#transformation

Nike increased women in VP+ roles from 39% to 45% and minorities at Director+ level from 26% to 36% between 2021 and 2025. Considering how few senior leader roles open up each year, that’s a big change in a short time. Has the company become stronger because of it? Would Nike be in an even worse position if it hadn’t invested in DEI?

For some reason, and don't ask...lol...I did a random Nielsen search on reddit, and sure enough the first thing that came up was an 18yr old thread from back in the day during the original Nielsen demolition by Calhoun/Habib regarding their "genius" idea that deleting the "reply all" button in our Microsoft Outlook emails would save money! Lol. Man, I remember this like it was yesterday. This would have been circa 2008, about 2 years into the "transformation." And here we are all these years later!

https://www.reddit.com/r/programming/comments/7ttuo/nielsen_deletes_replytoall_button/

Funny how things changed. We used to have strong MIM teams where directors and senior directors were actually involved — on calls, driving resolution, owning outcomes, and working side by side with delivery teams during major incidents. You knew exactly who was accountable.

Now everything seems to flow through “Common Services”(unsure of what they do. Ask them and they go in circles as well ) with layers of service owners, orchestrators, operators, governance leads… honestly sometimes it’s hard to even understand who truly owns what anymore.

Don’t get me wrong — some people in those teams do work hard. But what’s frustrating is when the people actually fixing issues, managing crisis, and carrying the operational load barely get recognized, while others who are nowhere to be found during escalations somehow end up taking all the credit in leadership updates.

Maybe I’m old school, but leadership used to mean showing up during the tough moments, not just presenting the final slide saying “we delivered.”

At times it honestly feels like more governance theater than operational leadership. Is this really what “transformation” became?

While Takeda is eliminating 4,500 roles across its global operations, the company has some 2,200 jobs currently open for hiring, for which internal candidates will be prioritized.

https://www.biospace.com/business/takedas-transformation-program-leaves-4-500-jobless

Good bye Mahmoud to Optum Insight under Candyman100x

Incoming Hari who worked for WiPro and Cognizant as your SVP

Get ready ready!

What’s the magic word these days, strategy?

Because I have to ask, what actually makes a company great?

Is it the awards? The software? The return to office mandates? The endless systems and process changes that somehow make everything more complicated but never better?

Is it leadership that rebrands failure as transformation, then asks employees to trust the next pivot?

Is it accountability, or just accountability for everyone below a certain level?

Maybe greatness now means HR has enough time to monitor salaried employees’ attendance but not enough influence to protect institutional knowledge, experience, or morale.

And maybe AI really is the perfect corporate employee. It never pushes back, never says “this does not make sense,” and never reminds leadership that people actually matter.

But what is the strategy here? Not the slogan. Not the slide deck. The actual strategy.

Because from where a lot of employees sit, it does not look like a strategy. It looks like churn. New systems, new processes, new messaging, new priorities, every few months, while the people who know how the business actually works are treated like interchangeable parts.

A company is not great because it says it is. It is great when leadership knows where it is going, tells the truth about where it is, and respects the people who built the place before asking them to believe in the next transformation. Endless transformation isn't "transformation" it's chaos that drives poor quality, subpar results and unhappy employees.

General Motors is cutting hundreds of information technology staff. These reductions will affect approximately 500 to 600 salaried employees globally. Management began notifying affected workers on Monday morning. The company's Warren Tech Center is one impacted worksite. GM stated these cuts aim to transform its IT organization for the future.

Warren, Michigan

https://www.macombdaily.com/2026/05/12/gm-layoffs-to-hit-warren-tech-center/

1. Loans taken to cover payroll. All that LHXNext savings still can't stop the debt created implosion.
2. Accelerating the full transformation into the ENRON of the defense industry.
3. 160 hours vacation and sick combined cap being enforced in certain businesses. Director level approval required above 160 hours combined.
4. Auto rejection of planned sick or vacation leave if not provided with enough advance notice. Override requires manager and second level approval.
5. Rolling layoffs still occurring.
6. Stock price down $70 from recent high of around $370. Currently around $300.
7. Insider selling accelerating.
8. RTO harassment still occurring even with commuting costs skyrocketing due to fuel spikes.
9. Outsourced IT company not getting paid due to cash flow issues. Leads to more service outages and lack of support.
10. Morale has hit a new low. Parking lots emptying rapidly after 5 PM. Only time I've ever seen people leave faster was after a 4 hr college chemistry lab was over.

