Thread regarding Qorvo layoffs

Qorvo is a classic case of the Peter Principle, where the current top management rose to their positions are at least one level above where they might be competent. Either long-time Bob lackeys, or people who came on board through Qorvo's ill-considered acquisitions of other companies and became Bob lackeys. No dissent or critical thinking about what they company is doing is tolerated, or you become one of the layoffs.

I love reading this cr-p. I laugh out loud.

Streamlined. Everyone uses it to define an increased level of efficiency. What a weak word. Its also a funny word. Human waste is streamlined. Tapered at the ends too. But, its still human waste.

Truth of the matter is stock that was purchased three years ago is worth 60% of the purchase cost right now.

If the primary obligation of the corporation is to maximize profit to shareholders, well then the board has its work cut out for themselves. Its evident they couldn't do it for the past two years. What is different now? Did someone get their hands on pixie dust?
Every market brief I've read indicates this stock will not see the high gains anticipated for most semiconductor companies.

Why wasn't the whole board of directors replaced? Why didn't they opt to not run.
again? Why is the CEO still here?? Who is accountable? How do these people hold onto their positions after abject failure? While the workers, the actual backbone of the company, the people who have done their jobs without fail, walk around fearing layoffs?

Who was responsible for business forecasting? Are they still employed here? How do I get a job in that group?

"Let’s remember that it was not the exempt or hourly workers who led Qorvo into its current state; it was management—across all levels"

I've never worked in a place where 63% of the management I encountered were named:
Dunning-Kruger.

Must all be related I guess. Family tree is a circle!

The first rule of Dunning-Kruger Club is: You dont know you are in the Dunning-Kruger Club!

To achieve meaningful change, we should consider implementing a temporary 15% pay cut for all management during the restructuring and "value-add" implementation process. As suggested by another commenter, this should be accompanied by an independent employee survey to evaluate management effectiveness and assess the overall work environment. Additionally, we should establish a direct email line for confidential feedback that does not involve any current or former Qorvo personnel, including HR. This process should be managed by the new board members. If they are unable to manage it effectively, corporate can seek outside resources for assistance. The key point is: "Don't let anyone at Qorvo influence the new board members' perception of the company."

Let’s remember that it was not the exempt or hourly workers who led Qorvo into its current state; it was management—across all levels. They must be the ones to set a positive example and shoulder the burden of change. They owe it to the shareholders and their employees. Who wants to be laid off because of incompetent management, only to see those same managers keep their positions without any consequences?

Finally, if someone regularly receives work instructions from their manager as well as their manager's direct supervisor—or even higher up—I see a clear opportunity to eliminate one or more management roles within that company. This is exactly the kind of question that should be asked of employees across the organization, ideally by an independent auditor. We need to focus on efficiency and transparency to foster a streamlined, cost effective work environment.

"David H.Y. Ho, a board member of Qorvo, Inc., will retire from the Board and not seek reelection at the 2025 Annual Meeting of Stockholders due to other professional commitments. His departure is not due to any disagreements with the company, and the company has expressed gratitude for his valuable contributions."

Actually, Richard Clemmer, has a vast amount of knowledge in the "streamlining process".

Specifically, the Lucent Technologies spinoff Agere and NXP Semiconductor.

At NXP hee surgically removed redundant and non functioning, non contributing entities from the company and cut costs when Freescale was purchased. This is applicable. I dont think Triquint and RF-Micro successfully accomplished this this after the merger.

As far as Agere goes, he ran the layoffs and cost reduction efforts that lasted until the sale of the company to LSI. Strategic cuts were performed to keep the company going until it was successfully sold . From a shareholders point of view, this is a good thing. The gentleman really is an expert! Maybe its time to sell the parts, they might be worth more than the whole!

Qorvo® (Nasdaq: QRVO), a leading global provider of connectivity and power solutions, today announced the appointment of Messrs. Richard L. Clemmer and Christopher R. Koopmans as new independent members of its Board of Directors, effective immediately.

Additionally, the Company announced that David H. Y. Ho, who was not standing for reelection at the Company’s 2025 Annual Meeting of Stockholders, will retire from the Board, effective immediately.