#restructuring

When do we think the next round of integration/restructuring layoffs will happen? Probably at least one more big one before the end of the year?

Visa is implementing significant layoffs, cutting 2,600 jobs, which represents nearly 7% of its total workforce. This decision comes despite the company reporting substantial double-digit revenue growth in its latest financial quarter. The payments giant is strategically realigning its operations to enhance efficiency and integrate artificial intelligence more deeply into its processes. This move by Visa follows similar workforce reductions announced by other California-based companies, including Intel, Uber, and Patreon. These collective actions highlight a trend of restructuring and automation impacting various sectors within the state.

San Francisco, California

https://www.latimes.com/business/story/2026-07-29/california-companies-announce-almost-3-000-more-layoffs

Rumors have spreading for a bit now.
Some people are saying that they are “trimming the fat in SMB”
“shifting more towards a Partner model”
“Micro moving back to TFB”

What’s the word?

I know the hot topics are the VSP and layoffs, but does anyone know what the restructuring will look like.

Intel is set to eliminate 103 jobs at four facilities in Santa Clara, according to a July 24 WARN notice filed with the California Employment Development Department.

https://www.bizjournals.com/sanjose/news/2026/07/28/intel-layoffs-103-santa-clara.html

We are hearing Tara has been tasked to further reduce heads and after voluntary the target will be to consolidate duplication especially in teams that have merged eg MEA AND EUROPE. There can be some major changes at lower levels. This could re shape the whole thinking and way forward for this group. Profitable areas getting hit!

Major chemical companies worldwide are shutting down aging and inefficient production facilities, leading to significant job losses. This wave of closures, primarily concentrated in Europe but also impacting the US, South Korea, and Japan, involves the permanent exit of substantial capacity for key products like ethylene, propylene, and plastics. The restructuring is driven by high operating costs, global overcapacity, and declining profit margins. These strategic adjustments aim to streamline operations and improve efficiency in response to evolving market dynamics.

Worldwide

https://news.chemnet.com/news-8039.html

I have no proof, but I have a feeling those who were approved to leave on 9/4 were already going to get cut.

I have seen many posts with people upset (understandably so), that their separation dates are in 2027. my guess is those in the later groups have positions that were not going to get cut. they have been deemed essential. I do not believe these people will be a part of a future layoff.

it does look like those in certain functions were given later dates?

Which departments are most likely to be affected? Can any claims analysts that took the vsp tell us what their separation date is? I am under claims and just want to feel like I can breathe again.

With the staggering dates, will there be involuntary layoffs mid August? If so, these employees would have been identified for the restructuring. Is there an explanation anywhere of why those that didn’t opt for VSP haven’t been notified and will their dates be extended until possibly Nov 2027?

New York is experiencing a significant wave of job losses across various sectors, including technology, manufacturing, and media. Companies are citing economic conditions, contract losses, and business relocations as primary reasons for these workforce reductions. Major corporations like Meta and Amazon have announced substantial layoffs and facility closures within the state. This trend indicates a broader restructuring of businesses and a reduction in their New York footprint. The cumulative effect is thousands of job losses impacting communities statewide.

New York, NY

https://www.shorenewsnetwork.com/new-york-sees-fresh-wave-of-job-losses-as-major-companies-expand-outside-state/

No word from Enrique since restructuring and layoffs were announced. No word from him when Stripe made their ridiculous offer. Time is up. Earnings call is tomorrow, our CEO can no longer be hiding. Hopefully he was too busy working on a big plan to turnaround the company and will take everyone by surprise... Or maybe not...

So let me get this straight. According to the VSP FAQ - Following the VSP, we do expect that we will need to make further restructuring decisions, and expect to notify anyone whose role is impacted by mid-August. NOW the ones who want to go have to wait it out till next year, but the ones who didn’t take or were not eligible for VSP could be let go? Please please make this make sense? How? And why?

Good luck to everyone tomorrow who applied for vsp. If your in a state where pto/sick time wont get paid out...use as much as you can before you leave. Anyone who doesn't get approved im sorry hopefully you find another to leave. And everyone who didn't apply for vsp remember a restructuring is coming with in the next few weeks. And there might be more after that with this place who knows. All I can truly say is this place wont look the same this time next year. Whoever is left after all this still good luck!!

Looks like lot of SLs in wealth were pushed down to G7 .Will their salaries remain same ? Will this happen in other BUs as well ?

still a fishy company

Yes—“fishy” is fair as a judgment about credibility, though not the same as proving fraud.

