Below are all the posts — topics as well as replies — that mention the hashtag #strategy.
Mention #strategy in your post to continue the discussion!
Nike will have upswing eventually.
When hot brands Hoka, On, adidas, Asics slow down, it will have its chance.
the job for Nike is to be ready when that chance comes up.
Not sure if EH will be here 3 years down the line but Nike needs to be ready for the chance that it will have to move up.
It is not if but rather when and how much ready you will be to take advantage when the opportunity comes up
Athina repeatedly says she has PepsiCo’s best interests in mind. But at some point, employees should be able to ask whether the actions and results support that statement.
When she led Strategy & Transformation (legacy before IT was combined) , significant amounts of money were spent on transformation efforts that did not deliver the expected results, with accountability seemingly landing elsewhere. Millions more have been spent on McKinsey and other external consultant this year and last year/ sometimes with very junior consultants advising experienced PepsiCo leaders.
Now Athina appears not to trust her own leadership organization and wants visibility into virtually every contract and decision. Is that really about PepsiCo’s best interests, or has decision-making become too centralized around one leader’s view of what is best?
Having PepsiCo’s best interests in mind does not mean that every decision is automatically the right one. Strong leadership means trusting capable leaders, challenging decisions with facts, acknowledging when investments have not delivered, and holding yourself to the same accountability you expect from everyone else.
Power and good intentions are not substitutes for results.
Perfectly said, @ke+1m28zmvnw.
Our HR leader’s 30+ strategy deck makes no sense. Gibberish. No wonder employees are not valued or recognized. There is no strategy.
I keep hearing Proxxima is supposed to be this big thing but no one is buying it. Did someone lie to get a promotion again?
Is this the next algae? Or Yoshi fuel delivery?
Leadership keeps treating employees like cr-p, and we're just supposed to be okay with it. We have two CEOs, endless bureaucracy, bloated management, and a company direction that makes no sense - but somehow the problem is never with those above us.
A union would finally put a stop to treating employees like pawns, and force leadership to make real strategic decisions instead of hiding behind short-term tactical ones.
they were flying for so long in auto pilot that it was time to turn the plane or land the plane they realized that they forgot to land the darn thing.
EH never flew the plane so he does not know how to land so he is going on a circle probably until he figures out how to (it has been 2 years) or until it runs out of gas which could be catastrophic.
Now, I will not say that this is unique to Nike because it happens all the time but Nike was throne for so long that he does not put up a fight to reverse the tide.
I have no idea how to spell that subject line and was too lazy to look it up.
Enrique spoke yesterday and he basically trashed the business model Alex put into place and said PayPal focused too much on merchants at the cost of consumers.
When Alex came in he trashed the model Dan had in place and said we focused too much on large enterprise at the cost of small businesses. So he hired Gill and lifted that whole pillar. We know what happened to that when Enrique joined.
It’s absolutely clear to me that Enrique is throwing the last spaghetti on the wall and praying it sticks. So now, sc--w you branded checkout and merchants. We are a consumer first company. Good luck! Wall Street responds as Wall Street responds.
https://www.investing.com/news/transcripts/paypal-at-goldman-sachs-communacopia--technology-conference-reset-deepens-93CH-4894720
Last few years, Nike was concerned about what Wall Street thought and jumped through the hoops to make it look good for the them.
Now that they are not part of the index, they should be worried making shoes that matters to public. And forget about Wall Street.
Options that Xerox should consider for the business include a joint venture, strategic capital partnership, alternative funding structures, partial monetization, or a sale of some or all of the business, according to Starteepo.
Xerox holder calls for strategic review of financial services business.
Humana said on its July 29, 2026 earnings call that 2027 plan exits will affect “approximately 600,000 members” and that “the majority of the plan exits were in plans with three and a half or lower ratings.” CFO Celeste Mellet described the strategy as cutting off “the lower tail of profitability.”
So, instead of trying to fix whatever it was that got dinged and caused Humana to lose Stars ratings from CMS, instead Humana just simply drips those plans where they were failing, so their overall ratings go up and then take their ball in go home. Sounds like a quitter mentality. And besides, who does it hurt? Oh wait, that’s right! It hurts our members!
I wonder if next our school system will allow kids to simply throw out any failing or bad test scores or bad grades, so as to raise up their overall grade.
I have done extensive research about the F200, the top 200 locations out of the 350 that Macy's is keeping open past 2029, or the 2028 fiscal year in which they have expanded the Bold New Chapter Plan until.
Please read the entire post and my footnote at the bottom.
