#role

Just out of curiosity, with the whole title change and whatnot.

Saying that our titles are a reflection on what we are and what we do, personally going from SSR to mow.

For the sales reps, aside from writing orders, taking DMI photos, and on occasion actually selling in additional displays when managers actually allow the extra space.

What is the difference between an SSR and a sales rep?

Does anyone else have no idea what they are doing?

I think one of Nike’s biggest problems is that we’ve been so dominant for so long that we became too self serving. At some point, we stopped listening enough to what’s happening outside of Beaverton. We became too confident that we knew the consumer and that what worked for us before would continue to work.

Meanwhile, a lot of other brands were actually listening. They were closer to consumers, closer to culture, and quicker to understand how the market was changing. Especially with Gen Z and now Gen Alpha, the way people discover brands, connect with products, and decide what to buy has changed dramatically. I don’t think we changed fast enough with them.

And now we’re trying to fix it, but we’re already playing catch-up.

I think that’s partly a Nike problem, but I also think it’s an EH problem. When he came back, there was a real opportunity to challenge how we operate and change the way we think. But a lot of what I’ve seen feels like we’re trying to bring back the same Nike playbook that worked a few years ago. There’s nothing wrong with going back to some of our strengths, but the world we’re operating in today isn’t the same world.

There’s also an irony to Nike being an American company. Being American was a huge part of why Nike became what it became. American sports, athletes, and pop culture had enormous influence around the world. But I think that can also be one of our weaknesses today because we still tend to look at the world through a very US centric lens.

The world doesn’t work that way anymore. People aren’t only looking up to the US to tell them what’s cool or what’s next. Sport, fahsion and culture are coming from everywhere now and sometimes I feel like there is so much happening out there that we’re simply missing because we’re too busy talking to ourselves.

That’s the part that worries me the most. I don’t think the answer is just to get Nike back to what it used to be. We need to keep what made Nike special, but also become much better at listening again. We need to get outside of Beaverton, be closer to what’s actually happening in the world, and let the world influence us as much as we want to influence the world.

But I’m also afraid this isn’t something that will change overnight. And honestly, I’m not even sure it will change at all unless there is enough pain to force real change.

That’s probably the hardest part. Big organizations don’t fundamentally change just because people know they should. They change when the cost of staying the same becomes greater than the pain of changing.

And when you’ve been successful for this long, there are a lot of people in senior positions who grew up in the existing system and benefited from it. Asking them to think differently isn’t just asking them to change how they work. In some cases, you’re asking them to question the structure, the roles, and even the way their own value has been defined for years.

That’s why I’m not sure the people sitting in those high chairs will naturally want to step outside of their comfort zone. Because real transformation could also mean changing their own role, reducing their influence, or even questioning whether some of those roles need to exist in the same way anymore. That’s a very difficult thing for any leader to voluntarily do.

So maybe Nike needs to feel significantly more pain before we see the level of change that’s actually required. I hope that’s not the case, but I worry that small fixes, reorganizations, and bringing back pieces of the old playbook won’t be enough.

Because the problem isn’t just the playbook. It’s the mindset and the system behind it.

And unless we’re willing to challenge that, we may keep changing things around the edges while protecting the very structure that got us here.

Has ANYTHING good come of the changes in April? I sit in meetings all day where nobody knows direction, people can’t start a new role because nobody realized their old role was actually important, or nobody wants to be here.

We cut people, teams, domains, and now what? Tech is just an enabling function. We are not builders, drivers, or cutting edge. We cannot even get enablement right anymore. That’s how far we have fallen.

Who is still here in 2026 form CA? What role or BU do you hail from?

From what I’m told goal is 10% low performers pipped and out in December then a massive spring 27 action with impacted people roles and teams id’d as early as next week. If you’re not blocking time to job search weekly you’re doing yourself no favors .

Had a call today to show temp org structure, and it was mentioned role changes will be discussed with individuals on one-on-one basis, with changes in Workday on 10/11/26. Anyone else seeing this in their org

Was told they’re updating job titles to what you are actually doing if you’re listed as clerk. And they said they may be going after clerks now. Anyone know how true this is?

This internal process seems quite nerve wrecking… you would think if you have been in the company for some time they would consider that and make it more easy to obtain a job especially if you have all qualifications.
I put an application for a higher grade and then a same grade position and interviewed for the higher grade position… I figured try to find something before my internal status ends… now I received an email at a very random time in the middle of the night that I am not being considered for the same level role. Which now makes me wonder what’s going to happen since I had hope the same role level was my backup….. anyone has experience with applying to internal roles that were successful??

tell me what they are doing

Who is prioritizing work these days? They want everything done but do not have any worker bees to do it. Super young people being assigned to roles they have no experience in. Total sh-t show.

What are PepsiCo’s plans for the current TSR position if the beverage and snack businesses eventually combine their frontline sales teams?

Meetings already happening with Cognizant. Leadership are tight lipped since their roles are limited too. The goal is to show them the ropes so they can take over....

If you’re considering a role on the Markets side, know what you’re walking into. The culture there isn’t just competitive, it’s dog-eat-dog, and it’s shaped by leadership that’s more interested in protecting itself than developing people. Too many of the “managers” running these teams are underqualified for the seats they hold, and they’ve built environments that reward toxicity because toxicity is what got them there.

Loyalty and tenure mean nothing. Years of contribution mean nothing. If you value a workplace with real accountability from the top down, look elsewhere.

