#culture

First I'll say that I genuinely enjoyed my small team at AT&T with whom I worked the last 20 years of my career there. I have no resentment to the time I spent there, so this isn't a complaining post, just some perspective after some time away. I was in management, doing technical work and app development for sales support.

Most of my team, about 80%, was laid off for not moving to Dallas (most of the rest were already there; one or two moved there). We were in various focus cities supporting our local sales teams, but the senior leadership didn't understand that and did not make exceptions. I found another position doing similar work for another company and started 3 weeks after my final day at T. The new company has fewer than 1000 people, for comparison.

So here are some of my takeaways, in case someone with a long career at AT&T might be thinking about making the jump, or who might have it forced on them.

1. Surprising that this is the first one, but honestly it's such a difference that I wanted to call it out: I have not opened Powerpoint once since I left T. At T, powerpoint was basically the language of business. We wasted so many cycles "making a deck" to try to communicate to the ever-changing field of senior leadership that I probably spent the plurality of my time in Powerpoint vs. any other program. I got a new laptop at my new job, and realized as I deleted the pre-placed icon from the desktop that I've never once used Powerpoint. We use Teams, sometimes demos, sometimes a mockup or diagram...but I've never had to "make a deck."

2. It really hit me just how many people at AT&T did literally nothing of value. This is not a dig against most colleagues, but rather just that significant subset who didn't have discernible skills, so got placed into positions to just spin their bureaucratic wheels but otherwise stay out of the way. I recall two dozen names off the top of my head that were just there to make people jump through hoops, document workflow (for no followup reason), design a new process that was jettisoned as soon as they moved somewhere else, or just attend meetings and throw in their two cents without really contributing. Outside of T, there are people of various skill and contribution levels, but nobody whose job is simply to fly under the radar. When I read stories about T employees logging in and leaving their laptops in lockers, or sitting in the cafeteria watching TV, it makes me glad to know that where I'm at now, everybody is giving a fair day's work without making work for others.

3. Leadership at AT&T is toxic. I'm not just talking the Stankey/Stephenson types, who, yes, have ruined the company through unfathomable incompetence. I'm talking the people in the mid-level, director-like positions and above. Almost all (not all) of them at T seemed like they got there based on the Peter Principle or otherwise nodded their head enough. Only in the beginning of my career in the late 1990s did I feel any executive director or above at T (SBC at the time) was there due to being a practitioner of their craft, for being respected, or for being a good manager. And that class began to dwindle as time went on, replaced by hollow, empty suits who could spew buzzwords and claim empty victories by cherry picking their numbers. It's like an ever-shifting field of grifters.

4. The hiring process at ATT is irreparably broken. I was a hiring manager, and trying to get someone competent in the door was inexplicably difficult. HR gatekept candidates and had no concept of the hard and soft skills we needed. We got sent batches of candidates who faked their resumes, faked their interviews (even before AI was big), faked their legal ability to work in the U.S., and so on. There were times that it took 9 months to find an entry level programmer because HR kept whiffing. HR gets a lot of flack everywhere, but at T, I believed they were truly a cesspool of rejects.

Maybe I'll think of more but these hit me just this week. There are things I miss about T, mostly dealing with colleagues, but these are definitely things I do not miss! The day-to-day stress and friction they cause isn't always evident when you're in the middle of it. Only after the ATT shackles are thrown off do you realize how bad of an environment it can be!

Some of these leaders only have 4–5 direct reports, yet they carry themselves as if they're God's gift to the program. Instead of leading, it feels like their job consists of asking Gemini to write emails and forwarding them.
What's even more concerning is that some Assistant Directors seem to lack fundamental leadership skills. It appears they earned these positions through politics and bootlicking rather than proven performance, yet they're still trusted to make important decisions.
Even worse, several have never consistently come close to hitting quota, but instead of taking accountability, they blame the frontline teams. Leadership is about owning results, developing people, and setting the example—not shifting responsibility.
If someone can't effectively lead a team of five, it raises serious questions about the standards for leadership.