F125 Stores
Arizona
Chandler Fashion Center - Chandler
Santan Village - Gilbert
Arrowhead Towne Center - Glendale
Biltmore Fashion Park - Phoenix
Scottsdale Fashion Square - Scottsdale
California
Westfield Santa Anita - Arcadia
Valley Plaza Mall - Bakersfield
Brea Mall - Brea
Westfield Topanga - Canoga Park
Los Cerritos Center - Cerritos
Sun Valley Shopping Center - Concord
South Coast Plaza - Costa Mesa
Culver City Center - Culver City
Stonewood Center - Downey
Fashion Fair Mall - Fresno
Glendale Galleria - Glendale
Century City - Los Angeles
Vintage Faire Mall - Modesto
Montebello - Montebello
Fashion Island - Newport Beach
Northridge Fashion Center - Northridge
Stanford Shopping Center - Palo Alto
Victoria Gardens - Rancho Cucamonga
Westfield Galleria at Roseville - Roseville
Arden Fair Mall - Sacramento
Fashion Valley - San Diego
Westfield UTC - San Diego
Hillsdale Mall - San Mateo
Westfield Valley Fair - Santa Clara
Westfield Fashion Square - Sherman Oaks
Del Amo Fashion Center - Torrance
Broadway Plaza - Walnut Creek
Colorado
Cherry Creek Mall - Denver
Connecticut
Danbury Fair - Danbury
Westfarms Mall - Farmington
Delaware
Christiana - Newark
Florida
Aventura - Aventura
Boca Town Center - Boca Raton
Coral Square - Coral Springs
International Mall West Dade - Doral
Galleria in Fort Lauderdale - Fort Lauderdale
Westland - Hialeah
Dadeland - Miami
The Falls - Miami
South Beach - Miami Beach
Florida Mall - Orlando
The Mall at Millenia - Orlando
Palm Beach Gardens - Palm Beach Gardens
Pembroke Lakes Mall - Pembroke Pines
Broward Mall - Plantation
University Town Center - Sarasota
The Mall at Wellington Green - Wellington
Georgia
Lenox Square Mall - Atlanta
Mall of Georgia - Buford
Perimeter Mall - Dunwoody
Hawaii
Ala Moana Center - Honolulu
Illinois
State Street - Chicago
Oakbrook - Oak Brook
Orland Square - Orland Park
Woodfield - Schaumburg
Old Orchard - Skokie
Indiana
Castleton Square - Indianapolis
Maryland
Montgomery Mall - Bethesda
Mall at Prince George - Hyattsville
Massachusetts
Boston - Boston
South Shore Mall - Braintree
Natick - Natick
North Shore Mall - Peabody
Michigan
Twelve Oaks - Novi
Somerset - Troy
Minnesota
Mall of America - Bloomington
Missouri
West County Center - Des Peres
Saint Louis Galleria - Richmond Heights
Nevada
Fashion Show - Las Vegas
New Hampshire
Mall at Rockingham Park - Salem
New Jersey
Bridgewater - Bridgewater
Cherry Hill - Cherry Hill
Menlo Park - Edison
Jersey City - Jersey City
Quaker Bridge - Lawrenceville
Paramus Garden State Plaza - Paramus
Short Hills - Short Hills
Willowbrook - Wayne
New York
Bay Plaza - Bronx
Kings Plaza - Brooklyn
Walden Galleria - Buffalo
Flushing - Flushing
Roosevelt Field - Garden City
Walt Whitman Mall - Huntington Station
Manhasset - Manhasset
Herald Square - New York
Queens - Rego Park in Elmhurst
Staten Island - Staten Island
Green Acres - Valley Stream
Palisades Center - West Nyack
Cross County - Yonkers
Ohio
Kenwood Towne Center - Cincinnati
Easton Town Center - Columbus
Oregon
Clackamas Town Center - Clackamas
Washington Square - Tigard
Pennsylvania
King of Prussia - King Of Prussia
Ross Park Mall - Pittsburgh
Puerto Rico
Plaza Del Caribe - Ponce
Plaza Las Américas - San Juan
Tennessee
Green Hills - Nashville
Texas
The Domain - Austin
NorthPark Center - Dallas
Cielo Vista Mall - El Paso
BayBrook - Friendswood
Stonebriar Centre - Frisco
Dallas Galleria - Dallas
Firewheel Town Center - Garland
Deerbrook - Humble
Galleria at Houston - Houston
Memorial City - Houston
Willowbrook Mall - Houston
La Plaza Mall - McAllen
Pearland Town Center - Pearland (Not doing very well)
North Star Mall - San Antonio
First Colony Mall - Sugar Land
The Woodlands Mall - Woodlands
Virginia
Pentagon City - Arlington
Tysons Corner Center - McLean
Springfield - Springfield
Washington
Alderwood Mall - Lynnwood
Supposed NN75 Stores-- most are NN75 but some may be part of F125. However, they are all confirmed part of F200 regardless of order. Some are listed as stores appearing in the 2020 Growth 150 Stores.
