#advicetomanagement

Posts mentioning hashtag #advicetomanagement

Below are all the posts — topics as well as replies — that mention the hashtag #advicetomanagement.

Mention #advicetomanagement in your post to continue the discussion!

Kraft Heinz’s cost-cutting and decline: a warning sign for Nike incl. TL;DR

TL;DR: Kraft's constant cost-cutting and corporate mess gave room to competitors come in and take market share. I hope Nike executives read this

Other OP posted a terrible word vomit on the post, but I thought it was a good read. This feels uncomfortably close to home. The WSJ’s “ How Kraft Heinz Lost Its Lock on Mac and Cheese—and American Shoppers” is worth reading. Now they are in turnaround mode.

WSJ article:https://www.wsj.com/business/retail/kraft-heinz-mac-cheese-split-ceo-dccc9217?source:google.com

W/o paywall thelayoff post: https://www.thelayoff.com/t/1kdyrg024


leader of BNY ethics?

Where do ethical concerns at this firm end up in leadership - seeking a name that isnt RV. There are insidious tactics being applied to domestic employees at this time which will have prolific downstream consequences. There is proof abound certain execs are complicit with fake performance reviews under a visa and 3rd party displacement model.

Please write your government representatives if you see it too, or have worked with McKinsey on these models in the past.


2026

2025 was the year of the snake 2026 is the year of the horse. Corporate snakes still lurk. But the horse Spirit will determine if MoA fades into the sunset or starts kicking Ar-e again

Below is the new 1 yr strategic plan. Failure to execute on all of these means the Board & C-Suite get fired.

  1. Brokerage option in plans
  2. Managed option within plan
  3. Eliminate paper to reduce costs, errors, & fraud
  4. Overall of website & mobile app
  5. Communication upgrades like secure chat, texts, secure ways to communicate
  6. Eliminate dead wood in IT, Ops, Sales

There you have it. Execute on all these and You get to keep your job. Miss any of these are you are fired !


OpenAI cofounder - AI agents at least a decade away.

The AI bubble isn't a bubble, it' actually a black hole. All the threats from SAP to our customers about how they wont get access to AI without RISE and Grow, all the consternation and turning customers into enemies, was all for nothing.

"Functional AI agents "will take about a decade," he said"

https://www.businessinsider.com/andrej-karpathy-ai-agents-timelines-openai-2025-10


Dans PayPal-Honey Conspiracy?

Don’t know if anyone has seen the videos but there’s a big potential criminal case forming against PayPal and their subsidiary honey for multiple charges in more than 20+ class action lawsuits. Honey was acquired by PayPal in 2019/2020 for $4 billion when Schulman was still CEO. Investigative journalists have brought to light dirt on both sides primarily due to Honeys practices which now trickle under the PayPal umbrella/leadership.

Do you think this potentially is the reason some higher ups at PayPal are getting a free ticket out and coming here in case any action gets taken against PayPal? Does this question the new leadership at VZ?


Parallels from Starbucks

A post making the rounds has similarities to a certain company…..

Starbucks did not lose $30 billion because of bad coffee. It lost it because the company
mispriced what actually created its value. When Starbucks appointed a McKinsey-trained executive as CEO, the mandate was operational discipline. Costs were scrutinized. Processes were standardized. Stores were pushed to behave like efficiency machines rather than community spaces.

On paper, the logic made sense. Consultants optimize margins by removing friction. But
Starbucks was never a pure efficiency business. Its premium pricing depended on brand emotion, store experience, and cultural loyalty. Those are intangible assets, but they carry real monetary value.

As efficiency initiatives rolled out, customers noticed. Service quality declined. Stores felt
transactional. The brand lost its emotional moat. Foot traffic softened. Growth expectations reset.

Markets reacted quickly. Over 17 months, Starbucks shed roughly $30 billion in market
capitalization. Not from insolvency risk, but from a reassessment of future cash flows tied to brand strength.

The board reversed course. The CEO exited. Strategy changed.

The wealth lesson is structural. Consulting frameworks work best where value is mechanical and repeatable. Consumer brands compound wealth through trust, identity, and habit, not just margins.

When leadership optimizes the wrong variable, scale turns small misjudgments into massive losses.

