#restructuring

As Dan said " you can find the answers on ChatGPT"

Excellent and very relevant question — especially given where telecoms like Verizon, AT&T, and T-Mobile are right now: mature networks, flattening subscriber growth, heavy debt loads, and Wall Street pressure for cost efficiency.

If a telecom giant announces multi-billion-dollar cost cuts and large-scale layoffs (10,000–20,000+), here’s where they’d most logically focus — and where AI and automation will accelerate the process.

💼 1. Middle Management & Support Functions

Most vulnerable: Managers and directors who are not directly tied to revenue, customer experience, or mission-critical operations.

Why:
Telecoms are layer-heavy. AI and analytics tools now provide real-time visibility and decision-making data, reducing the need for multiple layers of review or reporting.

Examples:

Regional or district-level managers whose teams already report into national dashboards.

Internal communications, reporting, and compliance coordinators.

Project managers overseeing slow, cross-department initiatives that AI can track automatically.

AI Impact:
Generative AI tools and workflow platforms can automate meeting notes, project tracking, and executive summaries — eliminating the “information translator” role many mid-managers fill.

🧑‍💻 2. Back-Office & Administrative Roles

Most vulnerable: Shared services like HR operations, finance, procurement, and legal support.

Why:
These departments have large headcounts and repetitive, rules-based work ideal for automation.

Examples:

Payroll and benefits processing

Invoice auditing and vendor management

Contract review (AI can pre-screen NDAs and agreements)

Recruiting coordinators and scheduling

AI Impact:
AI-powered ERP and RPA (robotic process automation) systems like Workday AI, SAP Joule, or UiPath are already cutting thousands of such positions globally.

☎️ 3. Customer Service & Call Center Roles

Most vulnerable: Tier 1 service reps and retention specialists.

Why:
Verizon and AT&T already deploy advanced virtual agents that can handle account inquiries, upgrades, and even billing disputes.

Examples:

Inbound Tier 1 support

Chat-based troubleshooting

Billing dispute resolution

AI Impact:
Generative AI assistants (trained on customer data) now resolve 70–80% of customer issues without human input — a massive cost reduction opportunity. Humans will remain only for escalations and high-value accounts.

⚙️ 4. Network Operations (Low-Level Monitoring & Maintenance)

Most vulnerable: NOC (Network Operations Center) monitoring staff and certain field dispatch roles.

Why:
Predictive AI can identify and resolve outages or congestion before they occur, and field routing is now fully automated.

Examples:

NOC analysts watching dashboards

Scheduling/dispatch coordinators for field techs

Routine diagnostic engineers

AI Impact:
Self-healing networks, AI-based predictive maintenance, and drones for tower inspections reduce human labor significantly.

🧠 5. Marketing & Sales Operations (Non-Quota Roles)

Most vulnerable: Analysts and coordinators who produce internal reports, pricing models, or campaign tracking.

Why:
AI tools like Tableau GPT or Salesforce Einstein now produce insights, summaries, and predictive forecasts instantly.

Examples:

Sales ops analysts building dashboards

Marketing coordinators producing campaign metrics

Data entry or CRM updating roles

AI Impact:
Automation will let quota-carrying salespeople handle more accounts directly, with AI generating proposals, decks, and pipeline forecasts.

💣 Least Likely to Be Cut (Protected Roles)

Customer-facing field techs (fiber installs, enterprise network repair)

Top-tier enterprise sales reps and BDMs (they drive revenue)

AI engineers, cybersecurity, and network architects (strategic growth areas)

Government relations & regulatory (too high-impact politically)

🔍 Summary — If Verizon/AT&T Targets $3–5B in Cost Cuts:

Area % of Cuts Role Examples AI/Automation Relevance

Middle Mgmt 25–30% District & Ops Managers Moderate–High
Back Office 25–35% HR, Finance, Legal Very High
Customer Service 20–30% Tier 1 Reps, Chat Agents Very High
Network Ops 10–15% NOC, Dispatch Moderate
Marketing & Admin 5–10% Analysts, Coordinators High

If you’d like, I can draft a strategic breakdown for how a telecom could communicate such a restructuring internally (e.g., “efficiency initiative” or “AI transformation plan”) — useful if you’re studying or preparing for leadership discussions.

