#team

What’s the latest win from our amazing Exploration team?

If you are hooked in such teams pay attention on how long people in the team worked for IBM, if you find they have been in IBM for 35-40 years you are in a hook, just run, run, run from such teams. The point is those 35-40 years in IBM people do already nothing but they have to create a shield to protect themselves, if they happened to create such a shield, they are protected for at least 4-5 years, but not you, and you will be kicked out.

Our Lead to One vision is to know the people we serve better, understand what they need, and use the full capabilities of our company to make their health care more affordable and more personal.

To deliver on our vision, one element of what must change is how we work. Through conversations with you across the country, and our recent Insights Survey, we’ve been listening. You have told us you want clearer priorities, greater understanding of decision rights and accountability, and more authority to make decisions. You have also been candid about the barriers that slow us down: too many layers and handoffs, complicated processes, fragmented ownership, and work that is not always connected to our highest priorities.

Accelerate to One is part of how we will address these opportunities and drive our Lead to One vision forward in the dynamic environment in which we operate. This multi-year initiative will help us simplify, modernize, and spend smarter while improving the effectiveness of our workforce. Accelerate to One has several components: We will stop or reduce work that is not aligned with Lead to One, streamline processes and external spending, use our global capabilities more effectively, and take advantage of technology and AI to rethink how work gets done. We will also evolve our workforce and organizational structure so decisions can be made closer to the work with clearer ownership and leadership accountability.

I want to be transparent: This work will change the shape and size of our workforce, resulting in fewer managers and employees. As our work changes, we must make choices about the capabilities we need, how teams are organized, where work is performed, and the number and types of roles required. Some roles will change, some work will move, and some positions will be reduced. We are beginning to make those decisions now. Leaders are beginning a thoughtful review of their organizations, starting with the outcomes we need to deliver. They will examine where we can simplify our organization, reduce duplication, prioritize results-based activity, clarify decision rights, and concentrate resources on the work that creates the greatest value.

Organizational plans will be developed over the coming months, with implementation beginning in early 2027. Given the importance of Jan. 1 in our industry, we want to ensure the organization can remain focused on delivering uninterrupted access to care and strong service experiences for our clients and customers. We will share information as decisions are made. We will communicate as clearly as we can, acknowledge what remains undecided, and treat every colleague with respect. As always, colleagues whose roles are affected will hear directly from their leaders. When I listen to our teams, I hear a consistent message: We can move faster. We can reduce handoffs. We can put decisions closer to the people doing the work. And we can free up more of our time and energy to focus on what matters most: delivering on our mission and serving people better. That opportunity is in front of us with Lead to One and with building an organization that makes it easier for talented people to do great work and deliver personalization at scale.

We have consistently evolved over time, and this is no different. Next year, we’ll mark 235 years as a company, and we know that kind of longevity doesn’t happen when standing still. We must keep evolving – it is what enduring companies do. We also believe you deserve visibility into where we’re headed. So, we’ll continue to be transparent about this work, including what has been decided and what hasn’t. Our goal is to build a company where our people can do their best work and where, together, we can do more for the people we serve. We have a clear vision, talented people, and meaningful momentum. All of the components of Accelerate to One will help us leverage our strengths to continue leading for the future.

a senior member of the finance team resigned over the weekend.

In our team meeting today, our SVP asked for patience and stated they didn’t have everything figured out yet. But they were able to eliminate positions based on loosely applied criteria. Crazy how the CB SLT is completely in tact yet have some of the most incompetent leaders in the industry.

Join the list of those who were lied to. Pure Frac, you aren’t alone. As far as promises go, the only thing we were promised is - You. The promises you were given - hear say of course - will keep your “future employed” as disgruntled as WE are now with the only change being a new pair of coveralls. The promises being from the same contact that tied my severance to the hope of you making the best of a failing fleet of equipment. We know this isn’t YOUR fault, YOUR promise, or YOUR problem. There are some of us who want this to work, to work for you & with you. Do not rely on a promise from a team who only cares for their shareholders pockets, because they’re only trying to make you empty yours.

One more day of cleaning up billing issues in large part because of incompetence of offshore team. How is this company surviving? Husband used to be in sales here, was smart enough to leave. Said every old colleague in sales he talks to is looking. I know my team is as well!

Another rebuild. Perfect. New coach. New system. Move some veterans, bring up the cheaper young guys and tell the shareholders to be patient.

Meanwhile, we still can’t win a face off, clear the zone or score a damn goal.You can only shake up the roster so many times before you start wondering if the guys on the ice were ever really the problem.

I’m sure another restructuring will fix the power play.

Checking in on my peeps. Please share the RIF impact on your team and what market you’re in.

South - several care coordinators (SICCs) and managers. Unsure of numbers

Half my team was laid off yesterday and none of us seemed to have saw it coming. Wish i had known about this site before today so i could have been prepared

Good morning, team. 😊

First of all, I want to thank everyone for being here today, especially those of you who managed to arrive without turning a minor scheduling conflict into a full-blown emotional support emergency.

Truly inspiring.

Today, I want to talk about leadership. Specifically, how we lead a team of people who apparently believe that every task is unreasonable, every change is a personal attack, and every expectation is something that should have been discussed in a committee.

Because here’s the thing: leadership is not the art of making sure nobody is ever uncomfortable. It’s the art of getting things done while everyone involved develops the resilience to survive an email.

I know change is hard. I know accountability can feel uncomfortable. And I fully understand that sometimes, things don’t go exactly the way we wanted.

