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CBN Reduces Staff Amid Strategic Realignment

The Christian Broadcasting Network has announced workforce reductions affecting approximately 8.4% of its U.S. employees. This decision stems from organizational changes and a need to focus resources on future growth. The media and fundraising landscape has shifted, prompting CBN to streamline operations. These changes are part of a broader strategy to reallocate resources effectively. The organization stated it remains committed to its mission and donor stewardship.

Virginia Beach

https://www.13newsnow.com/article/news/local/mycity/virginia-beach/christian-broadcasting-network-cbn-layoffs-virginia-beach-vb/291-75af7d52-4852-4704-84aa-87cee25b45a3


Why not offshore everyone but sales

I do not understand why Xerox can’t be bold and offshore all non-direct-client roles (sales basically). It is part of the strategy but in typical Xerox way is not implement properly or fully. Always exceptions to dilute the impact. No need for anyone who does reporting or bookings or planning to be onshore. No need for service delivery unless actually at client sites as part of contract. No need for sales operations or sales support or bid management or sales specialists or solution consultants to be onshore. There’re is the technology and hybrid ways of working that can make these happen if someone would just be bold. Sounds drastic but we are in drastic times and where it been done it works.


Aurora Therapeutics Shifts Focus, Cuts Staff

Aurora Therapeutics has discontinued its lead gene-editing program targeting phenylketonuria. This decision stems from increasing competition within the field. The company also confirmed that "several" employees have been let go as a result of this strategic pivot. Aurora remains committed to developing gene editing solutions for rare diseases. They plan to focus on novel technologies addressing significant unmet medical needs.

San Francisco, California

https://www.biospace.com/business/bespoke-gene-editing-outfit-abandons-lead-program-cuts-several-employees


A Crown Castle + Starlink Partnership Could Redefine Wireless Infrastructure

Why just wait, let’s act! Crown Castle’s nationwide portfolio of communications infrastructure provides an ideal platform to accelerate Starlink’s vision of a hybrid satellite and terrestrial network. By integrating Starlink equipment and direct-to-cell technology at select Crown Castle sites, SpaceX could rapidly expand coverage, reduce deployment costs, and improve resilience without the time and capital required to build an entirely new terrestrial footprint.

For Crown Castle, the partnership would create a new source of long-term infrastructure demand as wireless networks evolve beyond traditional macro towers. Instead of viewing satellite connectivity as a competitive threat, Crown Castle could position itself as the preferred infrastructure partner for next-generation hybrid communications.

Together, the companies could:

  • Extend reliable connectivity into rural and underserved communities.
  • Strengthen emergency and disaster-response communications.
  • Reduce cellular dead zones through integrated satellite and terrestrial coverage.
  • Accelerate deployment of direct-to-cell services using existing infrastructure.
  • Create a scalable model for the future of global wireless connectivity.

A partnership would allow each company to leverage its core strengths: Starlink’s advanced satellite network and Crown Castle’s extensive terrestrial infrastructure. The result could be a faster, more cost-effective path to building a truly seamless communications network than either company could achieve independently.

We don’t want to wither away right? Can someone please get this going - both in Texas it makes sense!


Dan Strategy to not have a Strategy

I must say.. initially I thought Dan did not have a strategy. But when Board member said he didn't want to get ahead of Dan on strategy it's now obvious.

Dan's strategy is to rebalance expenses and eliminate Han's DEI stink.

How? Appoint Consumer President and Consultants outside of legacy Inept Vz Execs to reset Verizon for aquisition.

There is zero operational/marketing strategies for growrh on purpose.

Buckle up!


Morgan Stanley Consolidates Wealth Units, Cuts Staff

Morgan Stanley has merged its Field Risk and Service units within its wealth management division. This consolidation aims to streamline operations and improve collaboration among staff supporting financial advisors. While the total number of affected employees is unspecified, some regions saw a significant portion of these operational roles eliminated. The company stated these changes align with its strategy to scale its operating model. These layoffs are distinct from a broader reduction in force that occurred in March.

https://www.advisorhub.com/morgan-stanley-lays-off-field-risk-service-staff-in-wealth-unit/


solution is break UP!!

