#restructuring

Layoffs(Restructuring) commencing on Friday 3rd October & This will be done for the next 7 Weeks (If you have no news before 1st Week of December - you are SAFE)

Layoff communication will be thru the "Specialized Restructuring Team (SRT) to the Employee thru outlook. (Earlier it was thru the CC)

Only 10 Business Days layover time (Not 15 days)

Starbucks will close about 1% of its locations in the U.S. and North America and cut about 900 jobs as part of its Back to Starbucks transformation strategy, CEO Brian Niccol told employees Thursday, Sept. 25.

https://www.usatoday.com/story/money/2025/09/25/starbucks-closing-stores-cutting-jobs/86341876007/

The rise of AI is likely to lead to more job cuts, even as Accenture believes it will add more people on a net-net basis in the current fiscal year.

From the article: “This (H-1B) is really a non-issue because we only have about 5% of our people in the US on H-1B visas, and they are for really specialized experience and skills for our clients. So, you know, (this is) not something that is really a big impact on Accenture,” said Sweet."

• Sweet forgot (intentionally) to say that she moved thousands of jobs to India.

From the article: "Accenture said it had trimmed the company's headcount by 11,000 during June-August to end the year with 779,000 employees. The rise of AI is likely to lead to more job cuts, even as the company believes it will add more people on a net-net basis in the current fiscal year.

“We’re trying to—in a very compressed timeline where we don't have a viable path for skilling—sort of exiting people, so we can get more of the skills we need,” Sweet said."

https://www.livemint.com/companies/gen-ai-accenture-revenue-headcount-job-cuts-it-technology-wipro-h-1b-visa-trump-infosys-11758810002655.html

Accenture to ‘exit’ staff that cannot be retrained for age of AI

Group details $865mn restructuring programme and outlook reflecting sluggish corporate demand for consulting projects

Accenture has reduced its global workforce by more than 11,000 in the past three months and warned staff that more would be asked to leave if they cannot be retrained for the age of artificial intelligence.

The IT consulting group on Thursday detailed an $865mn restructuring programme and an outlook for the year ahead that reflects continuing sluggish corporate demand for consulting projects and a clampdown on spending within the US federal government.

“We are exiting on a compressed timeline people where reskilling, based on our experience, is not a viable path for the skills we need,” chief executive Julie Sweet told analysts on a conference call.

The company employed 779,000 people at the end of August, it said, down from 791,000 three months earlier, after beginning a round of lay-offs that will continue until the end of November. It did not say how many jobs had gone directly as a result of the restructuring, but said severance payments and other costs totalled $615mn in the quarter just ended and would be $250mn more in the current three-month period.

The cuts allowed Accenture to say it would continue to expand operating profit margins at its historic annual rate of at least 10 basis points in the next fiscal year, a target that some analysts had worried might have to be dropped given the tough industry conditions.

While demand for large-scale digital transformation work continues to be strong, for much of the past two years companies have been wary about hiring consultants such as Accenture for shorter-term projects.

The company said revenues grew 7 per cent to $69.7bn in the year to August, for a net income of $7.83bn, up 6 per cent.

It predicted revenue growth would slow to between 2 and 5 per cent in the fiscal year just started. The range would have been a percentage point higher but for the clampdown on spending by the US federal government, which has historically accounted for about 8 per cent of Accenture’s revenue.

A cost-saving effort under the auspices of the Department of Government Efficiency, initially spearheaded by Elon Musk, has cancelled existing IT contracts and challenged other spending on consultants, while lay-offs across government has slowed the procurement process.

Accenture said that generative AI projects accounted for $5.1bn of its new bookings in the year just ended, up from $3bn the year before. It said 77,000 of its workforce were now skilled AI or data professionals, up from 40,000 two years before.

Sweet said that Accenture’s headcount would grow again overall in the coming year. “We are investing in upskilling our reinventors, which is our primary strategy,” she said.

Accenture shares were down 3.2 per cent during Thursday lunchtime trading on Wall Street.

SOURCE: https://www.ft.com/content/a74f8564-ed5a-42e9-8fb3-d2bddb2b8675

It has been a year since DW and George Sloan set in front of us and declared that we are getting out the HW business because it is the right thing to do. George went on to declare that we are turning over any HW development to a company called Ennoconn which he gleefully said is owned by Foxconn who makes cell phones and the transition would be completed by December of 2024.