Would you like that next?

Dan Schulman sure put himself out there. Verizon must cut Billions out of the company and streamline the way we do things to fund a complete and total makeover of the company. He states that layoffs will be part of the coming change. He then states that he is only in his 22nd day as CEO and that by his 44th day most of his transformative plans will be unveiled and even executed. If you take him at his word, the next three weeks will peel back the layers of the onion and we are in for one he-l of a ride. Are you as excited to be part of it as Dan says he is?

YouTube is undergoing a staffing shakeup as the company pivots to focus on artificial intelligence, offering its US-based employees voluntary buyout packages with severance.

The online video platform, which launched in 2005, is restructuring its products team for the first time since 2015, according to an internal memo from YouTube CEO Neal Mohan, as parent company Google‘s CEO Sundar Pichai has urged staff to embrace AI for increased productivity.

https://deadline.com/2025/10/youtube-offers-employees-voluntary-buyout-embraces-ai-1236602459/

After careful consideration, we made the difficult decision to eliminate a small number of positions as we realign functions and enhance operational effectiveness as part of our ongoing transformation. We are working directly with affected individuals to ensure they have support during this transition.

https://www.actionnews5.com/2025/10/30/fedex-confirms-small-number-layoffs/

Amazon Games is winding down support for New World: Aeternum amid layoffs in the division and even deeper job cuts across its parent company. The game debuted on PC in 2021 and it landed on PS5 and Xbox Series X/S just over a year ago.

https://www.engadget.com/amazon-is-winding-down-its-still-popular-new-world-mmo-amid-mass-layoffs-150500426.html

Just got the word that it’s coming soon. Strap in (or strap on if you work in ops) and get ready for the show. Gonna be the largest slice and dice since covid. God speed.

Doing more with less was the theme. Even though there has been revenue and profit growth every quarter they expect more restructuring for layoffs in the US. Budgets will still be tight. They will be focusing on hiring more in call center work in Mexico. US panel jobs will start to be consolidated. Self install pilot has
been approved to move forward. Call center team had concerns about capped bonus and quality. Overall expect more call center and remote work and less in field work into 2026.

Dave Watson is stepping down (yay!) and will become vice chairman.

Steve Croney (why?) is replacing Dave Watson.

Pretty sure if you want to change the trajectory of the company, stop hemorrhaging subscribers, and increase revenue, you shouldn’t promote someone who has been a leader during the hardship times.

Guess more layoffs beyond the latest announcement is in our future for 2026.

Sounds like a lot of people are up in arms about Cigna switching to a "rebate-free" model. Don't those drive a ton of revenue? I'm assuming Cigna is not going to just give up that revenue stream. Anyone know what's actually going on?

Well, CEO decides to sell over 12,000 Xerox patents……..water next ???

https://www.businesswire.com/news/home/20251029989279/en/IPValue-Acquires-Major-Patent-Portfolio-from-Xerox

So which one will it be?

BG&E buys PE Maryland

Dominion buys MP and FEPA

JCP&L merges with a local "waste management" operator for investment opportunities.

Does anyone know what the new regional structure will look like after they drop down to 3 VPs in GNT?

You can be sure this process has already started as Sycamore does not care where sales and profit are, they will cut more to improve their end of the year bonus.
It usually starts with notifying the go forward teams. I am sure that has already happened as they like to conduct their layoffs starting the 1st week of November. Best of luck! They love to mix up teams and leave customers with frustrations with new support teams. One of the only companies that restructured so many times in the past 10 years regardless of profits. Most employees have lived in fear of new changes to their role and compensation hit. Be better Staples and Sycamore.