I have previously proposed in this platform that Nike's answer will be split the company in few different segments and run separately with each segments with its own CEOs who reports to one Big CEO.
That idea was shut down by just about anyone in this site (if they are still in here).

So a year has passed since that exquisite moment and we are sinking more in the mud. It was ankle deep but now it is knee deep.

So I want to ask everyone in this site.
Do you think that splitting company and running more independent is the solution?
Because it has been shown that Nike is too big and vast in sports/fashion industry for one guy, specifically EH and his cronies to fix it and turn it around.
And the little CEO that shows most result should be considered for next big CEO.


What does strategy team do?

What does the strategy team actually do?

They spend their time building polished, fancy decks, but there’s often no execution plan because execution isn’t part of their mandate.

I also want to build a rocket. But do I have the budget, resources, talent, or infrastructure? No. Anyone can propose ambitious ideas if they’re not accountable for delivering them.

So how do we justify the existence of these teams?

In the November layoffs, VCG eliminated entire strategy teams. Yet in the new organization, they’ve rebuilt another army of people doing…strategy.


Starbucks Boosts Financial Outlook Amid Turnaround Success

The coffee giant has again increased its annual sales and profit projections, signaling a strong recovery. CEO Brian Niccol's strategic initiatives have successfully revitalized customer demand for the company. This positive performance has led to a notable increase in the company's stock value. Starbucks is now anticipating higher global same-store sales growth and improved earnings per share. The company's focus remains on operational improvements and cost management.

Seattle, Washington

https://www.klsescreener.com/v2/news/view/1764571/starbucks-raises-annual-forecasts-again-as-turnaround-takes-root


Corus Streamlines Morning News Broadcasts

Corus Entertainment is consolidating its Global News Morning programs in Prairie and Eastern markets. This change follows recent workforce reductions within the company. A single regional edition will replace existing local morning shows. The transition is scheduled to be completed by the end of July. These programming adjustments are part of Corus's ongoing strategic review.

Toronto, Ontario

https://mediaincanada.com/2026/07/29/corus-consolidates-global-news-morning-shows-after-layoffs/


Interfor Relocates Corporate Hub to Georgia

Lumber producer Interfor is shifting its corporate support functions from British Columbia to Peachtree City, Georgia. This move aims to align corporate operations with the majority of its business, which is located in the US South and Northwest. This strategic relocation follows a trend of Canadian manufacturers moving operations to the United States. Interfor's decision is influenced by the significant portion of its sales and operations already based in the US.

https://woodcentral.com.au/interfor-corporate-functions-us/


AT&T will be forced into more layoffs

Starlink is GLOBAL revenue and its subscriber numbers will continue to surpass T. There is ZERO chance that T's fiber investment will be able to compete. That is the hard truth and layoffs WILL continue. You can NOT compete with a global market after you spent decades outsourcing your labor and support to India. You need to get the word GLOBAL in your head when you think about subscriber potential . T is a has dying has been.


Bold startegy

Rawool not even hiding it anymore, the new "President ai and innovation" was his intern out of college! Surely this has everything to do with competence and nothing to do with placing your own people to high paid positions while people who have dedicated their lives to this place get nothing. The jokes write themselves.


AI infrastructure in the COs

I saw this on LinkedIn. I doubt the COs have sufficient space and power to compete with traditional data centers but it’s interesting nonetheless.

https://www.linkedin.com/posts/aiuae_aiinfrastructure-digitalinfrastructure-telecom-share-7486679186003136513-rRJQ

Verizon disclosed a $1 billion dark fiber contract with Google on Friday's Q2 call, and Dan Schulman said the year-end line will run into multiple billions.

Most of the coverage will focus on the fiber-lease mechanics. The consequential fact is that an incumbent US carrier has been publicly repriced as an AI-infrastructure counterparty, and the fiber and central-office estate acquired for the mobile and consumer broadband era has become a scarce asset inside the hyperscaler build cycle. Schulman's own words on the call: "the build out of AI infrastructure across the United States is one of the largest capital cycles of our lifetime."

Three things from that call matter more than the headline number.