Starbucks did not fail at execution. It failed at understanding what it was actually selling.


BBG1 lease sale - lots of back-slapping

Note on LinkedIn from new exploration VP on BBG1 lease sale results - lots of congratulations and kudos for a BU which hasn't discovered a thing in a decade, suddenly transformed into "strong outcome", "leadership position", and "great teamwork". The hilarious part is reading the comments by the Chevron sycophants trying to impress the new VP. Oh, and if you take a look at the bidding, it's all high-risk or fringe acreage and leases previously held then dropped. Don't expect anything better than maybe a tie-back or two, if indeed we can actually discover something.


Still using Bain

Imagine all the money our SVPs and exec staff make and Bain still runs the company. A substantial number of decisions are all based off Bain recommendations. We could save millions upon millions of dollars if we got rid of most of our SVP layer kept some of our VPs and kept our Sr and Director layers and just used Bain.

Otherwise why do we need SVPs who are totally incapable of making decisions without Bain?


Making Mutual of America Great Again (MMAGA)

Am a industry consultant here who works with a couple of large recordkeepers and its painfully sad to see the speedy demise of such as great institution. Here is what your company needs to do to get back to the glory years of late Flynn/early Moran:
~new board
~hire outside PR firm to stack and positive press on website, AI searches, google rankings, glassdoor, bbb.
~new management over operations.
~better website w/modern tools
~modern education
~overhaul of communication. Use of AI, chat, GPT5, text, communication omnichannel.
~farm out IT & Call Center to Philipines
~~close florida and arizona office. Exclusive work from home from all over US. Get best and brightest talent.
~~Spend less than $7M per year on real estate/rent
~sell Capital Management
~CITs
~~Managed Accounts
~~revenue generators/financial planning
~~automate all distributions
~~cut salary of VPs and above 25%. Cut the fat at top.
~~cut sales reps. Replace by strong AI presence online & plan set and lead process
--reform healthcare and cut $10m out of health care each yr
~~add put options/surrender charges.
--new investments !
~~new sales leadership & new leadership over operations.
~~career paths and recognition for your employees who are overworked. Fire HR. eliminate performance reviews6-7
--total rebranding and name change

There it is. If your company hired an outside consultant, you'd pay them $2.67m for the above. I did it for free and helped your company. Call me to implement the above.


Cargill Among Meatpackers Targeted by New Department of Justice Investigation

Make sure you take the antitrust training so you can learn how to do it right. It could be Trump is trying to milk the family for more donations, but if you have been paying attention to headlines Cargill has been caught fixing beef, turkey, wages over the past decade or so. All of these matters led to settlements, therefore never really ‘caught’, to the tune of tens of millions of dollars. ($32.5M, $32.5M, $29.75M respectively) Even McDonalds brought a suit earlier this year, the pride and joy customer, I mean ‘partner’. Don’t forget the hiring discrimination settlement for $2.2M beginning of this year.

Minnesota Public Radio

November 10th, 2025

Wayzata-based Cargill is one of four meatpacking giants accused by President Donald Trump of collusion, price fixing and manipulation.

“For too long, a handful of giant meat packers have squeezed America’s cattle producers, shrunk herds, and jacked up prices at the grocery store,” a White House press release said.

President Trump previously took to social media on Friday to order an investigation into Cargill, Tyson Foods, JBS and National Beef. Attorney General Pam Bondi said an investigation was underway at the Department of Justice.

Cargill did not immediately respond to a request for comment. The Meat Institute, a trade group representing meat and poultry processors, said beef packers have been losing money.

“For more than a year, beef packers have been operating at a loss due to a tight cattle supply and strong demand,” Meat Institute President and CEO Julie Anna Potts said in a press release.

The supply of cattle is at its lowest level in decades, while demand for beef is rising.

President Donald Trump previously announced a quadrupling of Argentine beef imports to potentially lower beef prices, a move that’s been largely denounced by American producers.

The White House press release said the investigation, though, could show that four meatpacking giants’ apparent monopoly has driven up consumer prices.

“This investigation will root out any illegal collusion, restore fair competition, and protect our food security,” the press release said.

But the Meat Institute’s Potts said the industry is already heavily regulated, and market transactions are transparent. She added that beef packers and cattle producers rely on one another.

