#visibility

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.

Made about 100 Viva Engage posts this week and officially ran out of pictures in my phone. If visibility counts as productivity, I just had the best week of my career

I see so many posts on LinkedIn with the hashtag #FISVProud. How proud are people really? Or is it just a way to gain visibility and get noticed by executive leadership?

Sometimes, I wonder whether these posts reflect genuine pride in the company or are simply a strategy to stay in the spotlight.

Just curious to hear what others think.

You can't assume good work will automatically put you in the right place. Speak up about what you want, build relationships, and make sure people know what you actually contribute. Just doing good work has long stopped being enough.

We’re 5x back in office since Sep 1. How’s it going? My manager just reminded me about attendance’ - he’s remote btw!

I hate going into the office but not landed a remote role yet despite interviewing. So, my act of defiance is coffee badging and maybe spending 1-2 hours about twice a week for ‘visibility’.

There’s zero in-person collaboration or meetings. So much for ‘culture’!

Most of you are doing it wrong.No need to do your work. Just join all the LinkedIn activities and get your picture taken. Always the same people there and they never get cut.

One more time-no need to do work. Just join all the useless events

If you aren’t given the right role you will never get the ranking you want. What matters is visibility and perception not actual merit.

Nice. Had my feedback session today and was told that I am a really great employee but my supervisor couldn’t overcome some negative perceptions about me that the assessment group had. Said I need to work on my perception this year to get the credit I deserve. What does that even mean? On one hand I am told I am doing great but then that I won’t be rewarded for it because people can’t see it and I am not visible enough?

Summarizing all the recent RTO announcements I've seen:

• Merch/PIM/Sourcing: 4 days a week (RTO for remote)
• TES: 2 days a week
• Store Ops: 2 days a week

Any other teams? Please no negativity just posting for visibility.

Whether a role can be performed effectively from home ultimately depends on the nature of the work itself.
In many cases, remote employees go above and beyond compared to their in-office counterparts. For example, when meetings are scheduled at 6:30 a.m., remote employees are generally expected to be online and fully engaged. This is particularly common for employees based on the West Coast who report to leadership teams on the East Coast. Remote employees also put more hours in work on an average.

Ironically, employees working from the office often benefit from greater visibility and more opportunities for informal interactions with leadership. Remote employees, on the other hand, frequently contend with the classic "out of sight, out of mind" challenge, which can impact recognition and career progression despite strong performance.

We certainly have skill issues, but attributing those issues to remote work misses the mark. The root causes lie elsewhere, and remote work is not the driving factor behind them.
If we're being objective, some of the weakest performers are sitting in Franklin Lakes, which makes it difficult to argue that location is the root cause of the problem.

Bumped from @fv+1kvtn2txr.

this is so interesting

https://briefglance.com/articles/wells-fargo-exec-told-to-be-less-visible-discrimination-suit-alleges

This won't be layoff in the traditional sense, it will be realign/restructure/RTO for company needs orne forced out maybe some early retirement for people. But SF doesn't need layoffs when they can just pull the right levers and force people to leave. That last giant survey we did a few months back was just them finding out how far they can turn the dial each time to achieve the desired effect.
OP: @eb+1kp6mkfmf

Bumping this up for visibility.

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.

Your employees flaunt business travel and photos and activites in other countries clocking their miles and airline statuses, on LinkedIn.

All good, do you ever question the vakue of these business tourism trips? These are your leeches attending conferences foing to BTC and Munich and whatever to just ‘meet’ and ‘advise’

are you just id--ts to let it happen while others who work hard and dont travel and dont post on LinkedIn dont get noticed?

Please sit tight. If and when you are impacted, you will be told. Yes, certain divisions will be announced (notified) Monday. Healthspring and legacy Blue are treated the same way…within a given division. It is so easy for these threads to go off the rails.
OP: @at+1kmqxfe37

Bumping this for visibility, before we all get tied in knots trying to figure it out.

https://www.theregister.com/2026/03/02/sap_teradata_settlement/

This is one of the most loud and clear signals about SAP's lack of ethics and integrity. The court is finding SAP guilty!

In June 2018, Teradata sued SAP, alleging the database giant undertook a "decade-long campaign of trade secret misappropriation, copyright infringement and antitrust violations."

Teradata alleged that SAP used its strength in the ERP market to "lure" it into a joint venture in 2008 and then "quickly grab market share" in data warehousing. In September the same year, SAP tried to get the lawsuit thrown out for good, arguing it was "factually groundless."