Massive layoffs are sweeping across the U.S. — Target, GM, and Ford are among major companies cutting jobs, pushing total layoffs near one million this year.
Despite record profits and strong Wall Street gains, corporations are slashing workforces, blaming automation and “restructuring.”
Critics say it’s a coordinated move to suppress wages and weaken workers’ job security as the economy edges toward recession.
https://www.wsws.org/en/articles/2025/10/25/jobs-o25.html

Elliot Management has been very slow and cautious in its handling of BP.

Elliot Management needs to force garage sale of BP’s less than attractive assets and start laying off entitlement workers asap.

What happened to Castrol GTX? How long does it take to offload this anchor?

To: All New Global FE MCP Team Members
From: FE Leadership

As part of the ongoing ENGINE MCP transition, FE leadership has reviewed and confirmed the strategic direction for the Global FE MCP Teams.

Please note the following:

• The current team structure is intended as a temporary support mechanism to facilitate the ENGINE MCP transition, rollout and execution.

• This initiative is designed to streamline operational processes, including the progressive reduction of staff, in alignment with broader organizational restructuring.

• Future layoff communications is planned to be delivered by your assigned remote supervisor.

We recognize the impact of these changes and appreciate your continued professionalism during this transition. Further updates will not be shared or answered at the scheduled FE activation workshops!

Prepare to be de-activated!

Do we know what time the meeting is rumored to be? I have heard to check for an invite between 7-8am or it could come earlier. I have also heard you will get a different invite if you are safe… does anyone know if that’s true? Are you getting a meeting put on your cal regardless of the outcome? Or would that meeting be later in the day and be the “announcement” of the restructure?

If Greg A resigns, then it all over.

T is finished. No way back

I have no insider knowledge, this is just my theory for what could happen on Tuesday:

F&B reports up separately from other pyramids for pretty much every function (Merch/Planning, IM, Store Ops, etc.). Eliminating that separate reporting structure could remove some duplication of work and a lot of middle managers. For example, Food Supply Chain would be absorbed into what’s left of GSCL.

Thoughts?

Investors had grown frustrated with Mark Barrenechea's ego-driven acquisitions that bloated OpenText, diluted focus, and buried the company in debt. His exit was overdue, and the board's failure to act sooner led to a loss of investor confidence. With new directors stepping in, the reset has finally begun.

Since the leadership change, the stock has rebounded roughly 13% and investor sentiment has shifted from scepticism to cautious optimism. The message is clear — the market believes a turnaround is possible.

The next CEO will have a mandate to streamline the portfolio, divest non-strategic businesses, and rebuild discipline. Expect a leaner structure, renewed focus on innovation and profitability, and tighter execution. AI-driven efficiency will help reduce costs, while those unwilling to adapt — or who feel entitled to a job rather than earning it — will be replaced.

OpenText's best days could still be ahead — smaller, sharper, and stronger than before.

Naturally tons of rumors going around. Listing below things I have heard that I feel relatively confident in based on my sources.

• IM & Planning combining. Potentially leading to middle management cuts?
• A&A combing with another pyramid, likely home?
• F&B and E&B combining.
• L8+ have been told to relocate to Minneapolis. Already hearing some will not be returning to company.

General Numbers (from WSJ & internal)

• 1,000 layoffs, 800 job posting eliminations
• 80% of layoffs will come from US HQ
• Leaders will have 3x impact vs individual contributors.
• Would lead to estimated 600 leader layoffs, 200 ICs.

Hearing layoffs all the way from EVP down to L5. Top of pay range relative to level likely highest risk.

Assumptions are merch will be hit hardest, with likely impacts to planning as well as support roles for all functions.

Curious on the validity of all of these rumors. Like I said, I feel pretty confident in them but curious to what everyone else is hearing.