Before I quit two years ago, I remember it taking 15 minutes just to log in every morning. To say the place was a mess would be an understatement. Not to mention, the whole Genpact deal destroyed already low morale. I was so happy to leave it all behind. Have things improved at all since then?

The morning began quietly, with a cool breeze drifting through the open windows and carrying the scent of fresh rain across the neighborhood. Birds gathered on telephone wires, taking turns singing while the streets slowly came to life. A delivery truck rolled past, cyclists waved to one another, and the first customers entered a small café where the smell of coffee and warm bread filled the air. People hurried to work, students gathered outside schools, and gardeners watered flowers that had begun to bloom after several sunny days.

Across town, a public library welcomed visitors looking for a quiet place to read or study. Shelves stretched from floor to ceiling, holding books on history, science, art, engineering, literature, and countless other subjects. Some readers searched for novels to enjoy over the weekend, while others researched topics for school or personal projects. In a nearby room, children listened carefully as a storyteller described distant mountains, mysterious forests, and adventurous explorers who traveled across oceans in search of knowledge and discovery.

As the afternoon arrived, parks became busier with families, joggers, photographers, and people simply enjoying the weather. A group of musicians practiced together beneath a large oak tree, filling the air with melodies that drifted across the walking paths. Nearby, artists sketched landscapes while children built elaborate sand structures in a playground. Conversations shifted from everyday routines to dreams of future vacations, new hobbies, favorite meals, and memorable experiences shared with friends.

Meanwhile, technology continued to connect people around the world. Engineers collaborated on complex projects from different continents, teachers held virtual classrooms for students thousands of miles away, and researchers exchanged scientific discoveries in real time. Farmers monitored weather forecasts before planting crops, doctors reviewed medical images with specialists in other cities, and volunteers organized community events through online platforms. Small innovations combined to make daily life more efficient while creating opportunities for creativity and collaboration.

As evening approached, the sky gradually transformed into shades of orange, pink, and deep blue. Lights appeared in homes and businesses, restaurants welcomed dinner guests, and families gathered around tables to share stories about their day. Some people relaxed with books, others watched movies, practiced musical instruments, solved puzzles, exercised, or planned future goals. Before the night ended, many stepped outside for a moment to admire the stars overhead, appreciating the quiet stillness that contrasted with the busy hours that had come before.

Although every day follows a familiar rhythm, no two days are ever exactly the same. Small conversations, unexpected opportunities, changing weather, new ideas, and simple acts of kindness all contribute to experiences that shape our memories over time. Curiosity encourages people to continue learning, exploring unfamiliar places, meeting different individuals, and discovering perspectives they had never considered before. Through patience, persistence, and a willingness to adapt, ordinary moments often become meaningful stories that are remembered for years to come.

If there was one thing you could change in the next year with Truist Investments, what would it be and why?

Advisor Gateway blowwwwwws. I give them credit for trying to upgrade, but when you just put lipstick on a pig, well the original pig looks much better. By the way Envision was 100x better than eMoney. Saaaawing and a miss!

I lost count how many times ISG engineering would openly brag about overinflating estimates for work and intentionally leaving features partially finished as an "insurance policy" for future job security. How's that working out for ya'all?

This board could use a little balance, so here goes.

Yes, restructuring is hard — and if you were impacted, you're talented and any company would be lucky to have you. But for the rest of us: take a breath and zoom out.

We work at a company that's been trusted with the world's most important data for over four decades. The biggest banks, airlines, retailers, and telcos on the planet run on what we build. That doesn't happen by accident.

And credit where it's due — the ELT isn't hiding from hard decisions. They're making the tough calls to keep Teradata lean, focused, and built for the long haul. That's what real leadership looks like, even when it isn't popular.

The sky isn't falling. The mission is intact, the customers are still here, and so is the team. Choose to see the opportunity.