Proverbs 26:27
“Whoever digs a pit will fall into it; if someone rolls a stone, it will roll back on them.”

Thank goodness they spent the money for the visibility in Happy Gilmore. Smart move! All the business pouring in from that is saving jobs and a major factor in the bank's generosity with its employees.

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

I've watched the same pattern for years. The people who get promoted aren't the ones doing the best work. They're the ones talking the loudest about their work. I come in, hit my numbers, solve problems, meet every deadline. I don't make a fuss about it. I just do it. And every time a project comes up or a position opens, it goes to someone who spends all their time in meetings telling everyone how great they are.

I’ve just completed my PDR review, and my manager mentioned that I need to increase my visibility with the SLT. This feedback seems to come up almost every year. It makes me wonder whether the issue is really about my visibility, or if there’s a lack of clarity or alignment in how SLT evaluates contributions.

Do you guys think executives know about this site and/or care about anything said?

Sometimes you put weeks into a project, it launches, and your contribution doesn’t get a single mention. It’s frustrating seeing your effort vanish like that, but it’s almost laughable how often it happens around here.

I’m being increasingly iced out by an SVP — removed from key business calls, not receiving responses, and no longer being included in important projects. Visibility and opportunities now appear limited to a small group who closely follow directives and have direct access to the SVP.

Yes, we have been told anyone and everyone not currently working at an approved KNL will get their letter next week. Under 50 miles you will be expected to report to your new location the 1st week of March. Greater than 50 miles you have 60 days to say yes or no. If you say yes, you have till March 2027 to report. If you say no, you go to the surplus list and expect to be layed off by June 2026.
OP: @ax+1kdxp30g9

Putting this up for visibility.

More than ever, continuously updating skills is critical in today’s environment.

Organizations can survive leadership missteps and even recover from strategic errors, but when trust erodes at scale across the workforce, the damage runs much deeper and takes far longer to repair. At that point, uncertainty replaces alignment, and employees naturally begin to focus on self-preservation rather than long-term commitment.
When people no longer believe that decisions are transparent, fair, or in their best interest, engagement drops, collaboration suffers, and institutional loyalty weakens.

This is not a reflection of individual failure—it’s a predictable response to prolonged instability. In these moments, waiting for systems to correct themselves is risky.
That’s why taking ownership of your own growth has become essential. Investing in skills, adaptability, and relevance is no longer just about career advancement—it’s about resilience. Regardless of organizational outcomes, those who continue to learn, evolve, and stay market-ready are better positioned to navigate change, protect their careers, and create optionality for the future.

In uncertain environments, self-development isn’t selfish—it’s strategic.

Tend to agree. Putting this up for visibility. Found at @bb+1kd04e88w.

All future home office hires will be within commutable range. 4 days a week starting June 2026. Previously grandfathered home-office arrangements will end (minus those granted under ADA). Associates on campus are expected to be ON campus and associates working remotely are expected to be logged in and engaged during normal business hours for their specific work schedule - AT THE SAME LOCATION FOR THE ENTIRE DAY. HBA people leaders in grades 13 and up will be required to work 1 full week per month on a home office campus (4 consecutive days).

Info from @f8+1kc1xe1v0, reposting for visibility.

My boss told me his manager put me on a IP. It started as SP-L but got downgraded to a full IP. The result is no raise and half the bonus. He doesn't have any specific critique, but said his boss wants me to be more visible and on camera in meetings.

VZ just announced cut 20% management or 13k to save 1B .

At BNY, leadership isn’t something you do—it’s something you post about. In this gilded age of corporate theater, where substance is optional but hashtags are mandatory, BNY has perfected the art of appearing important while doing absolutely nothing of measurable value. Welcome to the House of Optics™, where the louder you are on Teams, the closer you are to God (or at least to a LinkedIn shoutout from someone with “Global” or "Head" in their title).

Let’s begin with the sacred ritual of the Selfie of Significance™. At BNY, no moment is too trivial to commemorate with a front-facing camera and a forced grin. Did you attend a 15-minute “Leadership Listening Session” where no one listened and nothing was led? That’s a selfie. Did you stand near a VP while they cut a ribbon on a building funded by tax credits and the dreams of displaced mid-career professionals? That’s a selfie. Did you walk past a banner that said “Innovation Starts Here” while wondering what your job actually is? Selfie. Bonus points if you tag the Executive Committee member who once waved in your general direction at a town hall.