Dayton Mall, Centerville, Ohio
Polaris Fashion Place, Columbus, Ohio
Short Pump Town Center, Richmond, Virginia
Fair Oaks Mall, Fairfax, Virginia
Lynnhaven Mall, Virginia Beach, Virginia
Dulles Town Center, Dulles, Virginia
The Streets at Southpoint, Durham, North Carolina
Deptford Mall, Deptford, New Jersey
Rockaway Town Square Mall, Rockaway Township, New Jersey
Freehold Raceway Mall, Freehold, New Jersey
Woodbridge Center, Woodbridge, New Jersey
Paramus Park Mall, Paramus, New Jersey
Metro Center, Washington D.C.
Woodland Mall, Kentwood, Michigan
MainPlace Mall, Santa Ana, California
Annapolis Mall, Annapolis, Maryland
Tucson Mall, Tucson, Arizona
Warwick Mall, Warwick, Rhode Island
The Parks At Arlington, Arlington, Texas
North East Mall, Hurst, Texas
Promenade Temecula, Temecula, California
Southland Mall, Cutler Bay, Florida
Galleria at Tyler, Riverside, California
Manhattan Village, Manhattan Beach, California
South Shore Mall, Bay Shore, New York
Smith Haven Mall, Lake Grove, New York
Gurnee Mills, Gurnee, Illinois
Bellevue Square, Bellevue, Washington
Burlington Mall, Burlington, Massachusetts (Growth150 2020)
The Mall in Columbia, Columbia, Maryland (Growth150 2020)
Willow Grove Park, Willow Grove, Pennsylvania (Growth150 2020)
Westfield Plaza Bonita, National City, California (Growth150 2020)
Lone Tree, Lone Tree, Colorado (Growth50/150 2020)
Barton Creek Square, Austin, Texas (Growth150 2020)
Coronado Center, Albuquerque, New Mexico (Growth150 2020)
Valencia Town Center, Santa Clarita, California (Growth150 2020)
Westfield Countryside, Clearwater, Florida (Growth150 2020)
Southcenter Mall, Tukwila, Washington (Growth150 2020)
The Shops at Palm Desert, Palm Desert, California (Growth150 2020)
Stonebridge Shopping Center, Pleasanton, California (Growth150 2020)
Santa Rosa Plaza, Santa Rosa, California (Growth150 2020)
University Park Mall, Mishawaka, Indiana (Growth150 2020)
Meadowood Mall, Reno, Nevada (Growth 150 2020)
Pheasant Lane Mall, Nashua, New Hampshire (Growth150 2020)
SouthPark Mall, Strongsville, Ohio (Growth150 2020)
South Hills Village, Bethel Park, Pennsylvania (Growth150 2020)
LeHigh Valley Mall, Whitehall, Pennsylvania (Growth150 2020)
Wolfchase Galleria, Memphis, Tennessee (Growth150 2020)
Columbia Center, Kennewick, Washington (Growth150 2020)
Tacoma Mall, Tacoma, Washington (Growth150 2020)
The Shoppes at Carlsbad, Carlsbad, California (Growth150 2020)
Chula Vista Center, Chula Vista, California (Growth150 2020)
Cumberland Mall, Cobb County, Georgia (Growth150 2020)
Boise Towne Square, Boise, Idaho (Growth150 2020)
Glenbrook Square, Fort Wayne, Indiana (Growth150 2020)
Oxmoor Center, Louisville, Kentucky (Growth150 2020)
Towson Town Center, Towson, Maryland (Growth150 2020)
Coastland Center, Naples, Florida (Growth150 2020)
These are 183 stores confirmed to be part of the F200 list that Macy's is invested in. If anyone has any thoughts about stores that are omitted or some that need to be removed, let me know. If you work at one of these stores, but feel that sales have been slowing down a little, let me know also. (An employee told me about slow sales for the Pearland location that is supposedly F125). This is not some Macys corporate social experiment but I am actually researching so let me know any thoughts about this list.
All in all, the some stores in F125 may need to be in NN75, and vice versa, but these 180 or so stores all definitely part of the F200 list that they are invested in.
I have counted to be 183, tho I may be wrong.