Proud to be here. 🧡

I had a long and mostly good career at Intel. I remember the early days, when it was demanding, but in exchange, there was a meaningful employer/employee relationship. Towards the end, and sadly like so much of tech, it is now just transactional, you are here for the moment, then not. In the last chapter of my career at Intel products side (DCG), I felt our mission and goals were always shifting with the rotation of VPs, job clarity and purpose were low, and you spent as much time navigating politics, turf and survival as you did actually focused on delivering anything to our customers. Still, I always saved, maxed out 401k, additional savings along the way.

When our team was hit a year ago, I took the money and ran. We only have one shot at our lives, so for the next chapter, I focused on finding a job and organization that had more meaning to me, and not about the pay or title. I landed a role that pays about 1/3 of what I made at Intel (was double digit grade level), but I have very clear job clarity, ownership, accountability, I have direct line of site where my contributions add value, there isn't a re-org every quarter, the management is stable. This is a much better space than the nonsense of working on ever shifting goals, and one day you are told what you do matters, and the next day the team is CPM'd.

The key, if you are there navigating Lip-Bu's 'you are born to suffer and work hard' mindset, is save, save, save, and as you have more and more socked away, your options beyond Intel, and beyond tech, grow, grow and grow.

I am grateful for the wealth accumulation Intel provided my family and I over the years, and I do wish the remaining Intel colleagues the best of luck, I hope Intel and those that are there succeed (still have stock), but have to say the employment experience - from the perspective of meaning and purpose - decreased significantly from the Intel I joined in times past.

I see so many job positions open for only 2 days or less than a week. Are those genuine openings. I was told by a friend in HR that those positions are there just for formality. Managers have already made up their mind as to who to promote but they have to post the job for HR purposes. Any insights?

Taking a moment to appreciate my time at Teradata San Diego.

On the Customer Success team, I've learned that great technology only matters when it changes something real for the people using it — and I've gotten to see that happen week after week. The talent here is remarkable, but what stands out most is the culture: people who share credit freely, jump in without being asked, and genuinely root for one another.

Add in the energy of the San Diego campus, and it's easy to see why this place is special.

Proud and grateful to be part of this team. 🧡

#Teradata #CustomerSuccess #SanDiego #Grateful

We are extremely frustrated with the delays and inefficiencies in processes involving Fiserv. Urgent issues require escalation, yet the communication channels themselves are creating obstacles. We are repeatedly asked to send emails, wait for responses, and then continue follow-ups, often with little progress.

As a result, critical deadlines are being missed, project momentum is being lost, and teams are spending more time managing communication challenges than delivering outcomes. The situation is impacting productivity, focus, and overall team morale. A more responsive and effective engagement model is urgently needed.

• FU*SERV

What happened to the Trump loco? It’s like it has disappeared. Not at any celebrations for the 250th. Not really any coverage about it. Seems odd after all that was done to get this thing made. No mention of it by The White House or Trump himself, and you would have thought he would have been slobbering all over that, narcs love it when things are dedicated to them.

"We've undermined the trust you have that your specific expertise and contribution will be valued, that you will grow and advance your career, and that this will be a place where you can actually have an impact."

I doubt you will hear anything like that from Chuck or the new CFO.

Is next week zero hour for their bloated management structure?

Tick tock.

Does anyone believe in this guy? He seems like he’s just a slick suit and doesn’t have any actual vision for the industry.

KD our fearless minister of people and culture will be hosting an informal meeting with the Houston staff. This will be KD’s last official visit to the United States and she is keen on commiserating and socializing. The top leadership will all go to the World Cup England match in bp’s private suite… Ta ta

Sounds like a lot of mediocre male Shell lifers nearing the end of their time on farm and lashing out that the world no longer revolves around them.

Tampa data science team is the worst team to work for. Modus operandi is to promote h1b friends and treat citizens and residents as sh-t.
If you want to get into a sh-t hole get in here.