What they did not say is that at that time Ennoconn had absolutely no presence here in the US when the announcement was made, not a single office except for some guy working out of his apartment in California. That is it…

So fast forward to today, Ennoconn supposedly now has leased a building here in the US and is working to get it set up to begin handling all of the HW business here in the US for NCR. According to sockless Jim, the work was supposed to be done by July, then August, then September, and now it looks more like sometime next year…so much for our wonderful leadership knowing what they are talking about. Of course, they have proven time and time again that they are clueless so this comes as no surprise.

This talk of moving out of hardware has cost NCR $$ Millions in lost revenue due to customers going elsewhere along with higher costs to design, buy, build, test, and sell the HW. It has also cost thousands of jobs too which is still happening.

Forget tariffs, the leadership of this company has redced the revenue and increased the costs of our products themselves which is a huge reason for that layoffs – just as our man Georgieee said it in the last all hands - we spend more than we make!!

Here is an example – the GHQ had a lab constructed in the basement of the building to test the HW we designed. The tests included emissions testing, and other environmental and safety tests. So, the bright idea by our leadership was to dismantle this testing lab and outsource the testing.

So, testing that would have cost thousands of dollars now costs HUNDREDS of thousands of dollars for the same testing. And what of the lab itself, it has been dismantled and is sitting somewhere and, along with the space where it used to be, is not being used at all....great job guys!!

Wonder why there is no money for raises or bonuses – well there is one reason for sure.

So, while we wait for Ennoconn to officially take over the HW role, we lose $$ Millions as our diminutive CFO puts it, because of HW revenue losses - but what he is not admitting is these losses are directly the result of poor decisions made by the past and current NCR leadership.

But hey, instead of $$ we got Pride so let us celebrate with a parade.

Pride - where the men are men and so are the women!!

Don't we already have a digital banking, D1? What's the purpose there? I imagine one or the other will be liquidated bc why have 2?

4 Business Days till new UM centralization. Everyone is not trained or prepared. Everyone is confused and anxious. This leadership team has failed. Wednesday, October 1 will be a chaotic circus.

https://www.cio.com/article/4062711/product-changes-likely-as-oracle-faces-an-estimated-10000-more-layoffs-by-december.html

This story is not related to ACN, but it will be similar for all of us sooooooooooon

https://www.youtube.com/watch?v=4KO0nJC8foc

• The last time P&G did a major restructuring, most of the jobs reductions were buyouts. Likely targets: Generation X, those born between 1965 and 1980.
• So far, P&G has indicated it wants to make trims. Its last round of cuts started small but then got deeper after earlier rounds failed to achieve a turnaround.
• Further change will likely occur at the top with a new incoming CEO and other management shifts.
• The company said some brands might go, but it's not clear how many or which ones.

https://finance.yahoo.com/news/procter-gamble-restructuring-plans-buyouts-161338050.html

What really gets me is that the entire f*g industry is in shambles. Everyone is laying off, restructuring, and slashing costs. In times like this, taking the voluntary option feels risky, and getting cut is even worse, because where are you supposed to find a new job?

Another poorly named internal Xerox project.
The time is near. One last attempt to maintain relevance and it’ll come at the expense of what’s left of the sales team.
Customers will shift to inside sales (remember the Texas facility that just opened) , or be sold off to resellers. IT will be packaged and sold off.
If you’ve been hanging on, your time is almost up. Get out now.

I’ve heard that an acquisition may be back or at least for part of DXC. The reporting date of October 28 has been mentioned around the halls as a big announcement day so either mass workforce reductions, yet another restructure or acquisition - there is definitely something brewing - it’s all too quiet!

Written by former board members Charlene Barshefsky, Reed Hundt, James Plummer, David B. Yoffie.

Despite years of troubled performance and failed strategies, the great icon of the semiconductor industry, Intel, has two new major shareholders that can give it new hope for recovery: the United States government, with a bit less than a 10% stake, and the most important design firm in the world, Nvidia, with about 5% ownership.

The next step is for the government to arrange for Intel to go private.