This is a link to SBD's strategy going forward. It is an article from industry week with quotes from the CEO. You are welcome to draw your own inferences from this article. Even pictures of saw blades...
https://www.industryweek.com/leadership/companies-executives/news/55037934/ceo-stanley-black-decker-likely-to-sell-more-units
What we want:
Another layoff coming..... how far Ally has falllen ever since this new leadership team has joined is so very sad. Time for the board to wake the f up!!! Micheal Rhodes is on the spectrum, Hope is a mute, Lindsay is an absolute id--t. She was hired to drive deposit strategy, then she hires a guy to figure out strategy and he hires a guy to figure out strategy.... still no strategy! A bank with no products. A company with a decaying culture.
It's beyond a disgrace; how low can you go. Begging for shots to customers to keep the community healthy YET sell cigarettes is that for the health too? Begging for credit cards. Blow up birthday balloons that don't sell. What FOOLS. Beyond embarrassing. What a pathetic company.
Managing Director told us that previously discussed date of 10/8 might change because of “leakers”. They may be pushing back to later in month or November, but want to do it before Thanksgiving to avoid 1/1 Readiness impact. As if losing people won’t make 1/1 harder.
Crazy. Is this the Pentagon, where leakers will punished and beatings will continue until morale improves?
Also there seem to be no answers about strategy and goals for end of year, early next year or beyond, except for vague Lead to One support.
My gut tells me Evanko went in without a plan and doesn’t know WTF to do now. We will just tell everyone our products are now shipping through the open Strait of Hormuz. Cigna won the war!!!
I could not believe my eyes when I read the email yesterday from the leadership on new strategy. Dividing our markets into core, light and cross border will further weaken PP against Revolut outside US and Germany. And how long after Germans who travel outside and see everyone using Revolut decide to switch over themselves. This will weaken us against our competitors even further. I see share price and market share collapsing now to likes of Apple Pay and Revolut Pay.
ArsenalBio is undergoing a significant restructuring, laying off 99 employees to focus on in vivo CAR-T therapy. This strategic shift involves halting development of the company's ex vivo clinical assets. The biotech was once a strong fundraiser, securing substantial investments and partnerships. The company is now seeking new opportunities for its existing technology and assets. This move places ArsenalBio in a competitive field with several established players.
San Francisco, California
https://www.fiercebiotech.com/biotech/arsenalbio-sheds-most-staff-pivot-vivo-car-t
It’s a little weird right? How do Voyix strategic decisions or layoffs have anything to do with Atleos at this point?
Qualcomm produced nothing in AI. Failed to get into data center business. Modem losing market share. Laptop business getting nowhere. Poor employee moral. Investor day failed bad. Investors gave up on the stock.
Very bad situation with no way out
Many posts in why so many layoffs .
No mystery...look at the quality of Vz BOard and backgroubds. Then compare to Boards at AT&T and Other Dow 30.
It's so obvious the root cause of lack of strategy and execution.
Vz Board compliments of Hans DEI Noah Ark style.
I still winder how Dan claims he was ask 3X to take over from Hans.
Where was the Board sense of urgency?
The lack of honesty and transparency is on the Board.
As a result, lazy exeution strategy to layoff 16,000 and counting.
Reporting to Lesher in what they are calling a strategic advisory role as a vice chair of wholesale banking. Interesting to say the least!
Two things today, EH hires back a multi 6 figure role that was eliminated previously “it is needed to improve relationships”. Innovation and newness is what retailers want. What is needed is skim EH executive direct reports does the board really think it will turnaround the company? It seems the board keeps spending and spending while stock drops. Teams are burntout, LT keeps demanding performance. In a recent meeting it was alluded that working teams should feel privileged to work at Nk and be happy yeah cheerleader. Leading up to that was sorry we are lean staffed with heavy workloads but we have to keep the pace and without being grumpy. Its pretty clear LT wants to place the blame on the staff as if the lack of LT strategy and decision making isn’t to blame. Its easy when you make the plus six figures to push the blame on someone else. LT is completely out of touch with their teams. LT should acknowledge their involvement in the state of the business, just be honest. And feel some real sorry, see it from the working peoples side.
It makes no sense. Anyone has a plausable explanation?
I know people have strong opinions about this.
SpaceX may need 1.5 million small cells to compete with TMO to bad Crown caved to Elliott management and no one would listen to JB. Now Crowns is a singular business with no growth
If our CEO spent a little less time on social media maintaining his network and relevance for whatever his next role might be—and a little more time actually leading this company—maybe the rest of us would spend less time on Layoff.com wondering when the next restructure or round of layoffs is coming.
Employees cannot focus on growing, innovating, and thriving when they are constantly waiting for the next shoe to drop.
Leadership isn’t about likes, visibility, or staying relevant in your network. It’s about giving your people a strategy they can believe in, creating stability, communicating a direction, and actually executing.