But at some point, we have to ask ourselves: are we facing a genuine obstacle, or are we simply experiencing the consequences of being asked to do our jobs?

Because those are two very different things.

Imagine if, instead of responding to every new responsibility with a 14-part explanation of why it’s inconvenient, we simply assessed the situation and figured out what needed to happen.

And imagine if we could receive constructive feedback without behaving like someone had just revoked our streaming subscriptions and canceled our three day weekend.

I am not asking anyone to be perfect. We all make mistakes. We all get frustrated. We all have days when the last thing we want to do is deal with another person’s nonsense.

The difference is that SOME people manage their frustration, while OTHERS apparently believe it is a team-building exercise to make sure everyone else experiences it with them.

And respectfully, we ARE going to GET TO WORK on that.

I realize that may be a difficult message to receive. Please take whatever time you need to process it. I’ll give you a moment.

Because I know that complaining is easy. Criticizing is easy. Name calling is easy. Let's stop confusing resistance with constant negativity.

Until then, I remain committed to supporting your growth.

Because apparently, we still have some growing to do.

Thank you. Let's get to work. 🙂

Not a single other person on our team was affected (so far). I'm not sure if I should celebrate or worry.

If you read SC email, looks like Comcast has officially announced its new starting lineup. New leadership assignments, a reshuffled roster, and a leaner bench.

In Comcast fashion, there will be plenty of turnovers, missed assignments, and a coaching staff wondering why the offense isn’t clicking.

Anyone else looking at this lineup and predicting a first-round exit? Discuss.

Not my team but a peer team was just pulled into a meeting, the whole team plus their manager was laid off. About 12 people. Whole meeting only took like 10 mins.

I noticed we have an unannounced surprise guest from HR (contractor) on a team call this week. I wonder what that’s for?

Not part of any team that has been announced here thus far. It’s been a trip!

15 minute quick touch base on my calendar was added for first thing tomorrow with no agenda. Same thing happened to two other people. Is this the start?

Is there even a slim chance this is not layoff related?

Exceeds expectations: you did your job and the jobs of the three people laid off in February.

Meets expectations: you did your job and quietly updated your resume.

Needs improvement: you asked why the team is smaller but the workload is bigger.

Does not meet: you badged out at 4:59.

It is wild how quickly a strong team of employees (Direct channel) can fall apart under the wrong leadership.

Once they put the two channels together everything started falling apart.

How does a powerhouse team disintegrate over the past 2 years?

Why are the people at top not looking at previous scorecards prior to putting the channels together compared when they were separate.

The smartest managers that were at the top for years are now at the bottom. What changed? Only management.

Of those laid off - was it 100% of your team so that you’d have to reapply for your jobs?

For those who have already been impacted- did your whole team get let go? Did anyone make it through? Maybe it’s that we all have to apply for a reduced number of jobs?

A few honest things about this team: we have access to clinical data at a scale that would take a startup year to build through partnerships, and the ability to deploy to millions of people from day one. We also sit inside an enterprise, which means some things take longer than they would at a seed-stage company. We've structured the team to minimize that friction — and we're direct about where it still shows up.

wtf

When I first joined Fidelity my team/business unit were almost entirely in one building. We had a small India team but on the whole we were co-located. Over the years with technology and pandemic everything fractured and folks were more and more on little islands. Now, there are maybe 10 people out of the hundreds I work with that are in the same location.

I suspect that the long term goal of RTO is get back to a heavily co-located site strategy and they are trying to figure out how small the team can be to reap the benefits of co-location. I don’t think it will reach the “whole business unit” level, but I think we will see more and more location locks happening for job postings as the move for building capacity strategy to team co-location strategy.

In five years things will look very different.

If your tl scheduled a " mandatory team meeting " for the middle of your day off would you go?

So the list is still not finalized yet? Any director level folks here, can you confirm?

Sr. Marketing Strategist here. Was notified yesterday. Team was impacted greatly.

Neri promised transitions with “the highest level of care and compassion,” but for many of us it was a scripted call, severance number, a portal, and then your own team ghosting you like you did something wrong.

Westlake - Full RTO announcement coming end Q1. All non-client facing associates are required back in full time in Q3. They will be renting a building in Plano and will designate certain teams to the site.

a whole team was removed (including mgmt) from CISO org ~10 people. Others just trimmed on the side. No one really talks about it

Anyone else join one of the people leader trainings this morning and hear how in-office attendance is tied to year end reviews? How does a leader track their team’s attendance/keep employees informed if they don’t have access to the tracking database? What a mess.

ESRO
IT
Mac Support
Zscaler

I would say ALL OF THE ABOVE, whatever teams they represent.

My team’s manager and senior lead were affected by the "reorganization". We now report to a new director. He does not yet understand how our team works. Some team members have too much work. Other team members have no work for a full week. Should we escalate to VP?

Very glad I sold my stock when I did. Wow this stock has dropped. Anyone else feeling the insane push from management? It's been brutal in our team.

What happens to us if we're further hit in the following cuts? Do those who are left get reassigned to other teams or are we expected to pick up the amount of work that is physically impossible to finish even if we work 24/7?

Are there several upstream ppl now in downstream like I see so many senior downstream ppl in Upstream roles. Is the reverse also true?

How many CM are feeling overwhelmed with the metric goal of 73.

1. How are you successful in addressing needs timely?
2. Any difficulties completing follow up timely?

We are encouraged to ask questions voice concerns, however if anything less concerns voiced less questions..