#toxic

Lost 1/2 the value
Created a seriously toxic environment
Off-shored Countless Jobs
Made a lot of bank
Fu---d this place up
Drove out the best of the best
Hired a bunch of mo--ns
Made a lot more of bank
Made like 3/4 of the people scared they will loose their jobs
Fu---d this place up, team! GO Fuchsia!

"The strategy is solid, the momentum is real and I’m fully committed to seeing this through until we name my successor" (help, get me out of here, stat! AAR please!)

I'm thankful that I survived another week at this place. I need these two days off coming up this week just to try to survive until I can get my EIP in March and leave. I set this as my main goal for myself and hope many of you will do the same. Get out of this soul ki-ling place. It seeps into every aspect of your life and the toxic environment corrupts everything it touches. Do not convince yourself this is the way things have to be, this is not living, it is just surviving until the next week. Waiting for the next calamity, next insane idea, next toxic leader or next reassignment inyo a horrible role. Sad place....this Snake Farm!

BNY has never been about performance, it’s always been who you know. I left years ago because I got tired of the dead-end grind and the constant politics. The culture is still toxic and unprofessional, and anyone still there should take a step back and see what they’re really part of.

It was a privilege to host Bridget Engle, in Charlotte for a deep dive into our technology strategy and execution.

I was incredibly proud to see our teams demonstrate how they are turning that strategy into reality. From Al-driven (All Indian Driven) automation to engineering next-generation payment platforms, the focus was squarely on impact - delivering powerful, secure solutions that create real-world value for our customers.
These sessions are vital. They connect our enterprise vision directly to the teams on the ground and reinforce our shared commitment to solving complex problems that will advance the future of finance.

At Wells Fargo, we are dedicated to leading that charge. It's our people who are making it happen.

#layoffs #allIndian #downsize #toxic

BNY Mellon recently declared that “culture isn’t built in conference rooms—it’s built in moments like this,” referring to a stationary bike marathon.

One bike, eight hours, and a simple question: How far can we go when everyone contributes their energy to a shared goal?

Apparently, the answer is: not very far, especially if the goal is building a healthy organizational culture.

THE THEATER OF PEDAL-POWERED CULTURE

Let’s pause to admire the sheer audacity of this metaphor.

Culture, we are told, is not about trust, transparency, or leadership—it’s about sweating together in a room while hashtags flutter overhead like corporate confetti. (#BNYLife, #BNYBetterthanSlicedBread, #FreeCoffee, #EmpathyLivesHere, #WellnessinLayoffs…)

Employees were encouraged to cheer, laugh, and pedal as if their collective energy could erase the memory of strategic missteps, toxic work environments, and the erosion of morale.

It was less “culture in motion” and more “culture in denial.”
The strongest cultures, we’re assured, are defined by shared experiences. True—but those experiences usually involve competent leadership, clear communication, and respect. Not a spin class disguised as a corporate epiphany.

FAILED LEADERSHIP: THE REAL RESISTANCE SETTING

BNY’s leadership seems convinced that culture is a cardio exercise. Yet the risks of failed leadership are far more serious than a skipped workout:

• EROSION OF TRUST & MORALE: Employees don’t lose faith because they missed a turn on the bike. They lose faith when leaders fail to demonstrate character, competence, and connection.
• POOR STRATEGIC EXECUTION: Pedaling in circles is a perfect metaphor for what happens when vision and goals are disjointed. The bike goes nowhere, much like projects derailed by ineffective communication.
• TOXIC WORK ENVIRONMENT: Micromanagement and favoritism can’t be fixed with cheering. Burnout isn’t solved by hashtags.
• DECLINE IN PRODUCTIVITY & INNOVATION: Employees aren’t reluctant to share ideas because they lack cardio endurance. They’re reluctant because poor leadership discourages collaboration and risk-taking.
• RESISTANCE TO CHANGE: Leaders who cling to outdated processes create stagnation. A stationary bike is, after all, the ultimate symbol of motion without progress.
• FINANCIAL & REPUTATIONAL DAMAGE: No amount of sweaty selfies can offset declining market and client confidence or reputational hits.

Culture isn’t built on hashtags—it collapses under them.

WHAT A HEALTHY CULTURE ACTUALLY REQUIRES

A healthy culture is not defined by how many miles a stationary bike records. It is defined by:

• TRUST & TRANSPARENCY: Leaders who communicate openly, even when the news is hard.
• STRATEGIC CLARITY: Goals that align with reality, not spin cycles.
• RECOGNITION & FAIRNESS: Environments where employees are valued for real contributions beyond their ability to pedal.
• ADAPTABILITY & GROWTH: Investment in skills, technology, careers and people—not just in stationary bikes.

Culture is built when employees feel safe, supported, and respected—not when they are asked to cheer through layoffs disguised as “shared energy.”

