#valueproposition

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I will be looking for an earning's call "TELL"

SpaceX could be on the cusp of buying 80,000 cell towers. This is in addition to to spectrum they are beginning to accumulate. If Dan does not have a realistic strategic response to this threat on next week's earnings call and responds with the predictable
"We welcome the competition" than Verizon has waived the white flag. I began my career with NYNEX and this will be the most important earnings call of my tenure. A new Value Prop won't right this threat. Dan had better rise to the occasion!


IT Strategy & Services

Why are the salaries so high in this department?
What value does this organization create?
Why is the salary range for an IT Business Management Leader posted with a range of $221,591- $270,834?
Why are so many of the "leaders" in IT S&S not based in Austin or Maplewood?
Isn't this the third time the ITBM (IT Finance) team has been build up?
All I see from them is spreadsheets with version control issues.


Ask for what you are worth

I’ve been a Pharmacy Manager with Walgreens here in West Virginia for a long time, and I’ve always tried to do whatever was needed to keep things running. I’ve worked countless shifts in a row, picked up shifts at stores that weren’t even mine, covered when we were short, and tried to be someone the company and my fellow pharmacists could count on.

Recently, I found out that a new staff pharmacist coming into my district is starting at a significantly higher rate than I’m making, with more PTO as well.

Honestly, that hurts. After years of showing up, making sacrifices, and putting the needs of the stores ahead of my own, it’s hard not to feel like that loyalty means very little.

I never expected special treatment, but I did expect that years of hard work, experience, and commitment would count for something.

Thanks, Walgreens, for the reminder that sometimes you can be too loyal for too long. I hope he’s worth it, because now you’re losing three more.

West Virginia pharmacists deserve to be valued, respected, and compensated fairly for the work they do.


Value-Based — Preventive Maintenance?

If health insurance truly cared about “preventative maintenance” like they say, then they would be all for two things, GLP-1s and annual full body MRIs.

If they approved and paid for those two things alone, the percentage of persons reaching in their 90’s or even over 100, would exponentially increase.

But they won’t because “sick” people are more profitable.


Remember?

When Dan the old man took over Verizon he said we were going to launch something monumental. Well here is its. It’s simplicity and one Verizon. He is calling it out new value proposition. It’s so underwhelming all I can do is laugh. His only true strategy is to cut head count gut the company and buy shares back. This is evil


The Layoffs are Here GHQ ATLANTA Feb. 17

Yep. Writing was on the wall. But it finally hit home. I'm actually happy I got RIFD. It's the push I needed to get out of a company that under pays and never Values you as a person. Corporate leadership just gets more money. And the company declines. They will sell or close there doors. Watch. 👀


Value talk over results

Dell values talking and story telling over actual results. This is why they LOVE contractors. Dell sells stories and not actual value. When it's all said and done, the "say / do" ratio is 80% say and 20% actually doing anything. It's actually incredibly embarassing.


Right-Sizing Leadership for True Value Delivery

FIS has developed a structure where the ratio of management roles far outweighs the size of the actual technical teams. Over time, this has led to many highly skilled technical contributors leaving the organization, while a significant number of non-technical leaders have been added at the SVP, VP, Sr. Director, Director, and Sr. Development Manager levels. Much of this work could be more effectively coordinated under a strong, technically proficient project manager. In its current state, even senior leaders such as Stephanie may not have full visibility into which teams are truly driving delivery and creating measurable value for the company.