The pattern is what creates the distrust: Honeywell repeatedly highlights orders, backlog, AI, automation, productivity, and future conversion, while employees see layoffs, offshoring, weak current revenue, and constant restructuring. Management may be technically accurate sentence by sentence while still presenting an incomplete picture.

The most suspicious part is the lack of clean reconciliation:

How much growth came from real volume, pricing, acquisitions, backlog conversion, AI-enabled products, and ordinary labor-cost reduction?

Until Honeywell separates those drivers and shows that strong orders consistently become revenue and cash flow, I would treat the narrative skeptically. Real company, real technology, but heavily polished storytelling.

https://telecom.economictimes.indiatimes.com/news/industry/verizon-to-restructure-sell-274-stores-and-lay-off-500-employees/132450686?utm_source=most_read&utm_medium=newsDetail

Over 1,200 positions are being eliminated across the freight industry as companies consolidate operations and restructure supply chains. Amazon, Temco Logistics, and Freight Handlers Inc. account for the majority of these reductions. Amazon is temporarily closing a Florida fulfillment center for upgrades, impacting 494 workers. Temco Logistics is ending flatbed delivery operations, leading to 223 job losses across multiple states. Freight Handlers Inc. is permanently dismissing 168 employees due to a contract termination with Publix Super Markets.

Port St. Lucie, Florida

https://www.indexbox.io/blog/freight-economy-layoffs-surpass-1200-as-amazon-temco-and-fhi-lead-job-cuts/

Harvard College has started implementing a significant restructuring that includes staff reductions and administrative consolidation. Employees were notified this week about changes to their roles, with some positions being eliminated. This overhaul is part of a broader effort to address a substantial structural deficit within the Faculty of Arts and Sciences. The changes aim to create a leaner and more responsive administrative structure. The full implementation of the new structure is expected before the fall semester begins.

Cambridge, Massachusetts

https://www.harvardmagazine.com/university-news/harvard-fas-layoffs-begin

HPE is being reshaped into a leaner networking-and-AI company, and anything that doesn’t serve that thesis is now on the table.

Commonwealth Financial's chief digital officer has left the company shortly after its acquisition by LPL Financial. This departure follows recent layoffs impacting Commonwealth's back-office staff. While not directly linked, these events are typical after a large-scale merger. The acquisition, valued at $2.7 billion, combined LPL's extensive network with Commonwealth's advisor base. Industry observers note that such shifts in leadership and workforce are common post-acquisition.

https://www.investmentnews.com/independent-broker-dealers/as-layoffs-commence-commonwealths-digital-guru-jumps-ship/267533

Patreon has announced a significant reduction in its workforce, impacting approximately 20% of its employees, which amounts to 93 individuals. CEO Jack Conte cited profound market changes and the intense pace of technological advancement, including AI, as reasons for the cost-cutting measures. Despite these layoffs, the company emphasized that its core business remains healthy and its commitment to supporting creators is unwavering. Patreon plans to restructure its organization to improve agility and adapt to the evolving industry landscape. The company will continue to focus on product development and enhancing the creator and fan experience.

San Francisco, California

https://www.businessinsider.com/patreon-creator-economy-cuts-93-employees-layoffs-ai-memo-2026-7

The state of Illinois is reducing operations at Choate Mental Health and Developmental Center. This decision will lead to significant job losses in southern Illinois. Residential units for intellectual and developmental disabilities will close by September 30. Additionally, 75 civil mental health beds will be phased out by March 2027. These changes are part of a broader state initiative to shift towards community-based living arrangements.

Anna, Illinois

https://www.kfvs12.com/2026/07/23/2-state-senators-respond-layoffs-changes-southern-ill-mental-health-facility/

The enterprise software company Monday.com is reducing its global workforce by approximately 20%. This significant layoff is attributed to a strategic shift towards an "AI-driven growth strategy" and a new AI Work Platform. The company aims to create a flatter organization with more autonomous teams to compete in this evolving market. While reducing staff, Monday.com also plans to continue hiring in key focus areas. The co-CEO emphasized that the decision was not for cost reduction or to replace employees with AI.

New York, New York

https://www.businessinsider.com/monday-com-layoffs-ai-growth-strategy-2026-7

The technology sector is experiencing significant layoffs as companies adapt to advancements in artificial intelligence. Oracle, in particular, has made substantial workforce reductions, cutting 21,000 jobs over the past year. Many companies cite AI integration and a need for restructuring as primary drivers for these employment changes. California has launched a tool to track AI's impact on the workforce in response to these trends. The rate of layoffs in tech appears to be accelerating compared to the previous year.

https://tech.yahoo.com/general/article/tech-layoffs-tracker-2026-all-of-the-current-job-losses-across-mondaycom-oracle-meta-microsoft-samsung-and-others-144545528.html

Music production platform Splice has confirmed a strategic restructuring that includes staff layoffs. The company stated these changes are intended to increase focus and agility. Splice is reallocating investments to better serve creators. They expressed gratitude to departing employees for their contributions. The goal is to build next-generation tools for musicians.