Without the pressure of delivering quarterly earnings for the stockholders of today, a private Intel could divide itself into parts that no longer make sense to be conjoined. One new company should focus on manufacturing chips for all global firms with the goal of matching or exceeding performance levels that only TSMC can provide today. The other should commit to designing chips. These are two separate objective functions, markets, and missions. Ultimately, Intel should also sell its controlling stake in the autonomous driving firm, Mobileye, as well as the company’s venture capital arm. The strategic goal is to disaggregate the conglomerate that may have served Intel well in the past but no longer meets the country’s need for an American foundry nor delivers the most value for shareholders.

It is well understood that most conglomerates suffer from the so-called conglomerate discount. General Electric, once an icon of American industry, recognized that breaking itself up would make its constituent pieces more valuable and competitive in one of the most salient recent examples that demonstrates the sum of the parts can be greater than the whole.

Intel’s business model of vertical integration between design and manufacturing gave Intel tremendous market power when it was the world leader in both markets. That’s the past. Trying to recreate it, as some of Intel’s recent CEOs have done, is doomed.

Here’s the plan that seems right to us, admittedly from the perspective of outsiders who left Intel’s board some time ago.

First, the government, with support from a consortium of America’s world-leading design firms, should buy all of Intel’s public stock. Nvidia’s $5 billion investment and the subsequent surge in Intel’s stock price suggest that the capital markets would welcome such a move. Some combination of Nvidia, Microsoft, Apple, Amazon, Qualcomm, Broadcom, and Google — the best and biggest product design firms on the planet — could easily afford it.

The creation of a successful foundry, drawn from Intel’s manufacturing assets and separated from the design businesses, would be a big win for the Trump administration. It would be even bigger win for the big semiconductor design firms that are otherwise totally dependent on TSMC.

Second, the government and that consortium should find new owners for Intel’s design businesses, including servers and personal computers. Our back-of-the-envelope calculations suggest that Intel has left a lot of value locked behind its conglomerate structure. The foundry, for example, has a book value of about $70 billion, but is currently a huge money loser. It needs up to $100 billion in new capital over the next decade to compete with TSMC. The other businesses that could thrive on their own include (1) a microprocessor design business for personal computers, worth somewhere around $100 billion; (2) the design efforts for servers and data centers, also worth potentially $100 billion; (3) the autonomous driving firm, Mobileye, valued at roughly $15. billion; and (4) the extensive venture portfolio, invested in private firms around the world.

Unlocking this value is extraordinarily difficult for a public firm filing quarterly reports. Even in private, the surgery is operationally complicated. Presumably, the board and management cannot see a way forward. Alone, the company cannot raise the money to take the firm private. By itself, it would struggle to obtain the financial, technical and commercial assistance needed to match TSMC. Only the U.S. government would be able to orchestrate the complex, critically important disaggregation of Intel with the necessary participation of the major American design firms.

Third, by going private, Intel can attract the best and brightest talent. With Intel’s competitors flying high on the promise of AI, Intel is suffering from a massive brain drain. As it lays off thousands of employees, the best ones inevitably bail out. The existing public company cannot effectively compete for talent and without talent it is unlikely to succeed in matching TSMC in manufacturing nor make its other units more competitive. Private companies can offer very attractive compensation packages with the promise of a big day when the companies go public again.

The result is that the entire restructuring could be accomplished in roughly a year. That is about as long as the break-up of AT&T took in the 1980s. By 2028, the segments could be sold at handsome prices or taken public with significant returns to private shareholders. Taxpayers could make hundreds of billions of dollars. Not only that, in terms of job creation and national security, the value would be immeasurable.

Naysayers will argue that this strategy is unnecessary. Intel could do it all before, and it can do it all again. But hope is not a strategy, and the world around Intel is not standing still. Naysayers may also argue that Intel should be bought by one of its competitors. Allow Broadcom, for example, to buy Intel and fix it, like it has done with numerous other semiconductor firms. But in today’s environment, an acquisition like this would not fly: China, where Intel sells more than 25% of its products, would never approve it.

Right now, the United States government and Nvidia own a problem. By taking charge of the situation, they can create a tremendous opportunity to do good for the taxpayer. Even more importantly, the break-up of Intel will go a long way to giving the United States the semiconductor ecosystem that underpins every happy scenario for software breakthroughs that benefit the American people and the world.

