Let me list what's wrong here. Incompetent leadership. No honesty from the top. Managers who promise one thing and deliver another. A terrible culture. Fear driven by constant cuts. And the only people who get ahead are the ones who know someone. Am I forgetting anything?
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No R&D. Fiber is peak communications technology and all of the advances are done by the equipment providers (handsets and/or networking). Stanley never wanted to be a d-mb pipe but that's what he invested in. Since all of the technology is standards based, there really isn't any material difference between VZ, T-Mo and T other than marketing. Coverage is essentially the same.
They have no opportunity to differentiate because the billing systems are mostly outsourced, so again, it's a commercial product that VZ and T-Mo have access to.
Everything in management is all about their dividend cash flows, all of the officers and boards require it, paid on it, ruled by it.
All of the cuts you see and will continue to see are directly related to supporting legacy products, especially in business. They need to ki-l AVPN and once that product is dead, you'll see business reductions finally stop.
They've also started to buy up smaller telecoms again, so going back to the only bread and butter they know how, offshore customer service to the lowest bidder, cut heads, rinse and repeat.
Satellites will never have the bandwidth and capacity to own a large portion of the market and fiber will always be better. It'll always be niche but profitable.
Stinking ship. Jason Richardson and many others have life lines with corrupt Stinky and Jeffee
Maybe its you?
The worst part about working here is the bootlickers asking bad-faith questions, lending support for executive management and minimizing the harm to employees. For some reason they think they need to stand up for “leadership” who has no idea they even exist. Pathetic cucks with no free will.
You.
Hmmm... All four remind me of someone out East in a mid-Atlantic office owned by the taxpayers.
And yet you stay.
8 & skate rhymes well but it’s really 8&skate with work being about 5…. during your 8 bring personal stuff to do… call a friend or loved one…research new opportunities outside the company… don’t give them a full 8… only appear to be giving a full 8
they are only fixing to see when they can get rid of you for a cheap 6 months pay which believe me, after 6 months you won’t recover the same salary so they are about to hurt you… make the most of your paid time now
Nailed it
Loyalty is dead, market based is 8 & skate
5X RTO has created 8 & skate culture
138 billion in company debt that will never get close to being paid off.
Rubberstamp BoD who do not hold CEO accountable. CEO is Chairman of the Board. 4 layers of VP’s when 2 would be plenty. Too many AVP’s that create little fiefdoms. H1b overload and in too many sensitive or authoritative positions. Executive focus on tertiary things like buying businesses we don’t know for top dollar, draconian RTO, and tacitly admitting that hundreds of millions of RECENT downtown spend on HQ was for nothing and now spending 2B+ on a new HQ that NOBODY but CSuite wants. Refusal to see build plans through and constant pivoting midstream, causing massive confusion in Finance, Capital, Planning, and Construction.
- Extreme Scapegoating & "The Other"
- A hallmark of bad leadership, such as the arrogance exhibited by leaders at failed companies like AT&T is deflecting personal and strategic failures onto external factors, internal rivals, or entire departments, fostering a culture of paranoia and blame.
- Absolutist Fanaticism
- Many executives driving companies into ruin stubbornly refuse to pivot. They mistake their own inflexible dogma for visionary genius, leading organizations into bankruptcy or scandal.
- Totalitarian Control Over Dissent
- Leaders of toxic corporate cultures actively suppress internal feedback, surround themselves with "yes-men," and retaliate against whistleblowers. This inevitably isolates the C-suite from reality, creating blind spots that allow organizational fraud or collapse
- Cult of Personality Over Competence
- Narcissistic leaders, like John Stink of AT&T, frequently prioritize personal charisma, media hype, and public relations over building sustainable, operational business models