Please comment with additional information regarding the state of dysfunction @ L3H

There are 50% chances that Dan might fail but there are 50% chances that he might succeed to transform..
I do see lots of negativity among Band 5 leaders.. overheard negative talk on the floor after All hands..
why can’t these middle layer leaders do not want to give it a fair chance ?
Looks like Dan made these ultra comfortable people uneasy and they are not liking it.

Republic National Distributing Co. faces upcoming operational shifts. These shifts stem from a new agreement within the industry. The beverage distribution sector is undergoing a large transformation. This transformation may impact employees in Northeast Florida. RNDC is a leading wholesale distributor of wine and spirits.

Jacksonville, Florida

https://www.jacksonville.com/story/business/employment/2026/04/24/republic-national-distributing-co-sale-could-bring-over-160-layoffs-in-jacksonville/89773463007/

CES keeps adding VPs like it’s collecting failed resumes. This is yet another textbook DXC brownfield transformation: hard at work turning CES into a stinking CESS pool.

Kyndryl has become top heavy. Each week, some new executive joins to “transform” and bring “thought leadership” while laying off highly technical hands on keyboard skills.
@115+1kn7fxr2v

Came here to check for layoff updates, ran into this post. Bumping it up for visibility.

With the announcement of another Rogers following JS it seems clear like our days are numbered here if you are not of a certain s-x or nationality.. Funny to see them try and get around JS's non compete with Rogers by hiding them in the transformation org. Feels like we should all be looking for a new job ASAP!

https://press.spglobal.com/2026-03-31-S-P-Global-Names-Firdaus-Bhathena-as-Chief-Technology-Transformation-Officer-to-Lead-Next-Phase-of-Growth-and-Innovation

Panera Bread is implementing a new transformation strategy called "Panera RISE." This plan involves closing several regional Fresh Dough Facilities. The company is shifting to third-party artisan bakers for dough production. These closures have resulted in 399 employee layoffs across four states. Panera aims to improve profitability and drive sales growth with this restructuring.

https://www.thestreet.com/restaurants/40-year-old-fast-casual-restaurant-chain-panera-bread-lays-off-100s

What is happening with SAP Concur? Seems ripe for a full transformation or integration into SAP. After 12 years the company doesn’t “fit” at SAP? Layoffs? Hiring freeze? New Germans? Spin off?

Many big, successful companies take feedback from employees regarding their leaders.

Verizon has only a one-way survey—from manager to employee—and never from employees to managers or leadership.

Like Amazon runs frequent surveys to get:
• Team health
• Leadership effectiveness
• Workplace satisfaction

They make sure that if someone is polluting the culture, they weed them out. Verizon needs this urgently if Dan is dreaming of any transformation.

What are the thoughts behind this transition? Do you think this is go move or bad move? What are the rumors on how quota is going to be and if we are getting a comp increase decrease or change to salary? Just any more information about this transition would be appreciated. Crazy times right now at Verizon. (Posted this on other VzW thread got no responses sorry)

Saks spins the chapter 11 into something “transformative” to “ well position Saks for a strong future “

OMG!

There were layoffs right after Jon left Sharp for Inova. At Inova he has been leading a lot of digital and AI transformations rapidly which makes some of us think we may see layoffs soon. Wanted to get a sense of how his stint at Sharp was and if he is a high velocity transformation chief who might leave behind a trail of bodies and layoffs or if he is someone who is great for the long haul?

Verizon has a long history of successful execution on transformative and bold initiatives at scale. From go90, aol, yahoo, plus play, hum, blue jeans, finance transformation, Verizon global services, return to office, project 626 for customer service, and more - we have a record we can be proud of. Our leaders are experts in organizing teams in ways that result in role clarity, expertise, and results. This winning culture will do the same for our transformative AI initiatives. I have zero doubt how this will play out. Let’s go team!

Dan signed up for multi billion dollar transformation. 15k layoffs wasn't enough. More cuts def coming and it seems like execs are getting real with their teams and just flat out scrutinizing everything.

The Sr Directors are also lacking one of the two main key skills. 1) leadership 2) technical knowledge.

Only a handful around that can do both. Can't grow a company if u are just one.

Bumping this up for visibility. OP: @ap+1kkyyeqjg

Head for the hills

Of all the job functions AI is evaluating within Verizon, VBG leadership is uniquely ripe for replacement. While they talk about transformation initiatives, gap closure plans, and ad hoc Tiger Teams, none have produced real change. Just executive programs to meet their PA objectives.