We don’t need another LinkedIn post.
We need you to do your damn job and lead.
0 Vision and Strategy
0 Themes
0 Epics
0 MVPs
0 Features
0 User Stories
0 Tasks / Subtasks
3 Bug Fixes
Anyone else seen the culture take a nose dive for the worse since February? People stressed, checking out, listening to coworkers get screamed at on calls by on fellow coworkers and nothing happens as a result of the unprofessional behavior. Departments fighting with one another. Not agreeing on the direction to take on projects or even the go-forward strategy for the company. People sending nasty, sarcastic emails to one another. Terrible!
I'm assuming their goal with that was to get people to quit on their own, so I'm just wondering if it worked on anybody.
BNY doesn't seem interested in keeping talented employees. They're paying some truly great people to walk out the door with each new layoff. I don't understand the strategy. You pay people to join, you invest in them, and then you pay them to leave? The math doesn't add up.
Is their strategy to hire more VPs and fire people who understand the business? Veritas - if you are reading this...you are stressing out the staff and ruining what should be a profitable well run business. Stop hiring d-mb VPs who don't know the business and start taking care of your long-time staff. Your bad decisions are risking the point of no return. Who's going to buy this business when our competitors can wait for bids and just take our contracts. HMS used to be a great business but everyone who remembers the 'good old days' is gone. The executives are waiting for their big payday and couldn't care less. This is a model of how not to run a business or how to run a decent business into the ground. If you are an executive: Make smarter decisions or resign! The good staff at Gainwell are tired of this sh-t! Veritas should be embarrassed at how this acquisition turned out! You are a bunch of losers!!
Thoughts? They’re in the transition, why not? Shift a bit of sakes sales.
Less risk and guaranteed a cut for Senior Leadership.
What's next on the block?
What are the benefits of having him represent AT&T?
Now that AI and Big Tech are officially falling out of favor on Wall Street, how long until Jim pivots and claims his "big bet" on AI was just a victim of bad timing? Place your bets, but historically, he usually clings to a fad for about a year before quietly shuffling away.
What amazes me is how he always gets away with it. How many trends does this guy have to chase just to sit at the cool kids' table on Wall Street? Why doesn't Bill see through this? Sometimes chasing the shiny new thing doesn't pay off, to the tune of $20 billion.
First, it was autonomous vehicles Argo taxis, because every American loves to rent their car. "They'll be here tomorrow!" Then it was subscriptions. "Wait, no, energy, were an auto battery supplier now! Wait no one wants them, how about energy storage, anyone? !" And now? "Data centers and defense! That’s the ticket!" Affordable, sorry guys, that was Mr. Trump, which Jim referred to as the "return of common sense", after cursing him for stripping the EV dream no American wanted.
Does anyone remember the genius of the scooter or the inflatable bike? We're growing they exclaimed, we went from 5 employees to 500, that's progress!
Hehehe. OMG, what a bunch of 🤡🤡🤡 at the helm...
To: Dan Schulman, CEO of Verizon
Dear Mr. Schulman,
As a dedicated stakeholder, I want to acknowledge the ambitious goals set for Verizon. Reclaiming market leadership and maintaining a dominant industry position is a vision we all share. Navigating a hyper-competitive landscape requires a strong strategy, and the need for organizational evolution is well understood.
However, I wish to offer constructive feedback regarding the current implementation of this strategy. While cost efficiency is a standard business lever, a heavy reliance on continuous workforce reductions has created a culture defined more by uncertainty than by innovation. Significant personnel losses deplete institutional knowledge and place immense operational pressure on remaining teams. When workloads increase while teams face ongoing structural changes, morale and engagement inevitably decline. Furthermore, these internal pressures appear to be manifesting externally in our service quality with multiple network and system outages we have seen recently. Long-term corporate value relies heavily on the stability and well-being of the professionals executing the strategy.
Since the broader transition to 5G, there has been a noticeable shift in network performance compared to the legacy 4G era, with users occasionally experiencing connectivity gaps in high-traffic or residential environments. Verizon’s primary competitive advantage has historically been its gold-standard reliability. Prioritizing aggressive cost-cutting over network excellence risks erasing the differentiation between us and our competitors. To protect the customer base and reduce churn, a return to highly available and resilient network is essential.
I urge you to consider a more balanced approach to this transformation—one that prioritizes technological innovation and infrastructure over continued personnel reductions. Let us ensure Verizon leads the industry by investing in groundbreaking products and services that competitors cannot easily reproduce. A long-term legacy is best built on technical superiority and a motivated, stable workforce.
Thank you for your time and leadership in considering these operational perspectives.