
Looks lots of changes.
( Revenue decline + Profit decline ) x ( ineffective SLT/EC + ineffective sales ) = THE END
Put them in this thread.
Heard several people discussing another re-org in CC, they can't seem to get this dept right. Supposedly they are not happy with current management/ staffing level.
Looks like the February layoffs are complete & a reorg being announced this week in the TH. Any reliable info on if we’ll see another round of layoffs in 2026? Timing? What’s everyone hearing?
Verizon is in the thick of reorganization, trying to claw back ground from T-Mobile and AT&T. The layoffs and cost programs are getting headlines, but the company is still slowed by internal issues that are structural rather than strategic.
Every major part of the business (Consumer Group, Business Group, Consumer Sales, and Network) runs like its own little kingdom. Each one has its own infrastructure team, its own asset management approach, its own platforms, and its own favorite vendors. That setup guarantees duplication: similar work gets done multiple times with slightly different tools, standards, and contracts. Then layer on several consulting firms and managed service providers tackling overlapping scopes across those same areas, plus internal supervisors whose primary role is to oversee the vendors. The result is expensive redundancy that drags down speed and inflates costs without improving outcomes.
Many of those supervisor positions actively push back against meaningful offshoring or clean outsourcing, often raising security or control objections. Yet T-Mobile and AT&T have been offshoring large pieces of retail support, IT, and back office functions for years by using proven safeguards and achieving real savings. Keeping these roles protects headcount in the short term, but it also protects bureaucracy and, in too many cases, creates space for favoritism where vendor selection has more to do with relationships than performance.
Competitors who centralize infrastructure, limit vendors, and draw clear lines between internal and outsourced work simply move faster and spend smarter.
Verizon needs to follow suit.
A Four Step Plan to Remove Internal Drag
1)Unify infrastructure under one team
Combine network, IT, cloud, security, and asset management into a single group that serves every line of business.
End the “my division, my solution” mindset. This single shift could eliminate 20% to 30% of redundant effort and sharply accelerate delivery.
2) Tighten vendor control
Move to one or two preferred vendors maximum per major category. Require open competitive bidding, publish performance scorecards, and conduct regular audits to block favoritism or kickback risks. Stop letting every group pick its own suppliers.
3) Set firm make versus buy rules
Decide once which capabilities stay fully in house, which go fully to managed services, and which are clean hybrids.
Replace layers of supervisor oversight with automated monitoring tools and exception based reporting. Phase out roles whose main purpose is to babysit outsourcing.
4) Reward company wide efficiency over silos
Change bonus structures so managers and executives are judged on cross business metrics: lower duplication, reduced vendor spend per unit, and faster project cycles, not just their own division numbers.
Support union discussions with fair retraining and severance packages so routine work can be offshored the way competitors already do successfully.
These steps are not complicated or untested; they mirror exactly what T-Mobile and AT&T execute to stay lean and quick. Putting them in place would cut the waste that quietly erodes our edge, free up capital for customer innovation and network leadership, and show the market we are finally operating like one unified and competitive company instead of a collection of mini empires.
The reorganization is the perfect window. Fix the structure now, and the turnaround stops being incremental; it becomes real.
Anyone have details on the upcoming reorg?
Having to deal with constant reorgs, layoffs, an increasingly toxic culture, shrinking benefits, and all the other nonsense would be easier to swallow if we were at least paid well. Instead, we’re paid less than most of our competitors, which just adds insult to injury. There’s no upside to working here. None.
Glossier reduced its workforce by over 50 employees. This represents approximately one-third of its total staff. The company reorganised its operations on Wednesday. Colin Walsh, the new chief executive, leads this change. Glossier aims to improve agility and regain market leadership.
https://www.businessoffashion.com/news/beauty/glossier-layoffs-2026/
Any news what can happen and when
Anyone know what the impacts are yet from Julie's announcements? I left in Summer 2024, and I have been interviewing to come back. The final round has been on hold until the set the final organizational changes. Seems the leaders dont have a clue what's up in USBU, GPD(now international).
Any hints?