Remember when the whole point of this site was to discuss and share what we were hearing about layoffs? It’s been co-opted by complainers complaining about the fact that they have jobs. Weird.

Lots of inequity.

For years, many of us watched the ISG organization abandon the very disciplines required to build successful enterprise software. Some spoke up. Most stayed silent. Leadership either didn't listen or simply didn't care.

Now the bill has finally come due.

Products are being shut down. Teams are being eliminated. Many good people are paying the price—not because they failed, but because leadership failed them.

This wasn't bad luck.

This wasn't "market conditions."

This wasn't AI.

This was years of poor execution, weak leadership, and a culture that stopped holding itself accountable.

Engineering operated without meaningful deadlines. Roadmaps became wish lists instead of commitments. Deliverables slipped quarter after quarter with few, if any, consequences.

Product Management became meaningless. Engineering dictated schedules and features it repeatedly failed to meet. The competition, with 1/10th the resources, moved three to five times faster in their velocities. Customers were promised capabilities that never materialized. Eventually leadership stopped publishing roadmaps altogether because they had lost all credibility.

None of this should surprise anyone. When an organization rewards excuses instead of execution, failure becomes inevitable. When commitments mean nothing, customers eventually notice. When accountability disappears, poor quality follows. When mediocrity is tolerated long enough, it becomes the culture.

No engineering organization succeeds without discipline. No product organization succeeds without accountability. No enterprise software company succeeds when deadlines become optional and execution becomes negotiable. The market eventually exposes every weakness that leadership chooses to ignore.

That's exactly what happened.

Companies the size of Dell don't fail overnight. They fail one missed commitment, one ignored warning, one delayed release, and one poor leadership decision at a time.

Eventually, reality always wins. The bill has finally come due.

Good Job Team PEP, YTD Return for the Dow is positive 8.48%, S&P500 is positive 10.20% and the NASDAQ is positive 12.79% and then we have the big bloated hapless no-clue dinosaur PEP with a NEGATIVE 3% YTD return. The BS PowerPoint and cliche-based management culture isn't cutting it anymore.

If I hear the word NAN one more time. Why does US Bank not get it. No one has time for that cr-p. I have never seen branch more micromanaged than they are right now. TOXIC place to work with unethical behavior happening all over the place. Wish this
company would just go belly up and I cannot wait to get the F out.

What a joke! How is Fiserv being named the best company to work for. Who did we pay off to get on that list

1. The Segment leaders have been over promoted. Most have never delivered at Fiserv and then we put them in more impactful jobs hoping for different results!

2. FIG is heavy in the SVP area (ex - Core Sales, 3 SVPs managing a handful of people running Core migrations. Same in the RM area.. lots of Chiefs and then lots of Chiefs that have Zero knowledge of the business. Clients are frustrated!

3. Net new logos SE team logs a lot travel expenses... where are the new sales? (ZERO because they are visiting existing clients because the leadership is measuring T&E as productivity!!!!!) - Measure SALES and Golf, Steak and Wine dinners - so much waste in that group.

4. If you REALLY care to know where the skeletons are... call / interview the tenured SVP and VPs that exited in the last 6 months since Divya got there. They will tell you why they left and what rocks to look under! The institutional knowledge lost is mind numbing and the clients are suffering.

5. Lots activity and no results. FIG is never a double digit growth business. But, it is also not a negative growth business. The people you have left there will sink it further.

And.. yes, I have tried to speak up... no one cares! The SVPs are merely trying to get to the next paycheck and vesting... they are not driving CHANGE!

The last guy who actually knew what he was doing was Ivan Seidenberg. I know some of the current management doesn't like him either because he ki-led the pension, but at least he actually knew the nuts and bolts of the business and legitimately wanted us to have the best cell phone and fiber optic network. All downhill after that. Lack of knowledge, lack of regulation, while at the same time the executive compensation took off like rocket ship. Damn shame. good luck to all.