The daily focus of status calls, roll up forecast reporting, escalations - those are human bottleneck inefficiencies AI will eliminate. Similarly, holding meetings to plan for meetings with higher level human leaders are also productivity black holes, easily identified via meta-analyses of calendar workflows. And the track record of decisions made after too much deliberation…the results achieved are uninspiring, to put it kindly.

While The leadership enjoyed MWC, the sales kick off in EMEA, The Superbowl, and the hospitality suite at CES, the real work of transformation languished back at the office.

AI discovery assessments in 2026 are ruthless. It won't be long now.

Another round of layoffs at Verizon is again being presented as part of the company’s transformation. Employees have heard this language before. Each cycle promises a reset and a stronger future for the business.

At the same time former CEO Hans Vestberg has moved into an advisory role at Consello. Like many executives before him he has transitioned from leading a major telecom operator into a position where his relationships and experience in the industry become the product.

For employees watching these cycles repeat the contrast is hard to miss. Workers face uncertainty and job losses while leadership often moves on to new opportunities within the same industry ecosystem.

Telecom is entering one of the largest investment periods in decades. Artificial intelligence data demand and digital infrastructure are reshaping the industry. The real question is whether Verizon is positioning itself to lead that next phase or simply managing costs while others shape the future.

Employees have heard the transformation message many times.

At some point the question becomes simple.

Dan, can you hear them now.

Good luck, y'all.

Geoff transformed a strong healthy Oak into a decaying hollowed-out tree. TIMBER!!!

This isn’t to be negative or to drag Fidelity Abby or the company as a whole. As a younger employee I certainly didn’t get to enjoy the Ned times, by the time I joined the green line was fading away as the main marketing tactic. Nonetheless, Fidelity allowed me to transform my life from being homeless to being a successful young licensed entrepreneur. The skills I learned and the people I worked with provided value to me that is unlike any other. It was an honor to work in the branch during the growth phase and see the success of the new associates. There was change but the one thing that always stayed the same was that fidelity was home it was family it was great. We all talked up the company because we really believed in it. At some point over the last year, people have stopped singing the praises of the green machine. I watched what was once a great branch full of culture and teamwork turn into a place of fear. Sure some people work harder than others but none of us were slackers. The fear has caused everyone to keep to themselves and that is resulting in accusations that we do not want to contribute.

THE PEOPLE WHO WANT TO HELP CLIENTS ARE FIDELITY. As someone who talks to clients all day long, trust me when I say they want the old fidelity back and so do the employees!!!!!

GL to anyone tagged to transformation / CO work in a HCOL

Read awhile back about 4-5 big transformations. Haven’t seen or heard much other than the office collapse. Any word on what is going on with that?

Let's call it what it is.

There's a particular kind of cruelty that doesnt scream.

No permanence. No space. No autonomy. Police in the lobby. Badge logs. Presence monitored like attendance in detention.

Five days in office — not because the work demands it,
but because control does.

And then you ask:
"Why is the morale low?"

Dignity doesnt disappear overnight.
It erodes — policy by policy.

Engineered humiliation that nobody deserves, it subtle.
It smiles in town halls.
It calls itself "transformation"

Loyalty isn't dead.

Respect is.

For those currently in the Transformation or tagged CO dedicated how many of you have received the STEER email? Trying to understand the actual substance of this seemingly nice program versus the stated goal of 'supporting internal transfers' Has anyone seen any concrete results or movements from it yet?

Also, for any former colleagues who were let go: did you receive this communication prior to your departure? Any insights or 'lessons learned' regarding what this email actually signals would be greatly appreciated.

🌍 Citi strategic Technology & Operations sites — 2026

🇮🇳 India (largest global delivery backbone)

Cities: Mumbai, Pune, Chennai, Bengaluru, Hyderabad

Why strategic
• Citi’s largest engineering and operations workforce globally
• Core development for payments, markets tech, data platforms, risk, and regulatory reporting
• Major transformation programs (cloud migration, platform modernization)

👉 India remains Citi’s primary scale location for engineering + operations.

⸻

🇵🇱 Warsaw (major EU technology & ops hub)

Role
• Institutional banking technology
• Payments, securities services, and regulatory reporting
• Risk, data, and controls functions
• Strong shared services through Citi Handlowy

Why strategic
• EU regulatory presence + lower cost than Western Europe
• Deep engineering and quantitative talent pool
• Important resiliency location for London and Frankfurt teams

💡 Warsaw is one of Citi’s most important continental Europe T&O hubs.
This is especially relevant given you’re currently in Warsaw — Citi continues to hire heavily here for tech, data, and controls roles.