Enterprise Reimagined was positioned as a top down reorganization to ensure headcount was aligned to efforts appropriately. People were laid off, demoted, and moved to new teams. The dust on all of that hasn't settled yet and the firm is introducing more policies that obviously intend to get people to quit. Enterprise Reimagined should have accomplished any headcount reduction goals.
Bonus levels right after this were a 9 instead of a 10...so these changes aren't even yielding expected profits since the norm has been to have level 10 bonuses.
Such a colossal waste of time. Leadership is more interested in torturing home office associates and exerting control rather than creating business results.
Tons of rumors about layoffs starting Wednesday or Thursday, followed by a town hall. And/or significant re-organization. What groups are you hearing will be impacted? Are there any areas deemed "safe" from layoffs? Feels like something big is about to happen.
Here’s our take on potential Walmart layoffs in a different format based on likelihood:
Many factors are at play here (not in specific order): Project and budget demands are being shuffled; leadership changes are filtering down; reorganization activities and silos of responsibility are moving; built in stabile time surrounding earnings release and other stockholder and fiduciary dates; reevaluation of AI implementation and prioritization, plus more.
We expect some surprises related to AI development and implementation plus more resource actions at non-Bentonville locations. Efforts to streamline and automate logistics and distribution will be a focus area.
The new CEO might have his own plan on figuring out the tech mess. Practically everything on the horizon needs technical implementation and having a fractured tech area is problematic.
We see 2026 as a pivotal year for Walmart in the area of AI development and implementation.
After all the talk of AI, re-orgs, non performant BUs the time for talking will end next week.
Hearing Collab is heading for a 20% haircut which is long overdue. Will be targeted mostly at high cost locations.
Are the layoffs still expected to happen next week?
I work in downstream, was given a date for severance in april due to reorg. Managers said I could post out internally but if I’m not selected. I will receive my severance. I was out on fmla leave last week, then I get the news today. I was escorted out. Is it normal to have gcc, phone, laptop, GI card and facility access taken? How would I be able to apply internally? Or was it a way of saying you’re fired? I have a lot of people depending on me. Just looking for help. 36 year old. Been with shell 7 years going on 8, not no more it looks like. Lol
It's been barely manageable as-is for a while now. My team has been gutted several times already, and nobody paid attention or followed up. My manager isn't as bad as some, but you can only do so much with the little you have left.
The hiring managers team is going through a reorganization, will be the headcount for the role I applied still available in your experience? Completed the final interview a while ago. The recruiter mentioned that they are still waiting for the decision.
Have heard conflicting things either massive reorg or a layoff. My money is on both. Seeing people reporting their teammates being laid off.
https://seekingalpha.com/news/4545115-oracle-plans-massive-50-billion-debt-and-equity-raise
If stock prices fall to 154 or below on Monday / Tuesday, better be prepared to leave.
I also doubt Fusion in addition to legacy apps will be more badly hit in addition to Cerner.
Most people reporting to LE org might be in trouble or waiting for reorg.
Head of Sales is retiring. Replacement was quietly hired a few weeks ago. I’d expect sweeping changes and reduction to the sales org by mid year
I believe that the SAP stock will only rebound when Julia White returns as CMO.
This shake up may require more re-trends to return to SAP in order to right the ship.
What's happening with TEBG? Heard of a re-org for the marketers. Does this mean layoffs/restructure?
Rumor has it most if not all of US will report to India or Colombia in March when a new reorganization will happen.
If Schwab is serious about expense management, start holding MD levels accountable.
Not sure how many are in STS about 50% can be reduced… they all just enable politics and misdirection as they are not needed…. If we already have 2 MD layers why are 1-2 more layers needed?
Such a wasteful org model, and mismanaged dept that is hindering our firm. Starts at the top.
Something is happening today, is it the bank reorg?
Sounds like KM is following Ricoh’s model in major accounts. Look for multiple layer changes. Inside sales will vastly expand. Sled will remain. Global accounts will remain. Production will integrate into a reformed IP. Performers have nothing to be concerned with. Dealers are growing however.