First, Verizon is retrofitting central offices into power-ready edge data centers under an AI Connect program. That is an asset-repositioning decision, not a product launch. Central offices sit inside metro power envelopes, they are already carrier-neutral, and they are the closest thing an operator owns to inference-ready real estate. Every European and GCC incumbent has structurally the same asset. Very few have decided what it is worth.

Second, Verizon called this revenue "success-based capex" with margins equal to or above the existing business. Read that as the wholesale infrastructure line moving from a cost-recovery bucket to a margin bucket. TowerCos and FiberCos went through the same shift fifteen years ago, and it changed how the underlying assets were valued.

Third, the third-party capacity that Alphabet publicly acknowledged buying "as a bridge" on Wednesday's earnings call now has a named US counterparty writing the first checks. The five-provider compute stack sits on someone's fiber. Two days apart, both sides of that trade have been quoted in public.

The $600 million five-year network-sharing business case I helped structure inside MNO taught me one thing about deals of this shape: the operator that wins the pricing does not have the biggest asset. It has the sharpest marginal-cost view of what that asset is worth to the counterparty. Every GCC incumbent has fiber, central offices, permits and metro power. The quiet strategic question is which one has the diligence discipline to price them inside a hyperscaler build cycle before someone else does.

The Verizon call on Friday was not a fiber lease announcement. It was the first public quote for a market that was priced privately until then.


IBM Is Managing Decline, Not Building Growth

IBM’s problem is not that the mainframe disappears tomorrow. It is that most new workloads are being built elsewhere.

AWS, Azure, Google Cloud and Linux are now the defaults for new applications, while IBM Z, AIX and IBM i increasingly depend on existing customers, transaction growth and hardware-refresh cycles.

AI is weakening the mainframe’s strongest defense: the difficulty of understanding decades of undocumented COBOL and business logic. Toyota’s use of Amazon Q to analyze legacy COBOL and support migration planning is a warning. AI does not need to replace the mainframe directly; it only needs to make leaving cheaper, faster and less risky.

IBM’s traditional software is also exposed. DataStage faces cloud-native ELT, zero-ETL, Redshift, S3 and Iceberg. Red Hat remains useful, but many customers can choose EKS, AKS or GKE instead of OpenShift—and Amazon Linux instead of RHEL.

IBM Cloud is not a credible fourth hyperscaler, and IBM is not investing in AI infrastructure at anything close to Amazon, Microsoft or Google. Its AI strategy increasingly depends on competitors owning the compute, models, distribution and economics.

Quantum offers no immediate rescue. IBM is a serious contender, not the undisputed leader, and commercial returns remain years away.

IBM has repeatedly acquired companies—Lotus, Informix, Rational and many others—without consistently creating lasting platform leadership. Continuing to buy software companies while distributing billions through dividends does not address the underlying problem.

IBM should make an honest choice: cut the dividend and reinvest aggressively, or break up and sell its valuable businesses while they still command premium value.

Harvesting legacy cash, buying another company and protecting the dividend is not a growth strategy. It is managed decline.


CFO on AI BS

Dominik Asam discussed the company’s enterprise AI strategy, explaining why businesses are becoming more focused on AI cost:

There is now a recognition that AI tokens are not free. Every enterprise we talk to is grappling with the fact that token spending is going through the roof.

There is now a recognition that throwing tokens, in a probabilistic way, at every problem might not be the most efficient approach.

There is also a fear of vendor lock-in, as certain models are starting to increase their prices.

That is why SAP has chosen a completely different architecture. I checked this morning, and we now have 58 large language models integrated into our AI platform.

This allows us to take advantage of competition across models, both in terms of performance and cost. We can also route each task to the most appropriate model.

Sometimes you do not need the most expensive model.

Even more importantly, sometimes you do not need a model at all. You can solve the problem in a deterministic, algorithmic, and easily auditable way by simply crunching the numbers.

At SAP, we have the ability to leverage all of these approaches.

https://vm.tiktok.com/ZN8JPBNvs/


Verizon 3.0

Verizon needs to skip Hans/DEI 2.0 and announce Verizon 3.0.