Spirit plans to slash capacity by about 25% this fall as part of its bankruptcy restructuring, a move that will likely trigger more layoffs at the struggling ultra-low-cost carrier.

In a memo to employees, President and CEO Dave Davis said the change will make Spirit’s operations more resilient and efficient.

“A key pillar of our restructuring is redesigning and strengthening our network,” Davis wrote. “With that in mind, later this afternoon, our operational leaders will receive our preliminary November schedule. As planning begins, you will see a reduction of about 25% in capacity, year over year, as we optimize our network to focus on our strongest markets.”

https://airlinegeeks.com/2025/09/18/spirit-to-cut-capacity-by-25/

It’ll be months before this is resolved, and by all accounts the cuts will be massive. That means a long stretch of stress and anxiety, right when keeping your job feels existential. The job market is already a horror show and only getting worse. We’ll all lose it before this is done and over with.

It’s official: Effective January 2026, the Divisions will be eliminated, and it will now just be the Regions/Field offices rolling into HQ under Amy Lynch.

Comcast operated under a similar model until 2018, when the divisional structure first took effect.

More details will be given over the next 30 days, but there are massive cuts expected due to now-obvious redundancies.

The reason for the switch from divisional back to HQ roll-up is declining revenues across Comcast’s different product/service offerings, which are in large part due to quarterly subscriber losses exceeding ~200k.

Of course, the executive teams are euphemistically (delusionally?) labeling this as “great opportunities arising,” but everyone can smell this for the bull manure it actually is in reality.

Effectively, leadership thinks the only way to stop the fiscal bleeding is to bleed the organization dry of the talent which has long sustained it.

So, best of luck to all in the purges to come, and may the odds be ever in your favor!

Happy Layoff Games!!

Dave Watson announced elimination of division structure starting in January. Frontline divisional teammates will stick around, everything else is moving to HQ. Unsure if just residential or resi and CB. Regional roles will still exist. Crazy that they've gotten away without filing a warn notice since 2020.

You can tell a healthy company by the way it grows. A sick one just keeps restructuring to squeeze a few more bucks out while everyone burns out. Sound familiar? Working here is like living in a company that’s eating itself alive instead of actually improving.

My HR said that it will be huge - despite running well - they have to find money for CAPEX, and all people who are not into sales, will be reduced. All BDMs, pre-sales left. Everything has to be centralised in Centre of Excellence in Egypt. So if you're tech or apps presales you can move to Cairo, or bye.. well.

https://247wallst.com/investing/2025/09/17/ford-layoffs-a-sign-of-its-crippled-ev-business/

It's about time Ford realize that it cannot compete in the EV business. Loosing $5billon per year with no end in sight is not a good business strategy.

Ford will need to lay off more of Model E and retreat. Join venture with another Chinese EV manufacturing company, build them in China, and ship them to the US just like what GM is doing.

The LLC was absorbed into Ford. Some employees were kept, others gone.

Word on the street is something major went down in Houston mechanical today. Can any one confirm? Word is they have no locomotives to work on and some announcement went out but can’t get any details.

Marc Weinstock for the film marketing department is out. Thoughts on what happens to the teams under this division?

This week so far has been a Charlie Foxtrot. Leaders aren’t ready for their new team. In Service Division, our schedules are a mess, huddles are scheduled where there shouldn’t be one, 1:1s not taking place with new leaders, etc. Who thought this was a good idea?

Heard today that all STM positions will be phased out by January 2026.

Hi Everyone, I got an email today from the main irish HR boss. Can anyone interpret what it means? Will we be fired? FYI, we are a team of 9 people, everyone got the email, we were perfoming very well over the past years. Also the manager got this email
Thank you to everyone!
Subject line: Urgent & Important - Country Information Meeting
Email:
Hello,
You are requested to attend an information meeting tomorrow, where we will share an important update on some country restructuring proposals which will affect several roles in Ireland, provisionally including your role. This meeting will not be recorded, and you are asked to prioritize attending.
I appreciate you will have many questions at this point, but more information will be shared on tomorrow’s call.

Got an email from HR stating restructuring impacting my role— there’s a meeting tomorrow. It’s a town hall, not 1:1. Consultations happening over the next few weeks.