Today, we're announcing a number of role reductions and a series of organizational changes within the Risk org. These decisions are difficult, and we recognize the impact they will have on valued colleagues and teams. I want to share what's changing and why.
WHY WE'RE MAKING THE CHANGES
• Over the past few years, we've invested in building more global technical controls and in standardizing our requirements and verifiers within Risk Review. We've made significant progress in how we approach risk management and compliance. By moving from bespoke, manual reviews to a more consistent and automated process, we've been able to deliver more accurate and reliable compliance outcomes across Meta. This standardization means that many routine decisions can now be handled efficiently by technology, freeing our teams to
•focus on the most complex and high-impact challenges. As a result, we don't need as many roles in some areas as we once did. Our work has matured, and we're at a point where we can operate more efficiently and effectively, while still upholding the highest standards for compliance.
• KEY CHANGES WE'RE MAKING:
• Reducing roles in Product Risk Program Manager, Shared Services and Global Security & Privacy (GSP) teams.
• Consolidating more Areas work in London, where we have strong leadership and engineering presence.
• Reorganizing GSP and integrating it with the Reg Readiness and DPO team, which we're renaming Regulatory Compliance Programs.
LOOKING AHEAD
We remain committed to delivering innovative products while meeting our regulatory

• obligations. These changes do not alter our policies, standards for compliance, or legal responsibilities. Automation and technology. will continue to strengthen our compliance program, but human judgment will always play a crucial role in assessing novel and complex issues. This is a natural next step in our journey, and as our processes mature, our teams will be able to focus on the most challenging and high-impact work.
  We also know this is a hard day for many. Our priority is to support impacted employees and help them find new opportunities, within Meta or beyond. We are equipping managers and team leaders with resources to support their teams, and we will continue to communicate openly as we move through this transition. We are grateful for the contributions of everyone affected and remain committed to supporting you through this change.

There will be announced mass layoffs and consolidation plans within a week from now. Underperforming BUs will be restructured or sold and 1000’s will be laid off across the enterprise.

This is first roll out of changes due to Elliott Managment,

Thank you Geoff Martha! Elliott management would have never bought into MDT if you never took over the CEO spot! Enjoy your huge parachute package.

I’m hearing supply chain? Who else e?

Existing operating model was developed after covid when they acquired a company. ConocoPhillips was a great company before but that 4 to 1 ratio in the Permian, compromised the core.

The need to liquidate the artesia New Mexico office and part of Midland office has been conversation for 4 years. That shift will align with SPIRIT values.

Corporate finally confirmed that vendors have to pay to play. Hang on to your cowboy hats, it's going to get bumpy!

It is very easy to see the UM Centralization Leadership is realizing they have messed up! Easy to see they are reading these post! Take
Some responsibility and admit this is a mess!!!

They are looking at redundant groups. Watch Management!

It has been eerily quiet for far too long. There were some changes in the beginning of the year. Other tech companies have been making sweeping changes and layoffs all throughout the year. It has been quiet around here. I feel there will be restructuring or layoffs soon. Do you?

was there a layoff at EBS, inventory transformation at the main home office today??

Payoffs this month in legal and strategy dept aka “SEAL” this month after their new CLSO is slashing jobs left and right. Horrible morale for those who stayed. The way the layoffs are handled is stone cold and heartless.

Welp sounds like work will be moving

I remember hearing Vimal mention something about streamlining corporate functions. How does that work? Any idea?

HP/Poly is undergoing a significant restructuring, resulting in extensive layoffs that notably affect senior and higher-compensated roles. This strategic shift carries a substantial risk of eroding trust with key customers, partners, and channel stakeholders, potentially impacting Poly's market position and service delivery.

The energy giant is undergoing a major change.

ExxonMobil has had a problem over the past few months. The oil and gas giant has seen a drastic downturn in energy prices, which has wiped hundreds of millions of dollars off its bottom line.

Year-to-date returns for crude oil:
West Texas Intermediate Crude Oil: -10%.
Brent Crude Oil: -12.4%.

The declines have put ExxonMobil under Wall Street’s microscope, prompting management to make significant changes affecting workers.

The company is restructuring and will lay off 3% to 4% of its employees. While it doesn’t have a return-to-office policy, it plans to close smaller offices to consolidate its footprint, affecting where many remaining employees do their work.

“The changes we’ve announced today will further strengthen our advantages and grow the gap with our competition, helping to keep us in the lead for decades to come,” said CEO Darren Woods in a memo to employees.