New York, NY

https://musictech.com/news/music/splice-confirms-staff-layoffs-and-restructuring/

A recent analysis reveals that major tech companies like Oracle, Amazon, Cloudflare, and Block have cited artificial intelligence in their layoff announcements. However, the underlying reasons for these workforce reductions differ significantly among them. Some companies are reallocating funds towards AI infrastructure, while others are simplifying organizational structures or undergoing direct AI-driven restructuring. The research suggests that many of these layoffs are preemptive cost-saving measures to finance AI development rather than direct job replacements by automation. This divergence in explanations has implications for how HR communicates these changes to employees and stakeholders.

https://hrexecutive.com/four-big-name-ai-layoffs-four-different-explanations/

Staples and Amazon are closing multiple facilities across the United States, leading to hundreds of job losses. These closures are driven by shifts towards online shopping, digital tools, and operational efficiency. Staples will close two stores in August 2026, while Amazon is shutting down a Florida fulfillment center. The Amazon facility closure impacts 494 employees and is part of a broader streamlining effort. These actions reflect ongoing industry-wide restructuring in retail and logistics.

Goleta, California; Levittown, New York; Port St. Lucie, Florida

https://www.msn.com/en-us/news/insight/staples-and-amazon-announce-closures-affecting-hundreds-of-jobs/gm-GMB7DD9547?gemSnapshotKey=GMB7DD9547-snapshot-0

Q2 is out. Revenue basically flat. Free cash flow flat for the half. And yet the letter reads like a highlight reel: double-digit growth here, “strong performance” there, three bold priorities for the back half. Look closer, and the growth is concentrated in exactly the places you’d expect if the story were built on acquisitions rather than the underlying business.
Automation up 3%. Sounds modest until you remember that’s the segment carrying HashiCorp and Apptio (both bought, both being folded into the base, both getting a full year of “integration growth” before the comparison gets tough). Data up 18%, presented like IBM is winning the AI battle. Except Data is also where Confluent landed. Strip out an acquisition that closed months ago and ask what the legacy products in that category actually did on their own (that’s the number nobody puts in bold).
This is the oldest trick in inorganic growth: buy a company, fold its revenue into your segment, get a full year of easy comps while contracts get renewed and “blue-washed” under the new parent, and call the blended number your own performance. It works, for about a year. Then the acquisition anniversaries into the base, the easy comp disappears, and the segment needs the next acquisition to keep the story going. That’s not a growth engine. That’s a treadmill with a one-year lap time.
Meanwhile the parts of the business that were never propped up by an acquisition tell a rougher story. Infrastructure down 7%. Transaction Processing down 9% (they’re the same story told twice). Transaction Processing is the software that rides on Z. No mainframe refresh, no new Z capacity, no large deals closing (no new MLC licensing booked either). Hardware and software here aren’t two separate lines on a slide, they’re one engine: when Z doesn’t sell, the software tied to it doesn’t sell either, and both numbers fall together because they were never actually independent.
Which raises the uncomfortable question: how much of this business is actually layered on top of itself? Acquired revenue propping up Automation and Data while the base underneath goes quiet. Mainframe hardware and mainframe software rising and falling as one, dressed up as two separate growth stories. Each piece needs the piece below it to keep moving, or the whole structure stalls at once. Call it what you want (a treadmill, a house of cards, a pyramid where each new acquisition is there to cover for the last one’s fading comp): the pattern is the same, nothing underneath is generating growth on its own, it’s all leaning on something else that has to keep being fed.
Revenue flat overall at $17.2 billion. Free cash flow flat at $4.8 billion for the half. If the “real” IBM (the part that isn’t riding a recent purchase or a hardware refresh cycle) is shrinking while acquisitions and mainframe timing carry the average, the honest question isn’t “is IBM a software company.” It’s “whose growth is this, actually, and what happens the quarter the props stop arriving on schedule?”
And right on schedule, the answer on offer is another reshuffle (new titles, new coverage models, a new operating structure for the back half). But renaming jobs doesn’t change what’s underneath them. If the growth was never really organic to begin with, no amount of reorganizing who sells it or what they’re called is going to make it real.
And this isn’t a new discovery. The pattern has been visible on the ground for years (it just took a bad quarter for the market to finally notice what employees already knew). That’s the part worth sitting with: this wasn’t leadership missing a hidden signal. It was leadership seeing it, for years, and being too arrogant to admit the story needed correcting. Too invested in a stock price number (chasing $300 a share) to step back and ask whether the growth underneath it was real.
And even if the July reorg were the right diagnosis, it isn’t the right timeline. Deployment takes months to show up as revenue under the best conditions, longer when the team doing it just got reshuffled and has to relearn who owns what. A reorg launched mid-year, needing to prove itself by year-end, is asking for a “wow” effect on a clock that deployment has never once run on. Nobody deploys enterprise software in one or two quarters just because leadership needs a good Q4 slide. So the real question isn’t whether the numbers improve by December; it’s whether anyone at the top is honest enough to say, out loud, that they won’t, and that expecting otherwise is expecting a miracle from a plan that was never built with that timeline in mind.
Numbers tell the truth when you sit with them long enough. Put makeup on them (bold a growth rate, bury the segment it came from, skip the base it’s being compared against) and they’ll tell you whatever story needs telling that quarter. This quarter’s story needed rescuing. The last-minute reorg landing on top of it isn’t the fix. It’s one more coat of makeup on a number that’s going to need a lot more than that to hold up next quarter, when the acquisitions currently doing the heavy lifting start looking like ordinary IBM again.