“The entire beef value chain is strongest when supply is balanced by demand,” Potts said. “Beef packers remain committed to ensuring safe, delicious and nutrient-dense beef remains affordable to American families who rely on its nourishment.”

Tyson, Cargill, JBS and National Beef Packing Co. have often been dubbed as the “Big Four.” Together, they sla-ghter over 80 percent of U.S. cattle meant for meat cuts, according to Reuters. That amount of control has often led to discontent among ranchers.

“We agree — American ranchers aren't to blame for high beef prices,” the National Farmers Union said in a social media post. “It’s time to go after the big four meatpackers who dominate the beef industry, driving up prices for consumers and pushing family farmers and ranchers to the brink.”

However, the United States Cattlemen’s Association said on social media that while it’s appreciative of the Trump Administration’s scrutiny of the agriculture industry, there may be a different reason why beef prices are higher.

“USCA will continue to state that beef prices in the grocery store are not too high,” the association said. “Prices are a direct reflection of consumer demand — consumers want U.S. beef.”


A message for the new CEO

Welcome. Please understand how damaging and unqualified a chief product officer you have and make the right decision for the company to remove them as fast as you can. Previous leadership didn’t want to admit they made a bad decision and some of the damage being done is irreversible. Just scroll through this site for the past year and you’ll see many examples of this (of those that don’t get deleted). Not only are they inept from a technological standpoint but they are oddly dangerous from an HR standpoint. Just ask the women in his org. Have one real hour long unscripted conversation with him (or even better attend a customer meeting where real world needs are being discussed) and decide for yourself if he says anything that actually makes sense or if it’s a mess of buzz words and avoiding taking a real stance on any strategic direction.


Salesforce

Get rid of it ! You are wasting everyone's time. Whoever purchased the application is getting kickbacks on or in the back end. Siebel ran better than this. And we all know where that got us. I have never seen a more inept application. Have you ever counted the number of screens that flash on your tablet when trying to run salesforce just to have it transfer the customers account into opus ? Screens that just go nuts and serve no purpose. 9 different screens that go crazy and bouncing ba--s too. And security.......... total lack of security. We took a step backwards in securing customer accounts.


Did you know

I would like to bring to your attention concerns regarding leadership practices and workplace conduct that may require investigation. There appear to be patterns of behavior that could potentially expose the organization to significant legal and financial liability.

Specifically, there are allegations of:

  • Management practices that may not align with professional standards
  • Possible involvement of Human Resources in matters that warrant review
  • Concerns about workplace monitoring and external consultancy activities

If you have experienced similar concerns, I recommend documenting your experiences and considering whether to consult with colleagues or seek appropriate guidance through proper channels. Collective action through established procedures may be warranted to address these workplace issues and offer you better protection.

I encourage anyone affected to follow appropriate protocols for reporting workplace concerns through private legal counselling, private advocacy groups or governmental organizations. This includes refraining from contacting HR or using the whistleblower hotline. They will identify the most traumatic method to attribute responsibility back to you.

Over and out


Dear Nike Board of Directors

Are you reading the posts on this forum? Do you care about the health of this company? As a shareholder, I do. You don’t need to hire a multimillion dollar consulting firm to diagnose the situation and put a plan in place. A rational person and a little GenAI can summarize the themes for you

Key Themes
• Organizational instability: Employees cite constant reorganizations—often every six months—which has created fatigue, confusion, and a sense that structural decisions are being driven by short-term pressures rather than a long-term plan.
• Talent decisions undermining trust: There are repeated concerns that recent layoffs and promotions didn’t align with performance, with high performers cut while lower performers remained due to internal politics or legacy relationships.
• Leadership and HR gaps: Employees point to inconsistent leadership quality, slow or overly procedural HR processes, and communication missteps around sensitive changes. Some comments note ineffective leaders remaining in place despite clear issues.
• Burnout and morale decline: Workloads are heavy, career mobility feels limited, and many employees describe being exhausted and discouraged. Morale appears fragile, and trust in leadership is weakened.
• Impact on innovation: Several threads reference a shift from leading the market to following it. Internal volatility is viewed as slowing decision-making and diluting the creative culture that historically fueled Nike’s brand strength.