ExxonMobil makes drastic changes amid downturn
Woods has been at the helm of ExxonMobil (XOM) since 2017, so he’s seen some tough periods, including the oil-price collapse during Covid.

The company is far from dealing with a Covid-era hit to sales and profit. Still, regulatory shifts provide the perfect rationale for its restructuring, particularly in the European Union.

The passage of the EU’s corporate sustainability due diligence directive last year has drawn sharp criticism from Woods. The law mandates that companies address environmental and human rights problems lurking within supply chains or risk a 5% fine on global sales.

Regulations in the EU are more burdensome than in other parts of the world and drive up costs, making it more difficult to compete.

“The business and regulatory environment in Europe is challenging and this transformation will help us compete into the future,” said ExxonMobil Europe President Philippe Ducom in a statement regarding the changes.

Woods told Reuters in mid-September that Europe’s law could lead U.S. companies to exit the EU. The company had already paused a planned investment of 100 million euros ($117.4 million) before announcing its restructuring.

In Europe, ExxonMobil will close smaller offices and consolidate workers within a new office at its Antwerp refinery in Belgium.

We plan to bring the majority of our office and home-based employees together at or closer to our manufacturing sites in the region (including, for example, in Germany and Italy) and we intend to close a number of smaller offices in the region.

ExxonMobil says 1,200 workers “across the EU and Norway” will be let go by the end of 2027. It labeled 600 of those jobs redundant; a common problem in sprawling multinational companies like ExxonMobil.

The company is also making changes in Canada at Imperial Oil Ltd.

ExxonMobil owns nearly 70% of Imperial Oil, and on Sept. 29 it said it would eliminate 20% of its workers and consolidate many remaining employees outside of Calgary.

Imperial Oil employed roughly 5,100 workers at the end of 2024, and management estimates the move will save more than $150 million annually.

“The changes are designed to fully leverage globally available expertise to maximize the benefits of current technology and accelerate the cost-effective deployment of new technologies,” said Imperial Oil.

Hardly the first change at ExxonMobil under its CEO
The changes will eliminate about 2,000 jobs, representing more than 3% of ExxonMobil’s workforce.

ExxonMobil facts at a glance:
Q2 Sales and Operating Revenue: $79.5 billion, down 12% from nearly $90 billion a year earlier
Q2 Earnings: $7.08 billion, down 23% from $9.24 billion
Q2 Earnings Per Share: $1.64, down 23% from $2.14
Employees: 61,000

These are hardly the first layoffs made by the company or CEO Woods. The workforce was 84,000 in 2010, so the latest changes will mean that about 23,000 jobs have been cut over the past 15 years.

ExxonMobil noted the savings from its most recent actions in its second-quarter earnings release:

Since 2019, the company has delivered $13.5 billion of cumulative Structural Cost Savings, more than all cost savings reported by other [international oil companies] combined. The company expects to deliver $18 billion of cumulative savings through the end of 2030 versus 2019, also exceeding the total targets disclosed by other IOCs.

Those are significant savings, and ExxonMobil isn’t alone. Major international rivals have also announced workforce reductions.

Chevron in February announced plans to lay off as much as 20% of its workforce, while ConocoPhillips in September said it planned to cut 20% to 25% of its workers.

https://www.thestreet.com/employment/exxonmobil-ceo-quietly-issues-stern-warning-to-employees

GM hits an electric speed bump
General Motors just announced a $1.6 billion charge tied to its electric vehicle plans. The company said it is adjusting production after the $7,500 federal EV tax credit ended on September 30, 2025.

This move marks a significant turning point for GM, which had previously promised to go all-electric by 2035. Instead of racing ahead, the automaker is easing off the accelerator to better match market realities and protect profits amid changing policies and shifting consumer demand.

The end of a powerful incentive
For years, the $7,500 federal EV tax credit has helped convince thousands of drivers to switch from gasoline to electric vehicles. GM and other automakers said the abrupt end of the credit sharply reduced incentives for many buyers.