CLOSING SPIN

BNY’s leadership insists that “the strongest cultures are defined by what people experience together.” True enough. But what employees are experiencing together is distrust, burnout, and the gnawing suspicion that hashtags are being used as wallpaper over cracks in the foundation.

Culture is not built on hashtags or stationary bikes. It is built on character, competence, and connection. These traits are somehow not found in our current senior leadership.

Until BNY trades its spin bikes for self-awareness, accountability, and genuine investment in people, the only thing truly “in motion” will be the revolving door of talent being intentionally shoved out the door or willingly heading for healthier organizations.

nothing is waiting good for you here, dont do this to yourself again in 2026

What’s the details on your team? I’m tired of all these group chats with depressed people

Ever since the layoffs, it’s been crystal clear: Target doesn’t have the desire to do another formal RIF, so they’re trying to make the rest of us rage-quit instead.
The new SVPs openly don’t trust any of the remaining VPs because they’re “holdovers from the Brian Cornell personality-cult era.” That distrust trickles down hard — directors and Sr. directors are getting micromanaged into the ground, skipped in meetings, or flat-out told their opinion doesn’t matter because they’re “old Target.”
And now the latest insanity in Target Tech: they are MANDATING that story pointing be “consistent” across the entire org — one point = one ideal engineering day. Doesn’t matter if you’re on a legacy spaghetti codebase or greenfield green-grass stuff, doesn’t matter if half your sprint is fighting Prod fires or on-call — 1 point = 8 hours or you’re “underperforming.” They’re literally we-ponizing story points to create impossible velocity goals so they can PIP people who can’t hit the made-up numbers.
Hours are creeping up, recognition is gone, morale is in the toilet, and every standup feels like a performance review. Classic constructive discharge playbook.

Years of layoffs have made a very toxic work culture. People do not want to help their coworkers because they are afraid they might be the next person looking for a job.

You cannot have a work culture where you lay off the most experienced people because they make more and expect those same people to mentor younger employees. Instead, you have created a culture where no one wants to help anyone.

I’ve been with this toxic cesspool of a company for about 6 years. How much severance will they give me?

Here's an scheme to detox Amazon:

1) Eject Andy and his entire S-team.
2) Close 80% of offices. Go remote first (i.e. remote like the Cloud).
3) Remove 70% of managers, keep the top 30% based on team feedback/metrics.
4) Get rid of LPs. Stop saying that it's day 1 - Amazon has operated since July 5, 1994 - i.e. at least day 11000 (for those that can count).
5) Get rid of Forte, PIP, and URA targets.
6) Modify the hiring process so that most talented candidates are actually hired! Actually look at/study their background.
7) Reassign ICs to teams where they will grow and perform well.
8) Make comp way more competitive (i.e. Meta, NVIDIA, Netflix) and with actual refreshers.
9) Stop supporting Republicans tyrants!

You have people that don’t want to share success in a toxic work environment in some groups.

You have people, everyone, that hates training. Why train a guy who’ll outshine you? May not be in your best interest to give the best knowledge to this guy, or that guy, you need to be the king don’t you? This is a real issue not many talk about.

You have engineers that don’t know their own tools. And for the longest time, majority of the engineers never showed up on sight until fairly recently.

You have engineers that compete on levels rather than working as a team. For example, the H1B invaders 100% will throw you under the bus or like the other said take credit for work or blame you. I found it hilarious to see a bunch of HR people from India firing Americans.

The US pumps out stem more than any other country on earth we do not need hoards of H1B fake talent and fake degrees. India is severely overpopulated I can understand why some people are concerned about their huge numbers and they very much stick with their own and favor their own yet you might have a few Indian friends you like. Eventually this will reach a point where they’ll all need to go back to India. They are not needed at all. They are here for cheap labor and will promote more H1B in invading numbers to come work for near 30 days a month on a what often is a poor salary.

Most American corporations do not respect TCS. They only put up with TCS as they have the cheaper billing rates in the industry, just warm bodies filling up a chair. With the new Trump H1-B $100K visa rules, those bodies are disappearing from the client site.
TCS has no interest in the employees, they just want them to generate revenues.
No wonder TCS abuses their employees.
TCS su-ks.

A simple google search would tell any prospective employee to stay away… not to mention threads were people are trying to piece together what’s going on because leadership is being super shady. It screams toxic in the worst possible way.

She called me excitedly to share the news. I really didn’t have the heart to tell her how bad of an idea I thought it was, or how I don’t think he’ll last more than a few months in this toxic atmosphere. He’s too nice of a guy, and you need to have a much thicker skin and fewer scruples to survive here. I almost feel like an a--hole for not warning her, but what good would it do?

Pretty convenient that someone had a note card to trigger the prepared statement to have a Dad talk with the entire company. If you respond other than how we expect you to respond get ready to get in line! And tears!