Implications
Left unaddressed, these issues create material risks: higher attrition among top performers, slower innovation cycles, reduced productivity, and a culture that becomes increasingly difficult to repair.

Recommendations for Consideration
• Stabilize the organization by pausing major reorgs and aligning on a multi-year structural plan.
• Audit recent layoffs and promotion decisions to rebuild confidence in fairness and performance alignment.
• Strengthen leadership accountability through clearer expectations and more rigorous capability reviews.
• Address burnout by examining workload models, spans of control, and internal mobility pathways.
• Recommit to innovation by protecting creative/product teams from ongoing churn and simplifying decision processes.

Nike’s external brand remains incredibly strong, but the internal signals point to a need for stability, clearer leadership alignment, and a renewed focus on innovation. Addressing these areas will help rebuild trust and set the foundation for long-term growth.


JW ... still in his bubble dreamland

Unbelievable - JW has become a laughing stock .... tone deaf and unrelatable to 99% of IOL staff across the board. Did y'all see his interview emailed - felt like a replay of his announcement on 30th Sep (exact same words too) - must be practicing them every night in sleep too! What a joker - worst CEO ever awardee! No leadership skills. He looks weak and incapable of ushering IOL to rebuild from here.

Not a single person I know in company is willing to trust this JW joker. Forget the transformation - people mostly in all stages of career - near retirement/Mid-career/Early career - everyone is looking to bail out of this sinking ship over next 2 years. Purely based on the lack of trust of the CEO. I wish HR understands this soon enough.

Not that anyone is asking, but perhaps here is an advise - EM could fire this joker CEO because of all the ill will he has earned in such a short time & replace him with a more trustable person to take the company forward into transition - someone who is actually capable of doing the job and not just a bootlicker.


The business world

Wow, the business world has made AT&T C-suite and BOD look like a bunch of imbeciles. Buying assets above market price only to sell those same assets for pennies on the dollar. Can they really be that inept? T CEO Stankey and Stephenson are notorious for getting "hoodwinked" and beat out of billions. It almost rises to the level of a conspiracy, other companies raiding the AT&T coffers. How these guys can even show their faces in public is beyond me.


Hello corporate "leaders" watching your employees struggle

We know you are in here watching these threads, much like you sit and watch your minimally staffed teams struggle and break under workloads. If you have a shred of humanity in you, we are PEOPLE, not machines. While labor laws are pretty sh-t in this country, they do exist. Also, your job will not last forever either and we hope the people you burn while you sit and watch people struggle helps to keep you warm when you attempt to get your next job.


I have an idea for EH

Stop reorging every 6 months. Stick to one organizational model, have a resilient plan that you can stick to for at least 24 months. All of these constant changes erodes motivation, creativity and our trust in the leadership. Help us build the brand and create sick products that will sell .

Stop reacting too much about the short term. Have a vision, share it and follow it.


I've lost all faith in our CEO and senior leadership

They don't value employees, and some of the tactics they're using to cut costs feel downright deceitful and unethical. If I could give them any advice, it would be to just put us out of our misery. These slow, constant layoffs where they keep cutting our best people are just torturous. If the plan is to ki-l the company, then get on with it instead of this slow, painful death march.


Accenture

I found this interesting. It is from Reddit. So our Accenture replacements don't necessarily come here with solid work experience as they used to expect from people applying to work at TROWE. In between assignments they encourage their workers to learn enough about various things to get past an interview. Learning a few random bits and actually doing something are two separate things.

"I'm on the bench now, I'm been here since 4 weeks I think. I had a call with my PL and she said that I have to study more because I was failing in every interview. I was interviewed twice only, and It was for roles really out of my experience... they want to staff me no matter what. I felt pointed, you know? Like if I fail a third or fourth time, I'm out... The worst part is that I'm a new joiner, this Is my second month here... so I feel frustrated and very disappointed about the company. Need advice :("

https://www.reddit.com/r/accenture/comments/1p2ahlg/i_feel_alone_and_disappointed/?utm_source=share&utm_medium=web3x&utm_name=web3xcss&utm_term=1&utm_content=share_button


Scott Kirby (United CEO) is right. Customer experience improvements are just “table stakes”

A good read that relates to us right now

https://onemileatatime.com/news/united-ceo-scott-kirby-confidently-declares-american-cooked/

Replace with Verizon and we can all relate

"The current narrative among [Verizon]American executives is that everything they’re doing right now is to “focus on the customer.” The problem is, that’s not enough. [Verizon] American’s Chief Customer Officer has said that a reliable schedule is just “table stakes” at this point.