If you aren’t given the right role you will never get the ranking you want. What matters is visibility and perception not actual merit.

Any information with TCA roles?

If your role at Teradata was eliminated and you still insist you were ‘high performing,’ the numbers are laughing at you. Companies do not cut the people who are actually driving the growth they care about.
Cloud ARR keeps climbing (8–9% last quarter, double-digit earlier) and now makes up roughly 45% of total ARR. Margins are expanding sharply, EPS and free-cash-flow guidance just got raised, and the company is pouring resources into agentic AI, the Autonomous Knowledge Platform, hybrid deployments, and AI Factory for regulated customers. Recurring revenue is growing while they deliberately tighten the cost structure and headcount.
The roles that were not essential to that cloud-plus-AI, higher-margin direction were the ones that got removed. That is not bad luck or politics. That is the company showing you, in clear financial terms, exactly how little your contribution was worth to the future they are building.

Word is that frontier copper and fiber splicers will have to transition to the one tech out role “ Combo Technician” 1/27

Curious like how do you get in this category? What do you have to do in your role to deserve OWD?

They are actively happening. They are steering non client-facing people into client facing roles. They need people to work in the branches. Right now it’s a gentle nudge. Next year, it’s going to be far more aggressive with additional role eliminations.

Lambert leaving L3H was not a significant surprise. No need to dive deeper on that, we all know why.

Chris Melito is in now. Are we just checking boxes and filling roles? WTF!

Does the RTM have to be out on the field everyday ? Or only when ever there’s a call off or no coverage ?..i think a lot of rtms think they will be at home and only come out whenever there’s a call off

It’s been a long month, how is everyone doing in their new role, with no extra pay? Or did you get extra pay?

Where should the line be drawn between collaboration and unofficial leadership responsibilities?

If an individual contributor is consistently asked to train new team members, mentor offshore colleagues, transfer domain knowledge, and guide technical decisions without any formal recognition, title, is that considered a normal expectation of the role?

How do others handle this? Do you continue taking on these responsibilities, or do you set boundaries and ask for the role and expectations to be formalized first?

So today was when everyone was officially given notice if they got the position . So turns out the people who been here the Logan’s and didn’t take the package and applied for the rtm role were not offered the job. Big surprise . Instead the ones with less time with the company were the ones who received the position. Company is totally trying to get rid of the old timers with the big salaries. I believe once the company gets settled in they will
Also get rid of all the ones who got the position who clearly weren’t qualified since the beginning . It’s all a scheme to get rid of the old timers. Shady company

What are these "coach" roles that everyone seems to be having?

Looks new

I’m seeing a lot of healthcare roles at Cognizant on LI. A couple had app deadlines of 7/30! Please go look and apply if you’re looking! The salaries for the couple I looked at seemed within realm. This doesn’t help me but hoping someone can find a new opportunity!

Does anyone have any insight on how they have handled previous reorgs? Do they assign you to a new role? Are you given options? Do you have to reapply? Is it simply this is your new position starting this date or you can leave?

Apologize if this is insensitive.

Start date in mid-July. Talent and PL kind of wishy washy about impacts to my new role come September. I’m just gonna ride it out but feels surreal.

Anyone else starting soon and get any answers?

So, there’s a job posting that appears to match my role and responsibilities pretty closely. It’s a fairly specialized position, which has me wondering: does this mean our team may be on the RIF list and that we’ll need to apply for other roles?

I know our team has been under a hiring freeze, and we had layoffs last quarter, so seeing this posting makes me pretty nervous. Has anyone else experienced something similar?

I’m also wondering if there’s a possibility they could eliminate our team and replace it with an on-site team in Eden Prairie.

Eliminate half of all VP roles. We should be fine without them. We will save millions to meet the cost savings target.

https://www.gartner.com/en/articles/ai-workforce-costs

The department lead role feels poorly defined. Team leaders are still carrying most of the delivery pressure, people management, prioritization conversations, and stakeholder updates. Instead of shielding teams or helping resolve conflicts, the role sometimes feels like an added reporting layer between directors and the people actually doing the work.

So it begins!

35% - 40% reduction in force is what’s been being whispered in the halls.

Each team seems to be evaluating what to do based on role. I’m tired of waiting and want to plan my life. What rumors are you hearing?

How do you find out what level your position is?
I’ve seen posts saying N4 and below are getting laid off
I don’t know what “level” my role is. Is there a place in workday to see it?

One of the most parasitic creatures in fidelity is architects. Most of them are completely useless and talks rubbish in the calls. They are the biggest bottleneck to delivery. Why do we need these low calibre people?.Most of these people are from one nationality . Yesterday i was in a call with architect and when questioned he said he believes in some pattern so its good and the GCL ( another guy came to the role without any talent) agreed to that .
The frustration grows when observing the broader organizational structure. During layoffs, good individual contributors were let go while many SVPs and VPs remain, despite having no idea what fidelity is or what kind of projects their teams are working on. Similar to the architects described, many of these leaders are low calibre individuals who received promotions during the 2018-2022 timeframe. This accumulation of non-contributing roles creates significant obstacles to actual progress and delivery.

In what was once a somewhat protected role, we are now being told that the EA roles are now changing to a worldpay model. I’m fairly new to Global Payments and I’m worried about my job now. This place is toxic and creates anxiety for their employees. I work with a great bunch of admin gals (and some admins guys) but I’m feeling the anxiety of what others feel when they don’t know what’s to come.