But the real magic happens in the Testimonial Industrial Complex™, where associates are gently nudged (read: strongly encouraged) to post about how “energized,” “inspired,” and “humbled” they are to be in the presence of greatness—greatness being defined as someone who once said “synergy” in a meeting without laughing. These testimonials are often indistinguishable from hostage notes, except with more emojis and fewer demands. “Feeling so proud to be part of today’s strategic alignment session with our fearless leader!” reads one post, accompanied by a photo of a man in a Patagonia vest nodding at his own PowerPoint.

Leadership at BNY is not measured by outcomes, impact, or even basic competence. It is measured by decibel level and calendar saturation. The true leaders are those who speak the most in Teams meetings, regardless of whether they say anything. In fact, saying nothing is preferred—it reduces the risk of accountability. The goal is to be seen speaking, not heard making sense. Bonus points for using phrases like “double-click,” “value prop,” and “let’s circle back” in a single breathless monologue.

And oh, the meetings. BNY has elevated the Meeting as Performance Art to an Olympic sport. There are meetings to plan meetings, meetings to debrief meetings, and meetings to align on the outcomes of meetings that never had outcomes. If you’re not in at least six simultaneous Teams calls, are you even leading?

Meanwhile, the Executive Committee floats above it all, like a celestial body emitting vague strategic radiation. They are thanked profusely in every post, regardless of their involvement. “Huge thanks to [Insert EC Member] for their visionary leadership!” reads a caption beneath a photo of a hallway. No one knows what the EC actually does, but their names are invoked like corporate deities—part reverence, part insurance policy.

But BNY’s pièce de résistance is its Public Diversion Strategy™, a masterclass in distraction marketing. While morale craters and more layoffs loom, the company unveils a new building, a new partnership, or a new initiative with a state college mascot no one’s heard of. These announcements are accompanied by drone footage, branded cupcakes, and LinkedIn posts with captions like “So proud to be part of this journey!”—a journey that, coincidentally, involves replacing experienced professionals with interns and new college grads who think COBOL is a TikTok dance.

These partnerships are not about education or community impact. They are about labor arbitrage agreements with a side of PR frosting. BNY receives generous economic development credits to build “pipelines” of low-cost, inexperienced talent while quietly offboarding seasoned employees like expired yogurt. The message is clear: if you’ve been here long enough to know how things work, you’re a liability. Please collect your commemorative stress ball and don't let the door hit you in the a*ss on the way out!

And yet, the illusion persists. Awards, merit and promotions are given for “visibility,” not value. Promotions go to those who master the art of Strategic Echoing™—repeating what someone just said, but louder and with a slide. Recognition is bestowed upon those who “lean in” to performative enthusiasm, not those who quietly deliver results. The loudest voice in the room is assumed to be the smartest, even if it’s just reading the agenda out loud.

In this ecosystem, actual accomplishment is a liability. It implies you were focused on work instead of cultivating your personal brand. Worse, it might make others look bad. The safest path to success is to be loud, visible, and vaguely inspirational. Think TED Talk energy, but with less content and more acronyms. Afterall, who started this practice and how has this become the fabric of the Robin Vince BNY culture?

So what’s the lesson here? At BNLie, it’s not about what you do—it’s about what you appear to do. Leadership is not a function of impact, but of optics, volume, and proximity to power. The currency of success is not competence, but curated enthusiasm and PR hype. And the ultimate sin is not failure—it’s silence.

So smile for the camera, tag your favorite executive, and remember: the building may be empty, the strategy may be incoherent, and the talent may be fleeing—but as long as the LinkedIn post gets 100 likes and 450 impressions, everything is fine with the personal brand.

Anyone know how these job levels work and what to expect as a salary? I'm guessing Project managers have more visibility but as an engineer we have no oversight.

Would be good to see if someone can share the information.

In tech. Recently there has increased visibility from leadership into our metrics/projects/etc. Our Jira boards and backlogs are regularly monitored and critiqued, and we've been told they are going to be averaging story point completion per person. Now they're asking us to track the specific skills we are using when completing each task. Is this happening anywhere else? Feels like a bad sign

Very surprising

CR’s marketing for attaching with celebs was great. CR even attached himself with NVIDIA CEO.