Verizon 3.0 is going back Verizon 1.0 and motivate/reward performance on results and execution. Call Denny Strygal/Ivan.

It's impossible to execute with current Board and C-Suite Team.

Go back to skip levels and ask high owrformers what needs to be done.

Start with VCG groups.. learn why desoite having superior fiber in SFU/MDUs over 25 years.. broadband still under 50%.

Then attack Small Businesx and remove sales friction.

The Vz Culture and lack of empowerment and leadership talent will ensure competition continues to as$ kick Verizon in marketplace.


Read the memo: Monday.com explains 20% layoffs to employees

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

New York, New York

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


Warsaw R&D Layoffs

At the meeting I was told my contract wont be extended and each of new-hires got the same message. So yeah, the Dell aka circus itself. Hire bunch of ppl in last half a year without actual strategy and now they are going to shut the place


AEG another den of scammers?

Given the headcount of AEG, we are heavily investing in AI. Our strength in AI chip design lies in the vast internal data within our tools, which can be directly leveraged by AI models, a luxury that customers and other AI chip companies simply do not have. That said, it is striking that neither my team nor neighboring teams appear to be working directly with AEG to integrate this AI into our tool workflows. It seems to me that AEG is another den of scammers. Meanwhile, we are laying off many contributing employees while expanding a group that lacks profitability, clear direction, and a viable strategy.


I call BS on IBM’s hybrid cloud strategy

IBM has a major gap in its product portfolio. We don’t make and sell devices that have GPUs. This is what enterprises are clamoring for AI training and inferencing at scale, which is way more powerful than the accelerators we have on IBMZ and Power. And IBM Cloud can’t compete against the hyperscalers, which are expensive, however ideal for running AI use cases at scale. We have a strong AI product portfolio, although so do a lot of companies. We’ve acquired a lot of companies that complement our core products and have a massive ecosystem. But most days, I wonder -
What does IBM even stand for? Where do we even belong in this rapidly evolving world?

I don’t believe IBM will fail. However we all, especially our Senior Leaders, need to really think about what we actually stand for. Not this BS hybrid cloud leader statement. It’s about crafting a real vision that inspires the world. It’s about culture change to invigorate low morale at the ranks. It’s about picking up this company and giving it a really good shake. If we don’t do something drastic, then the free fall will continue.


ExxonMobil’s “Make in India” Initiative and Viksit Bharat 2047

ExxonMobil has publicly stated that domestic manufacturing is a central pillar of India’s Viksit Bharat 2047 vision, and the company has launched its own “Make in India” initiative to help realize that goal ExxonMobil+1.

Strategic Alignment with India’s Goals
India’s Viksit Bharat 2047 aims to transform the country into a self-reliant, globally competitive manufacturing hub. ExxonMobil sees strong synergies between its global energy infrastructure operations and India’s industrial ambitions, particularly in heavy engineering, shipbuilding, and specialized manufacturing ExxonMobil.

Current and Future Sourcing
Current scale: In the last two years, ExxonMobil affiliates have sourced USD 100 million worth of equipment from India ExxonMobil+1.

Future target: The company plans to scale sourcing to billions of dollars by the end of the decade ExxonMobil+1.

Focus areas:

Mega modules — large, pre-assembled units used in petrochemical plants and refineries.

Energy infrastructure equipment for LNG, refining, and chemical projects.

Shipbuilding synergies — both industries require heavy engineering, specialized suppliers, and complex logistics networks ExxonMobil+1.

Why India?
India offers:

A skilled workforce in engineering and fabrication.

Expanding connectivity (roads, ports, railways) to support large-scale manufacturing.

Resilient supply chains that can support complex, high-value projects ExxonMobil.

Impact
By leveraging India’s growing engineering and fabrication capabilities, ExxonMobil aims to:

Reduce reliance on foreign manufacturing for its global projects.

Support India’s industrial growth and energy security.

Create high-value jobs and technology transfer opportunities in the country ExxonMobil+1.

In short, ExxonMobil’s “Make in India” initiative is not just a corporate sourcing strategy — it’s a strategic investment in India’s manufacturing future, aligned with its national vision for 2047.