Article:

Toxic Work Culture On The Rise At GM Following IT Leadership Changes, Layoffs

• Summary: A GM Authority report describes rising employee discontent tied to stricter performance policies, remote work rollbacks, and rounds of layoffs across software and IT. Sources cited internal turmoil following leadership changes and site closures.

https://gmauthority.com/blog/2025/11/toxic-work-culture-on-the-rise-at-gm-following-it-leadership-changes-layoffs/

People are exhausted, wasting hours every week commuting just to sit in overcrowded offices on calls they could’ve done better from home. There’s zero trust left between leadership and employees, and every new “presence report” or “compliance check” only drives the wedge deeper.

Instead of showing empathy or even basic flexibility around the holidays, leadership doubles down like robots with no understanding of how real people live and work. Every decision is designed to make life harder, not to make the business better.

And for what? Headcount cuts without severance to fake numbers to Wall St. so we can pretend like the company is in good standing and stink can pull his Golden parachute right before the Sh!t hits the fan?

The people who are sticking around just to reach retirement aren’t the future of this company. The ones leaving, the under 50 high performers, the problem solvers, the people who actually care are the ones you should want to keep. But you’re pushing them out, and they ARE leaving.

If this continues, in five years AT&T will have gutted its talent base completely. The knowledge, the innovation, and the passion that built this company will be retired or gone for the “industry standard” hybrid or WFH arrangement. Anyone left will be the low performers with no options because nobody new is joining this toxic company. That’s not leadership, that’s destruction disguised as discipline.

It’s time to stop pretending this is working. Bring back flexibility, rebuild trust, and give people a reason to stay.

So to sum it up, not a bright story tho... Layoffs at D&B started last week, WFH folks got hammered the most... We dont have the final number, it's likely between 150 to 200 employees.

Dpts with reported hits are: Product, Sales, Delivery, Cybersecurity, and IT. There were some smaller cuts Dublin and there are rumots that Canada is next.

No WARN notices have been filed, this probably means that no more than 50 folks were cut at a single location. Folks with long tenures got decent severance, it su-ked for folks that joned recently.

The patterns continue, micromanagement, privacy invasion, mandatory cameras, weekly work reports, Sapience tracking software use etc. Big Brother is watching. Also, C-level continues to su-k ba--s and Clearlake Capital is calling shots... They are loading us w/high debt, they are milking cash flow, our AI is just stupid (heh) and customers are not stupid, so they are not buying it. Toxic culture reins supreme.

We'll VERY likely see additonal cuts next year, they will keep restructuring and selling asset.

Wells Fargo is a nightmare to work for. The environment is toxic, and people are getting laid off constantly. If you're considering joining, don't.

I used to be happy working for Dell, but I feel stuck now—I can’t quit because of financial commitments and the years I’ve invested, waiting for the payout.

My organization is full of imposters being carried from quarter to quarter. Other teams are being squeezed so much that disgruntled—or maybe just demotivated—workers often ignore you.

Support teams are being shut down. We’re forced to abandon tools that work and adopt others that mostly don’t. And then there’s the bootlickers posting LinkedIn fluff or resharing corporate ads.

There are still good people at Dell, many of whom feel the same way. But most of us stay silent, shaking our heads at the mess this company has become. We know the end game.

Management tells us to “play the game,” but why should we be as spineless as they are? If we didn’t play along, maybe things wouldn’t be this way. Why make it easy for them to bully us into submission?

I used to dread seeing an HR meeting appear in my calendar. Now, I almost long for it. The lucky ones are those who got to leave—not us, the ones stuck working in this toxic environment where doing more with less is the expectation.

I’m burnt out.

This place checks all the boxes for toxic workplace.

Negative communication: Excessive gossip, rumors, and backstabbing are common.

Poor leadership: This can include micromanagement, favoritism, lack of transparency, and fear-based leadership. (Actually seen a an executive belittle and humiliate someone on a zoom call. Totally lacking in empathy. I thought… couldn’t you do it in private? Why try to make an example in front of others so they are afraid to speak up?)

Unhealthy work habits: Lack of work-life balance, excessive workload, and unrealistic expectations. (Overheard EMS jokingly say that people here have heart attacks on the job here and refused go get medical treatment because of the competitive environment.)

Psychological unsafety: Employees may feel punished, humiliated, or rejected for speaking up, leading to a culture of fear. (I spoke up once during a meeting. An executive didn’t like me disclosing fact and accused me of hiding information. Instead of taking it up with me, the person went to my boss and a level up to complain.)

Conflict and disrespect: Bullying, harassment, and a general lack of trust are prevalent. (I lost the number of times I was bullied. HR does nothing about it. They exist to protect the company, not you.)

High turnover: A high rate of employees leaving the company. It’s necessary because they need the turnover to feed the pipeline of new victims.