Without the discount, electric cars suddenly became harder to afford, especially since prices remain higher than those of gas-powered vehicles. GM and other automakers are now feeling the pressure as demand slows, illustrating how significantly government policy can influence consumer choices.

Breaking down GM’s $1.6B hit
The $1.6 billion charge includes a $1.2 billion non-cash impairment linked to factory adjustments and $400 million for contract cancellations and commercial settlements.

GM says this financial hit reflects lower EV production plans and revised capacity expectations. GM stated that the charge will not impact vehicles currently in production, while also noting that further charges may be imposed as it reassesses capacity and investments.

A tough message to investors
In its filing, GM admitted it now expects EV adoption to slow due to weaker incentives and new government rules. That’s a big shift from earlier optimism.

While some investors were surprised, GM’s transparency reassured Wall Street that it was facing the problem early. By managing expectations now, the company hopes to stabilize its future and maintain confidence in its overall direction.

Policy shake-up changes the game
Recent U.S. policy moves, including the expiration of EV purchase and lease credits and easing of tailpipe rules, have altered automakers’ planning assumptions. Many had invested heavily in electric technology, expecting strong policy support.

For GM, those investments no longer align with current conditions. The company must now balance its electric ambitions with the financial reality of a market that’s temporarily shifting back toward hybrids and fuel-efficient gas cars.

Industry feels the slowdown ripple
GM isn’t alone in its EV troubles. Analysts expect Q4 EV demand to soften after the credit expired; early October commentary cites elevated dealer inventories and a likely pullback from September’s surge.

In the U.S. and other markets, buyers rushed to claim incentives in September, resulting in a sharp, short-term spike in EV purchases before the credits expired. However, by October, the sales surge had faded, leaving factories and dealerships to adjust to a more cautious consumer base and softer demand.

Adjusting production plans again
GM said its Board’s Audit Committee approved $1.6 billion in charges tied to an EV capacity realignment. The company is scaling back EV capacity at some plants.

Instead of building new factories dedicated only to electric vehicles, GM plans to create flexible facilities that can produce both gas and electric models. It’s a more cautious approach to avoid overproduction during uncertain times.

From big wet dreams to tough decisions
Just a few years ago, GM promised to invest $35 billion in electric and self-driving technology. That plan included dozens of new models and converted plants.

Now, those dreams are meeting a harsh reality. The company is pausing certain projects, reworking schedules, and focusing on what sells today, not just what might sell a decade from now. It’s a pragmatic shift toward sustainability over speed.

Dealers face slower EV sales
GM and Ford initially explored lease structures to preserve a $7,500 benefit, but both reversed course after the credit expired.

Now, dealers are facing slower traffic and an increasing number of unsold electric vehicles on their lots. Many are shifting back to promoting gas and hybrid models, which are moving faster and require less investment in new equipment or training.

Analysts see more to come
Experts believe GM’s charge might be just the start of a broader trend across the industry. Automakers that invested heavily in EVs are now reevaluating their books.

Analysts broadly expect more write-downs and delayed EV projects as companies reassess demand and incentives. As the market recalibrates, expect more financial write-downs and slower rollouts of high-cost EV projects in the coming quarters.

Automakers brace for tough years
Industry analysts expect more billion-dollar write-downs in the near future as companies recalibrate their electric ambitions. It’s a difficult adjustment after years of rapid EV investment.

Automakers are now focusing on improving efficiency, strengthening hybrid offerings, and managing production costs. These are survival moves designed to weather policy shifts and prepare for the next big push in clean transportation.

Want to get the best fuel economy from your hybrid?

GM’s electric road isn’t ending
Despite the setback, GM remains committed to an electric future. The company says it’s only adjusting speed, not direction, to stay aligned with real market demand.

The next few years will be characterized by smarter investments, better timing, and more affordable technology. GM’s long-term goal of going fully electric remains, but for now, the road there just got a little bumpier.

Canon USA Melville Headquarters: No Official Sale, But Restructuring and Layoffs Raise Questions.
https://tonernews.com/forums/topic/canon-usa-melville-headquarters-no-official-sale-but-restructuring-and-layoffs-raise-questions/