Sat in on my L3 call given he was out PTO. AVP has announced network wide large cut of L1/L2s across Anatomy, Leggy, and Greendick organizations. Capex/Expense being cut for automation given known reduction in workforce. End of payroll is before EOY. No preferential treatment for Dallas and Atlanta employees. Sorry to those that recently moved.

RTO is old news. Yes we have returned to BAU cuts.

So those in the know, what does this week hold? Layoffs or reorganization? Or are they still preparing?

Engineering, ops and development reorg rolling out this week to "align" every market to the common Operating Model. As far as I can tell it's the same as the area model, just shuffled around.

Verily, Google’s life sciences and healthcare arm, has announced a major restructuring that includes layoffs and the shutdown of its medical devices program. CEO Stephen Gillet told staff in a memo that the company must make “difficult decisions” to focus resources on its core priorities of precision health, data, and AI. The exact number of employees affected was not disclosed, but the move marks a big shift for Verily, which has spent years building devices like the Dexcom G7 glucose monitor, retinal imaging tools, and clinical study wearables.

Gillet praised the Devices team for their decade-long contributions to advancing healthcare technology, saying their work has left a lasting impact on patients and research. While the program is ending, Verily will continue to support existing tools in active clinical trials, such as the Numetric Watch.

For employees staying with the company, Gillet stressed that the mission remains exciting and important, but acknowledged the transition will be tough as colleagues and friends depart. He urged patience and commitment as Verily narrows its focus. The company says these cuts are part of “deliberate choices about resourcing” meant to accelerate its path to commercial success.

https://timesofindia.indiatimes.com/technology/tech-news/googles-moonshot-division-verily-to-cut-jobs-what-ceo-stephen-gillett-told-laid-off-employees-in-memo/articleshow/123580591.cms

Company: Capital One Financial
Date: October 17, 2025 (193 workers), and May 1, 2026 (22 workers)
Laid off: 215

These layoffs are tied to a decision by Capital One to exit Discover’s home equity and refinance loan business, which had been part of its business portfolio following its acquisition of Discover. The larger batch of job cuts (193 workers) is set for October 2025, with a smaller group (22) scheduled for May 2026. The company said this is part of financial restructuring and follows a strategic business review of that segment. The transition is expected to reshape operations in that business line.

Tenneco is laying off nearly 100 workers at its plant in Spring Hill, Tennessee. The cuts are part of a broader restructuring effort by the company, which has seen similar layoffs in other locations. The company did not specify the exact reason for the cuts, but has previously cited a need to realign its manufacturing footprint to changing market conditions. The layoffs are expected to be completed by the end of the year.

SOURCE:

https://www.tennessean.com/story/money/2025/09/10/tenneco-layoffs-spring-hill-tennessee/86057833007/

“I AT&T is looking at office space in the suburbs, two people with knowledge of the situation have told The Dallas Morning News, even as its CEO remained silent Friday regarding speculation about the Dallas-based telecommunications company reducing its downtown presence.
A move by AT&T could see its more than 2 million-square-foot presence in downtown Dallas shrink in some fashion. AT&T had nearly 6,000 workers assigned to its downtown Dallas offices in 2022.”

Major layoffs coming in the car and mechanical departments. Most car jobs will be eliminated, and TCI jobs will be put in their place. Major yards like north Platte and Kansas will still facilitate car repair with union workers, but smaller outlying yards will have contractors do the work, and this is including locomotive service and inspection.

These cuts will bolster stock prices for the Norfolk southern merger

Reshuffling the deck 😆

Did anybody hear anything about them removing HR from Clifton? The only HR options will be by remote?

The real story isn’t that Wall Street doubts Oracle — it’s that they’re buying every bit of the spin. The market’s reaction after the earnings call just hands leadership a license for more cuts.

To be fair, none of us should be shocked. Everyone who signed on here knew the culture, the playbook, and the trade-offs. Oracle has always been masterful at controlling optics: Salesforce and others get front-page coverage for layoffs, while Oracle quietly trims headcount in the shadows.

The 10-K makes it plain — only a fraction of the 2026 restructuring has hit the books. That’s a roadmap, not a surprise. And while Larry takes the crown as the wealthiest man alive, thousands are out of work. That’s not “new,” it’s just the ethos we all bought into.

For those still employed, don’t confuse relief with security. The market just rewarded this strategy, which means we’ll see it again.