University of South Florida President Moez Limayem has initiated significant leadership changes. This marks his first major organizational overhaul since taking office this year. The article mentions layoffs and a shakeup at Cyber Florida, indicating a broader restructuring effort. These changes are part of Limayem's strategic vision for the university.

Tampa, Florida

https://www.bizjournals.com/tampabay/news/2026/07/20/usf-restructuring.html

Q2 is out. Revenue basically flat. Free cash flow flat for the half. And yet the letter reads like a highlight reel: double-digit growth here, “strong performance” there, three bold priorities for the back half. Look closer, and the growth is concentrated in exactly the places you’d expect if the story were built on acquisitions rather than the underlying business.
Automation up 3%. Sounds modest until you remember that’s the segment carrying HashiCorp and Apptio (both bought, both being folded into the base, both getting a full year of “integration growth” before the comparison gets tough). Data up 18%, presented like IBM is winning the AI battle. Except Data is also where Confluent landed. Strip out an acquisition that closed months ago and ask what the legacy products in that category actually did on their own (that’s the number nobody puts in bold).
This is the oldest trick in inorganic growth: buy a company, fold its revenue into your segment, get a full year of easy comps while contracts get renewed and “blue-washed” under the new parent, and call the blended number your own performance. It works, for about a year. Then the acquisition anniversaries into the base, the easy comp disappears, and the segment needs the next acquisition to keep the story going. That’s not a growth engine. That’s a treadmill with a one-year lap time.
Meanwhile the parts of the business that were never propped up by an acquisition tell a rougher story. Infrastructure down 7%. Transaction Processing down 9% (they’re the same story told twice). Transaction Processing is the software that rides on Z. No mainframe refresh, no new Z capacity, no large deals closing (no new MLC licensing booked either). Hardware and software here aren’t two separate lines on a slide, they’re one engine: when Z doesn’t sell, the software tied to it doesn’t sell either, and both numbers fall together because they were never actually independent.
Which raises the uncomfortable question: how much of this business is actually layered on top of itself? Acquired revenue propping up Automation and Data while the base underneath goes quiet. Mainframe hardware and mainframe software rising and falling as one, dressed up as two separate growth stories. Each piece needs the piece below it to keep moving, or the whole structure stalls at once. Call it what you want (a treadmill, a house of cards, a pyramid where each new acquisition is there to cover for the last one’s fading comp): the pattern is the same, nothing underneath is generating growth on its own, it’s all leaning on something else that has to keep being fed.
Revenue flat overall at $17.2 billion. Free cash flow flat at $4.8 billion for the half. If the “real” IBM (the part that isn’t riding a recent purchase or a hardware refresh cycle) is shrinking while acquisitions and mainframe timing carry the average, the honest question isn’t “is IBM a software company.” It’s “whose growth is this, actually, and what happens the quarter the props stop arriving on schedule?”
And right on schedule, the answer on offer is another reshuffle (new titles, new coverage models, a new operating structure for the back half). But renaming jobs doesn’t change what’s underneath them. If the growth was never really organic to begin with, no amount of reorganizing who sells it or what they’re called is going to make it real.
And this isn’t a new discovery. The pattern has been visible on the ground for years (it just took a bad quarter for the market to finally notice what employees already knew). That’s the part worth sitting with: this wasn’t leadership missing a hidden signal. It was leadership seeing it, for years, and being too arrogant to admit the story needed correcting. Too invested in a stock price number (chasing $300 a share) to step back and ask whether the growth underneath it was real.
And even if the July reorg were the right diagnosis, it isn’t the right timeline. Deployment takes months to show up as revenue under the best conditions, longer when the team doing it just got reshuffled and has to relearn who owns what. A reorg launched mid-year, needing to prove itself by year-end, is asking for a “wow” effect on a clock that deployment has never once run on. Nobody deploys enterprise software in one or two quarters just because leadership needs a good Q4 slide. So the real question isn’t whether the numbers improve by December; it’s whether anyone at the top is honest enough to say, out loud, that they won’t, and that expecting otherwise is expecting a miracle from a plan that was never built with that timeline in mind.
Numbers tell the truth when you sit with them long enough. Put makeup on them (bold a growth rate, bury the segment it came from, skip the base it’s being compared against) and they’ll tell you whatever story needs telling that quarter. This quarter’s story needed rescuing. The last-minute reorg landing on top of it isn’t the fix. It’s one more coat of makeup on a number that’s going to need a lot more than that to hold up next quarter, when the acquisitions currently doing the heavy lifting start looking like ordinary IBM again.