After an Epic Fall, IBM Faces a Long Road Back to Relevance

The most amusing part of the article is the premise itself that IBM can re-achieve any sort of relevance after this decimation.

https://www.barrons.com/articles/ibm-stock-price-fall-sell-87657335

The blue chip’s biggest wipeout on record will force the company to reinvent itself—again.

By Mackenzie Tatananni |
Updated July 17, 2026, 4:27 pm EDT / Original July 17, 2026, 1:00 am EDT

IBM has been forced to reinvent itself many times in the past. After its biggest wipeout on record this past week, it will have to do so again.

Big Blue had been riding high. Yes, there were problems in consulting, as signaled by Accenture’s woes, and in software, tipped off by weakness in ServiceNow and its sector peers. But the stock was trading at an all-time high as recently as June 2 as investors looked at the company’s near-monopoly in mainframe computing, its quantum computing effort, and its prospects as an artificial-intelligence winner.

They were wrong. IBM stock tumbled 25% this past Tuesday, its worst single-day drop on record, following a rare pre-announcement of its quarterly results. Such a move is highly unusual for the company, which is traditionally disciplined when it comes to financial reporting. The last time IBM pre-announced earnings was in October 2008, in an effort to reassure investors it was on track to meet targets during the global financial crisis.

Investors faced a different reality this time around, as IBM posted second-quarter earnings and revenue that missed Wall Street forecasts. While there were plenty of problems—slowing software and consulting sales, a massive reallocation of technology spending by its customers to chips, servers, and other AI needs—the biggest drag on the company’s performance was its infrastructure business. That includes its legacy mainframes—the massive computers enterprises like banks and credit-card networks rely on to process billions of calculations and transactions in real time.

Big Blue is undoubtedly the dominant force in this space. A 2022 study by Celent, commissioned by IBM, found its Z Mainframe Servers line processed more than half of the world’s transactions by value. But that didn’t help the division’s performance during the second quarter. Infrastructure revenue fell, as expected, but the 7% decline was significantly faster and harder than IBM had anticipated. Not only did fewer companies buy the actual mainframe hardware, they also bought less of the high-margin software required for tasks like banking and credit-card payments.

CEO Arvind Krishna attributed the results to poor execution. “We did not adapt and move quickly enough, and numerous large deals failed to close on the timelines we expected, driving the majority of our shortfall,” he wrote in a letter to shareholders.

The 25% drop was massive—and partly justified, even as it erased nearly $70 billion in market capitalization. “The stock had become a crowded AI infrastructure winner and was trading near all-time highs, so any sign of execution issues was going to get punished,” says Dan O’Regan, managing director of equity trading at Mizuho Securities. “That said, a move of this magnitude suggests the market is now pricing in a much more prolonged slowdown than what management has implied.”

It didn’t help that analysts had set high expectations heading into the print. Morgan Stanley, for one, had predicted upside in infrastructure and software that was already priced into the stock. Oppenheimer, which downgraded the stock on Wednesday, had anticipated “no surprises in business trajectory,” making the sudden pre-announcement a true blindside.

Analysts were quick to move to the sidelines following IBM’s earnings miss, asserting that Big Blue would have to lean on major acquisitions or close deals that slipped past the quarter’s deadline to recover lost ground. Now Oppenheimer is questioning the company’s ability to achieve double-digit software revenue growth through 2027. The 5% growth in the latest quarter was sharply below the firm’s 12% estimate.

The bigger issue might be whether IBM’s infrastructure business itself is being disrupted. Even before Tuesday’s plunge, IBM stock had been lagging behind the broader market after stumbling earlier in the year as fears of AI disruption began to take hold. One of the most significant drops occurred in February, when AI start-up Anthropic unveiled a COBOL modernization playbook for its Claude Code tool, claiming it could dramatically streamline updates to the outdated programming language that runs on IBM mainframes. Historically, the immense complexity and cost of migrating off these systems protected IBM’s highly profitable mainframe business—a protective moat AI now threatens to dissolve.