But the reality is that even customer experience improvements are just “table stakes,” when you’re competing against [T-Mobile]Delta and [Verizon]United. What else ya got? There needs to be a bigger strategy, and employees need to be excited about it.

The problem with [Dan] Isom at [Verizon]American is that he’s neither some brilliant strategy guy, nor is he a football coach type, like McCartney references. McCartney is exactly right — “once you lose labor, it’s over,” and “it may take a couple of years or whatever, but it’s over.” [Dan] Isom isn’t a football coach, he’s the captain of a lost ship with no navigation that’s just going deeper into the ocean. And maybe that sounds harsh, but c’mon, [Verizon]American lost money in Q3 2025, which is supposed to be one of the better quarters.

It's been a been a bumpy last 20 years here. I will miss many of you! Wish us luck in the job hunt!

Lets find employment where the EMPLOYEES are VALUED FIRST!!


Message to Leadership

Senior Leaders,
Your tenure has been defined by the distance created between the executive suite and the customer experience. The external environment—the shifting market, the competitive landscape, and the voice of the consumer—is moving at a velocity that has exceeded the speed of our internal change. This is the moment where that gap closes.
The core failure is one of vision:
• The Customer Forgotten: Price escalations and complex plan structures were designed for boardroom reports, not for customer loyalty. The brand damage incurred by these choices is measurable and is being repaired daily by those on the front lines, whose warnings were not heeded.
• The Illusion of Importance: Cross-global travel and protracted, high-level meetings created an illusion of operational necessity. These activities served to insulate decision-makers, rather than connect them to the actionable data required for real growth.
• The Unpaid Debt: A loyal, skilled workforce sought guidance, mentorship, and sponsorship, only to be met with a leadership culture that served itself first. The trust deficit created by this failure to invest in internal talent is significant.
Change is arriving. Some will face profound uncertainty regarding their future employment. You, however, are insulated by the financial structures put in place during this period of detachment. This outcome is the definition of accountability deferred.
The mission now falls to those who remain: to rebuild the brand, re-establish trust with our customers, and implement the authentic, ground-up change that poor leadership made inevitable.


Managers hesitate to nominate their team members for enterprise awards because they feel insecure about their own performance

Although it’s encouraging to hear that leadership wants managers to nominate and recognize top performers, insecure managers often block these individuals from receiving praise. Advice to management: why not hire leaders who genuinely care about the well-being of the people they oversee instead of just their own interests?


Guests Are NOT ‘Choiceful’ - Target is NOT Accountable

They’re NOT choosing our uninspiring merchandising & they’re NOT choosing our prohibitively expensive prices. We 👏 aren’t 👏 competitive 👏.

Just once I’d like to see an earnings call that goes “We missed the mark.” Instead of blaming our performance on external factors.


AI sharing

Does the constant begging for AI ideas, use cases, prompts, and more drove anyone else crazy?

As someone who is very proficient with AI, (through taking classes, learning it, using it, etc,) I’m not sharing my knowledge/competence/learnings with the company at large outside what is required by my position. Why should they benefit from a knowledge base I built on my own time?


Big hire by Karthik!

I've been gone from Nielsen and the industry quite a few years but I still keep tabs. This is a pretty big (expensive) hire by Nielsen. Peter's job will be to take any heat from the industry that comes Karthik's way. Looks like they hired him to basically be a glorified PR guy with the client base. He has a long history and successful track record in ad sales. Whenever Nielsen has hired these big industry g-ns in the past, they fizzle out really quick and take off into the sunset with a big bag of money.

https://variety.com/2025/tv/news/peter-naylor-joins-nielsen-chief-client-officer-1236574923/


How did we become so incompetent?