All organizations need“Streamlining”.

Also, looked like Jeff had to help grandpa get through the call.

How can moving to limited pools of employees around centres of excellence, improve a company? I call BS. They are winding OT down.

Walmart recently announced layoffs impacting approximately 1,000 corporate employees as part of a global operational streamlining. These workforce changes are occurring as the retail giant continues to aggressively integrate artificial intelligence across its business. While the company states these are organizational adjustments, employees report increased pressure and concerns over AI-driven initiatives. Despite these layoffs, Walmart remains the world's largest private employer with 2.1 million associates globally. Shareholder proposals addressing AI's impact on worker well-being have been rejected.

https://www.thestreet.com/investing/stocks/walmart-employees

Spirits company Diageo is implementing significant global workforce reductions as part of a strategic operational overhaul. CEO Dave Lewis is spearheading aggressive cost-cutting measures to improve company performance. These layoffs are targeting employees deemed non-essential to revenue generation. The company aims to streamline its structure and reallocate capital to key brands. This move signals a focus on margin protection amidst changing consumer habits.

New York, NY

https://www.barchart.com/story/news/3410890/deo-stock-layoffs-what-to-know-about-the-latest-diageo-job-cuts

Fifth Third Bancorp is implementing further workforce reductions following its acquisition of Comerica Bank. The bank will eliminate 234 positions at a former Comerica operations center. This latest action brings the total number of job cuts in Michigan to over 700. These layoffs are part of the ongoing restructuring efforts after the significant merger. The company is streamlining operations to integrate the acquired entity.

Auburn Hills, Michigan

https://www.crainsdetroit.com/banking-finance/cdb-fifth-third-layoffs-20260722/

Three companies have announced upcoming layoffs impacting 169 employees across New Jersey. Prudential Insurance Company of America will lay off 89 workers in Newark, while BASF Corporation will eliminate 62 positions in Florham Park. Petvet Care Centers will also cut 18 jobs in Egg Harbor Township. These reductions are in line with the WARN Act, requiring advance notification. The companies cited business adjustments and restructuring as reasons for the workforce changes.

Newark, Florham Park, Egg Harbor Township

https://www.nj.com/news/2026/07/169-nj-workers-to-lose-jobs-in-latest-wave-of-layoffs.html

Nike’s executives spent years talking about “protecting innovation.” Then they invited the Sword of Damocles to become CFO.

Enter DD. The sword hanging by a single horsehair over every employee, every budget, every project, and every team still foolish enough to think “innovation” is safe.

Damocles at least got to enjoy the banquet before he noticed the sword. Nike employees don’t even get that courtesy—they just get another restructuring email and the 15-minute call

The strategy seems simple:
Cut people. Cut budgets. Cut ambition. Cut innovation.

Pretty soon the only thing left with a Swoosh on it will be the cost savings spreadsheet.

“Just Do It” has become “Just Cut It.”

Magic Leap is undergoing a significant business transformation, shifting its focus to become a waveguide supplier for other augmented reality device manufacturers. This strategic pivot coincides with a substantial workforce reduction, impacting nearly 200 employees in engineering and product development roles. The company aims to leverage its expertise in AR innovation and manufacturing to support the broader industry. This move signifies a departure from developing its own first-party AR headsets. Magic Leap will now concentrate on being an essential partner within the AR ecosystem.

Plantation, Florida

https://roadtovr.com/magic-leap-lay-off-2026-waveguide-pivot/