In protest of our atrocious leadership and most recent layoffs, I donated all of my CDW apparel to the homeless in my area. Now I feel really terrible about it. Not about giving away company swag. No obviously not. I feel bad that these poor people are now walking around with a logo of a company on their chest that’s straight trash.

I’ve confirmed they really are lowing grades for the exact same position.
What a sh-t company this is.

While Starlink is pushing the industry forward and Wall Street is raising concerns about what that could mean for AT&T, we’re still consumed by RTO, presence reports, and building a new headquarters. That’s the only focus here and it feels completely backwards.

Instead of talking about how we’re going to compete with Starlink, people are talking about badge swipes and making sure they sit in a chair for eight hours before heading home. Time that many employees once spent working extra is now spent commuting. The result is 8&skate culture where people check the box, do their eight hours, and leave. That’s not how you build an innovative company, but that’s the culture Stink has created with RTO, FTW, and Presence monitoring.

At the same time, we’re spending billions on a new headquarters nobody wants while facing one of the biggest competitive threats the company has ever seen. Shouldn’t the priority be improving our competitive position, controlling costs, and attracting and retaining the talent needed to compete?

The conversation should be about how we beat new competitors, not how many days people are in what office. If leadership wants this company to be successful, the priorities have to change. Right now, it feels like we’re looking inward while the competition is looking forward.

Time is running out, and if things don’t shift soon there won’t be an AT&T left for these egos to lord over.

It's nearly 3 months late at this point

Why some people are still virtual?

Things will not improve, they will not learn, there is no greener grass elsewhere.

The best you can do is learn to detach from all this - accept and embrace the sh-t show.

More and more tenured reps are leaving or being muscled out and what's left behind are new blood reps who don't even know how to hold a conversation on the phone and transfer every call to tier 2 lines. No interest in learning or helping the client. Just working as Transfer Specialists now.

Good move on Travis V. He was obvious, d-mb as dirt.

However, you need to do the same for the rest of the clowns in ISG - Directors, VPs, SVPs. A couple are okay but most have no business doing what they're getting paid to do. Just look at their track records. Their failed records speak loud and clear who should hit the bricks.

How Dell managed to bring in so many incompetent dipshiiiits in high ranking positions is a mystery.

I was told by an AD yesterday that they were asked “to do something they don’t typically do for midyear reviews and when asked why the Director said they don’t know why.” Any idea what this is and if it’s specific to this org or something happening more broadly?

America's Test Kitchen has undergone multiple rounds of layoffs and operational shifts since its acquisition by Marquee Brands. These changes include the closure of ATK Kids and Cook's Country magazine, alongside a strategic pivot towards digital content and influencer collaborations. Company leadership asserts these adjustments are necessary for adaptation in a changing media landscape, aiming for organizational right-sizing rather than simple cost-cutting. Former employees express concerns that these shifts may dilute the brand's core mission of rigorous recipe testing. Despite these internal shifts, the company's flagship television show remains a primary driver of subscriptions.

Boston, MA

https://www.bostonglobe.com/2026/07/09/business/americas-test-kitchen-layoffs-strategy/

Anyone else fed up? No parameters or structure to our roles so we’ve been worked to the bone for the last few years and dealt with incredibly pushy and unprofessional attitudes and leaders in the name of “candor”. Movement is tough with limited internal and external mobility. Silicon Valley bro expectations like we work for Amazon or Meta on a Target salary and mediocre raises that barely cover the cost of living increases.

Producing 10x what we did even two years ago is the expectation with no recognition or belief in you from your leader to show for it. Just “feed it into AI”, constantly.

The bar for success is constantly moving so you can never, ever keep up. Exhibiting behaviors well above your level and still not being seen or heard for them. And don’t get me started on the steamrolling.

I’m not one to be so negative. I loved this company coming into it years and years ago. And I know many of us work our a**es off. I critique it because I know it can be better. But in its current state, our output will never enough in many areas where expectations rapidly shift and the loudest dominating, borderline bullying voices are rewarded. Such a shame because I know incredible people and leaders here.