Look at what we have been doing for the last 3-5 years, outsourcing CSRs, taking away abilities from the retail POS, adding fees, reducing and removing discounts, wasting billions on useless spectrum while cutting off and failing to maintain what is actually used, and then listening to higher ups and C suite employees whine and blame us for poor numbers. The actions that have been taken would make no sense to someone in middle school, yet were taken by millionaires. This is criminally stupid, almost makes you question if they are a deliberate attempt to devalue the company for a future sale.

And what is being done to fix it? More fees and BYOD plus? We lost subscribers again on the consumer side last quarter while literally giving lines out for free with free or heavily discounted upgrades. Who thinks this is working? People being payed millions to make your life more difficult, your quotas higher, and your future uncertain.

The obvious fix would be to stop sc--wing customers with fees and trash customer service and stop giving shady reps easy to hide ways to add lines, but who wants to hear that? Sometimes you have to spend money to make money, but no, lets just cut and outsource more, but we will spend on AI that customers and reps very vocally dislike.

Spend money on US customer service reps and the network and stop sc--wing the customers, all of the money they have saved with these cuts is being lost by the droves of customers leaving for Tmobile, and common sense and a little money would stop that and reverse a good bit of it.

Hopefully the new CEO doesn’t F this trainwreck up any further, maybe he isn’t at his knees in front of Larry Fink like Hans was. Maybe Dan will read this, one of the HR spies in here should put this on his desk.


studies of efficient work focus

What if a work study is conducted and the results don’t align with the current hr/mgmt narrative or expectations? What if someone on the inside says she wasnt to use the results equitably?

How might the team ensure that all findings are accurately documented, reviewed, and communicated, regardless of whether they confirm or challenge assumptions?

Could workers establish a process for transparency and verification so that the outcomes are trusted and actionable and calibrated to perf ratings and bonuses.


Stop BTC looking good

it’s all of our fault for picking up the mistakes, flaws or fundamental errors from the BTC. stop, Stop, Stop before they take all our jobs. If it’s wrong, send it back and ask for the rework. Don’t fix it for them and unless it’s dangerously wrong, go ahead and let the plants feel the pain.


When you keep lying about pay and earnings

The Employees and Wall Street dont believe Raul F. "The debut of the Xponential AI framework adds a fresh storyline, but with not a single major analyst rating DXC a 'buy' – unlike its IT services peers – the company’s still playing catch-up.

As digital transformation gathers pace globally, DXC’s stronger cash flow and AI push could keep it in the game for the long haul – as long as it can deliver on its promises."


What went wrong in Target, lets share!

If the decision is already made, then let’s use the next two days to be advisors to our leadership — not bystanders. we are better than the external consulting companies.

Why did Target really fail?
What are the ground-level truths about where our leadership fell short?
Which decisions over the past 3–4 years should have been made differently — or not made at all?


Feedback used to matter

These days, I swear telling someone your thoughts is like yelling into a canyon. Nothing happens, nothing ever changes, even if it's something that could help significantly speed up things. There's no point in trying anymore. It’s easier to nod and move on than to waste energy trying to fix anything.


Message to Cisco: STOP with the NAME CHANGES!!

Cisco cannot help itself!! They confuse everyone! Especially our ENTIRE CUSTOMER BASE!

Renaming Firewalls, Routers, Switches, FMC, CDO, HyperFabric, NEXUS HyperFabric, Nexus switch, 6000 series switch, ki-l the Catalyst Brand, bring it back, Just Cisco 8000 series…. ISR, Catalyst Router, 8000 Series Cisco Secure Router, Tetration, Cisco Secure Workload, AMP, Cisco Secure Endpoint, Cisco Smart Switch, WCS, Prime, DNA Center, Catalyst Center….DCNM, NDFC and whatever great ideas are next — Impact, GSX….

For the love of G-d people!!! Quit renaming EVERYTHING EVERY TWO YEARS!! No wonder Gartner and everybody else is so D@mn confused at our strategy!!

Pick a name and stick with it! Use actual NAMES! A PRODUCT DESCRIPTION IS NOT A NAME! Tetration was easy to remember and had a nice ring to it. Cisco Secure Workload is a description! Not a name. Everything becomes acronyms when you name products long descriptions.

Cisco Marketing has multiple personality disorder! Straighten it out now Chuck you big lug!