No official communication or org announcement sent out about RTO. This policy needs to be explicitly stated. Managers relaying it down the line by word of mouth is toxic. List the policy out in an official notice to not leave your employees anxious and uncertain, shame on leadership once again.

Is this good or bad. Also I know this place is toxic but how can a manager save a person from a bad cycle and move them to a whole other group to be a faulty first time suoervisor?!! This is junk people.

I'm not a spiritual person, but I do believe in the concept of right/wrong, good/bad, etc.

There is an evil lurks witihin the Gainwell culture. It can be felt on so many levels through the work day. Whether it be interacting with managers or certain individuals who have some state of power or authority. Even when dealing with peers.

It's the toxicity. People taking from others, but giving so little in return unless there's a direct benefit to themselves. People that can't be bothered or respond to others unless they want something in return.

It's been mentioned about intra and inter-departmental gas-lighting, purposely withholding information for the sake of control or to merely sc--w with somone. You would have thought that would have decreased with NTT taking over operations. But on the contrary, it hasn't changed. In fact, the sickness has started to spread to NTT in some aspects. Possibly because so many of those Gainwell managers, are now NTT managers. Or NTT has to follow Gainwell's wants or marching orders.

I've always seen NTT as being the fall guy. Yes, NTT, come manage our operations. But you have to do so in the manner we require or want. If that be the case, then nothing has actually changed. Gainwell is still making the bad choices and calling the shots, but now they have someone to pass the buck on, to divert attention

The company culture is built on a foundation of distrust, particularly regarding leadership and feedback mechanisms. Pulse surveys are treated as a joke; the promise of anonymity isn't trusted, and employees see no positive change resulting from constructive criticism.

Follow-up meetings feel like attempts to 'brainwash' employees into believing their voice matters, which is made worse by condescending 'family' and 'Vteam' rhetoric.

The most toxic part is that leaders are reportedly penalized if their teams are too honest, creating a system where compliance is valued over improvement. Leadership's communication is viewed as political and disingenuous, and the company feels like a hollow shell of what it once was.

Athina’s podcast is back…

Unsure who the he-l would listen to this. How “transformational” can a Strategy & Transformation officer be when their company's stock is only up 3% over her 5 year tenure????

She needs to go, this toxic S&T culture starts with her, absolute corrupt coward who acts like a dictator

Each new CEO takes 4-5 years to destroy and mess up, then get fired. Same for LBT, making fake news and hiring relational friends will not last long. The company is getting more rotten than before, more corrupted than before.

Do not fool yourself, the whole Intel is a rotten and a scream-house, a dead haunting house with some new paint.

Disclaimer: I took this from @be+1k8zgntvp

This is going to explode at some point, the level of exclusion in this company is just unbearable, I had to say it, there's just so much toxicity I just hope this message reaches someone thinking of joining this company.. be careful

How are employees and contractors coping with added stress from lack of security and direction while the company literally Transitions into something new…

Are Chevron employees still cooperative or more guarded?

Is the safety potential from older assets and less eyes on and walk the line starting to pose a concern?

Is Chevron HR still creating a toxic environment? Full of fear?

How’s ENGINE working out? One the Indians adhere they will not be able to adapt to that unique cultural environment weather Bakersfield, Greely, or New Orleans…this is actually what made Chevron special.

Since posts are being taken down I have no issue putting them back up.

Bobby H loves licking corporate boots so much that I hope he'll enjoy it just as much when those same boots are the ones kicking him out lmaooo. Tough day being a FiServant tho...

Keeping useless joke fluff roles like those while getting rid of the technical folks who do the real work, tells you all you need to know about how big of a clown show this company is now 🤡🇮🇳

stafff member dying of heart stroke in office due to exploitation by manager means.... a family ruined....high profits at any cost.....

This company is pure garbage. I've never witnessed such a debacle in my life. Everything about it is toxic, the commercials, the service, the agents, the cr-p workforce and leadership. I talked to a customer recently that said the same thing and said it appears we are only interested advertising stupid commercials, putting our name on stadiums, stupid Bateman commercials, and paying Patrick Mahomes more money. She said after 30 years with SF she is moving all of their policies because we have become like every other company and could care less about the customer and its employees. She said that she could tell everyone she spoke to sounded absolutely miserable and hated their jobs. She had heard MT got a $24 million dollar bonus while she is getting a 17% rate hike. I couldn't say a word but she couldn't have been more right! Place is a sh-t hole!

For the past five years at least it's been one bad thing after another. Why can't something good happen, for once? Why is it always layoffs and lost benefits and other similar cr-p? I really, really hate this place.

Fu-k SS&C cheap a-s company, coming in taking over and not doing sh-t glad that I left

Fake human being IMO. Typical preach and then do the opposite.