⸻

🇺🇸 Tampa (global operations powerhouse)

Role
• One of Citi’s biggest global operations centers
• AML, payments processing, client onboarding, reconciliation
• Increasing technology and automation engineering presence

Why strategic
• Scale + time zone coverage for Americas
• Critical resiliency site for New York

⸻

🇺🇸 Irving (Dallas) — transformation & tech control hub

Role
• Risk technology
• Data governance
• Enterprise transformation programs
• Regulatory remediation engineering

This site became extremely important during Citi’s consent-order remediation work.

⸻

🇲🇾 Kuala Lumpur (APAC shared services + tech)

Role
• Operations processing
• Finance and reporting platforms
• Growing engineering and automation teams

Why strategic
• Cost efficiency
• Strong multilingual operations capability

⸻

🇨🇳 Shanghai / Dalian (select technology delivery)
• Engineering and operations support for APAC platforms
• Some reduction and restructuring, but still important for regional delivery

⸻

🇭🇺 Budapest
• Finance operations
• Treasury and reporting platforms
• Increasing automation and data engineering footprint

⸻

🇲🇽 Mexico City (institutional ops & tech)
• Despite Banamex retail separation, institutional tech and ops remain
• Strong nearshore engineering for U.S. teams

⸻

🌐 Secondary but important T&O resiliency sites

These are smaller but strategically useful for redundancy:
• 🇵🇭 Manila — operations processing & client services
• 🇨🇷 Costa Rica — finance and reporting ops
• 🇵🇱 Olsztyn — operations and servicing (complements Warsaw)
• 🇮🇳 additional tier-2 Indian cities (expansion capacity)

Bloomberg, 2 weeks ago. Qualcomm needs to change.

https://www.youtube.com/watch?v=wdFc2rJb6h8

What did Todd mean in the SAGA Townhall around having an ILS transformation?

New leaders will come up with a aligned strategy to transform this organization. That also means coming up metrics that can be measured consistently and monitored. Next six months are critical for the company. I assume there might be further reductions due to realignment but time will tell.

Today, I just expect them to introduce department leaders and vision & mission for each department.

We all have to contribute tremendously to turn this company around. If we don’t then there is a risk that we wont have the “W” near our house.

What you can do to save yourself from layoff is to make their strategy successful.
You can work hard but working smart and being strategic is more important.

It's just too much of a cost center in the eyes of Jane and her EMT's. The expense associated with it is a blot on the balance sheet and has now become unbearable for senior management. They think they can manage the present administration into leashing the FRB/OCC and are confident that they can close the regulatory issues by early next year. Throughout this year there is bound to be multiple rounds of focussed RIF's. Why multiple? Because they can't get rid of everyone all at once plus there's the small matter of not attracting higher SUI taxes ..especially from New York. Since SUI pays for unemployment, large layoff's cause states to increase Citi's contributions and a dime spent on anything else means a dime less in Jane's compensation - unacceptable

As Trim (welcome back Trim!) indicated in his post, layoffs will happen every few months. And there is likely going to be deep cuts in Transformation (Anand S), Risk Mgmt (second line), Data (A Nawani) and Tech that supports transformation. Likely Financial Crimes as well due to offshoring. Some of these may see cuts ahead of others.

Jane and EMT are sick of Transformation. They feel it's holding the bank back, doesn't justify the expense (never mind that empires were built under Jane's watch) and is wholly unneccessary. They have made up their mind to cut the umbilical cord. If a latger Dem administration comes in and brings back regulatory scrutiny...well, Jane will be long gone by then. WHoever is in the chair at the time..let that person solve for it.

Folks in any of the above....start updating your resume, upskilling, applyin and interviewing and activating network. You all will need it. Focus less on Citi's work...do the bare minimum. They don't care what work you did or didn't do when the RIF lists are prepared. Look out for yourself first

No good news anywhere, messages do not bring any clarity nor calm and employees continue to be pushed and punished... Past and current changes and transformations are not working, we continue to move as a low-cost (cheap) company and these are the results we'll maintain (low cost/cheap). I really think this company deserves more than this

So, received announcement for POD 3.0. It seems to be a “every account for itself” model and creating technology silos. If a POD needs XYZ skills; the POD is supposed to build that skill, even though it may be existing somewhere within Kyndryl. Current practices that support multiple industries being broken down to fit this POD model.

Before the DXC Q3 earnings call begins grab your DXC Bullsh-t Bingo card and listen closely for the following phrases:
“Strategic realignment under the new brand”
"AI-enabled transformation”
“Strong pipeline”
“More to come as the brand matures”
“We’re pleased with the progress”