IBM stock closed on Wednesday at 16.54 times 12-month forward earnings, its lowest price/earnings ratio since June 2024. But that says less about where IBM is now than where it was before. As recently as June 2, the stock was trading for more than 25 times, above the S&P 500’s 21.52—a premium valuation that might not have been deserved.

“Lower prices make an asset more attractive,” BNP Paribas analyst Stefan Slowinski says. “I just caution investors that, out of all the companies I cover, IBM probably has the lowest organic growth currently and the lowest organic growth outlook. That needs to be reflected in the valuation.”

Shares plunged 26% by Friday’s close, capping off their worst week in history. As tempting as it may be to scoop them up after such a tumble, IBM still has a lot of work to do.

In the worst-case scenario, investors fear that IBM’s enterprise clients—massive businesses with sprawling IT setups—are redirecting their budgets toward AI instead of Big Blue’s traditional offerings. At best, the company was simply caught off guard by a sudden capital expenditure shift, as Krishna asserted, and can reclaim that lost ground in coming quarters.

Slowinski is one of the most bearish voices on the Street, rating the stock at Underperform. “IBM’s strategy is to use its cash flow to acquire higher-growth software assets in order to improve its growth profile,” he says. “But it has a business in consulting, in software, in mainframe, where all of them are low-single-digit organic growers. And the prospects of that improving organically is very slim.”

As Mizuho’s O’Regan sees it, the setup from here depends less on the AI narrative and more on management proving it can consistently execute.

“The market wants proof that this is an execution stumble, not the beginning of a structural slowdown in demand,” O’Regan explains. “As a stock, the days of getting the benefit of the doubt are probably over for now.”

At least until the next metamorphosis begins to take shape.


IBM Doesn’t Have a Deployment Problem. It Has a Truth Problem.

Another reorg. Sold as agility, felt as whiplash. Leadership didn’t even wait for the planned date — they tore up a structure barely a year old and rebuilt it mid-year, with zero regard for what that costs the people living through it. The stated reason: “boost software deployment.” The real reason is simpler and darker.
IBM has spent years buying growth instead of building it. Every quarter, another acquisition gets folded in, rebranded as “software strength,” and used to justify the next reorg. Strip out the acquisitions, and the growth mostly disappears. This isn’t a strategy. It’s a treadmill, and shareholders finally noticed — the stock just had its worst single day in the company’s history.
The money to keep buying is running out. Debt keeps climbing. Buybacks have been frozen for years because the company is still “digesting” its last purchase. Cash meant for growth is quietly being redirected to service the last deal, not fund the next one. When a company can’t return money to its own shareholders, it’s telling you something about how thin the cushion has gotten.
And the sales playbook is exhausted. For years, big renewals were “won” by reshuffling the same contract — discount here, markup there, call it a signing. Do that once, fine. Do it a third time on the same account, and there’s nothing left to move. Customers aren’t d-mb. Many are also sitting on mountains of software they were sold and never deployed. Asking them to sign another restructuring on top of shelfware gathering dust isn’t selling — it’s asking for patience that ran out a while ago. That’s the real story behind “large deals failed to close.” It was never about speed.
So here’s what a summer reorg actually buys: nothing, fast. Territory changes take a quarter just to stabilize. Real deals take six months to a year to close. Launch a reorg in July, across a holiday season when half of Europe is offline, and demand results in Q3 — and you’ve built a machine engineered to fail on schedule.
Except failure doesn’t cost everyone the same. IBM books the reorg as a clean, one-time charge and moves on. Sellers absorb the real cost: quotas that don’t shrink to match a broken calendar, commission checks that quietly get smaller because targets were unrealistic from day one, accounts inherited mid-relationship with no memory of what was promised or already burned. When the numbers come up short, it won’t be called “the reorg cost us a season.” It’ll be called underperformance. The same event, blamed upward as strategy and downward as failure — a strategy that costs nothing on the way in and everything on the way out, just not for the people who designed it.
That’s the pattern worth naming out loud: a company that has run out of things to buy, running out of ways to reshuffle what it already sold, paying for both by quietly shifting the bill onto the people closest to the customer.
Another reorg won’t fix that. Only shipping what was already sold will.