#culture

Part of the Cigna / HealthSpring acquisition here. Over at Cigna part of the business strategy was buying companies and quickly incorporating them into our BO operations. On the other hand, HCSC seems like a kid in fourth grade trying to figure out a college level manual. How are we still waiting on decisions here almost two years in? When will Igor come up with a definitive direction around AI? The townhall where he said "100 years ago, people didn't know they wanted a car, they just wanted faster horses" was a fancy little tidbit. Well, Igor, using your own analogy, we don't want a car or a horse, we just want to start moving. When are you going to get out of the way and let the team race forward?

over all the culture around pretty much in all teams is deteriorating. old guard still in team resistance to changes & creating negative environment. don't know how to deal with these people.

So, as of this morning, there was a huge shakeup in Canton. Many people who supported the field and leadership are now gone. It seems like the clowns are now fully in charge of the circus. Not going to drop the names, but take a look around... and this is just weeks after another round was done. This is only the beginning; it's going to get worse.

If our CEO spent a little less time on social media maintaining his network and relevance for whatever his next role might be—and a little more time actually leading this company—maybe the rest of us would spend less time on Layoff.com wondering when the next restructure or round of layoffs is coming.

Employees cannot focus on growing, innovating, and thriving when they are constantly waiting for the next shoe to drop.

Leadership isn’t about likes, visibility, or staying relevant in your network. It’s about giving your people a strategy they can believe in, creating stability, communicating a direction, and actually executing.

We don’t need another LinkedIn post.

We need you to do your damn job and lead.

Our team just announced a restructure and shifted people around and not replacing a Director who jumped ship. Another sloppy decision from a mediocre leadership team. Sinking ship here in SLOD and all we focus on is RTO

Nowhere else did I have to protect myself from credit thieves, lying managers, spineless supervisors, and VPs who abuse their authority - all at the same time. It's a horror show.

I've watched restructures and personnel decisions systematically remove anyone who was intelligent, trustworthy, or actually cared about employees. The company has spent years making sure there's no one left who can lead effectively. And now we're surprised things are falling apart?

We promote people who are friends with managers, not people who know the work. It's a disaster every single time and it keeps happening.

The health-insurance industry is the largest barely-legal fraud in America.

The guy who started Centene was a money grubbing thug.

The people running the company now have Zero morals or integrity.

You make major profit by denying people “healthcare” and can’t even run the racket quietly without major lawsuits.

The only thing keeping the American people from putting the entire C-suite in jail is government cronyism.

We want to save money, so we hire people at the lowest possible rate. Then we burn out the good workers managing the bad ones. The good people leave, the bad ones stay, and we hire more cheap people to fill the gap. Then we wonder why nothing gets done. I'd rather have a team of ten people who actually show up and care, paid enough to stay, than fifteen people who are just sitting around, waiting for their next paycheck.

When you never know if your job will exist next quarter, you can't focus on anything but survival.

But they're also less likely to care about the company, sacrifice for it, or stick around. I wish the leadership would realize this.

"Some bosses aren’t leaders.
They’re bullies with titles.
And pretending otherwise only protects the wrong people.

A bad boss doesn’t just make work annoying.
They make people doubt themselves.
They drain confidence.
They turn Sunday night into a stress spiral.

They make good employees wonder if they’re the problem.
They usually aren’t.

DDI found that employees with leaders who genuinely care about their well‑being are 3x more likely to be engaged — which is the least surprising statistic on earth.

People do better work when their leader actually gives a damn.

And you can hear the difference instantly.

A boss says:
“Figure it out.”
“That’s your problem.”
“I don’t have time for this.”
“You’re lucky to have a job.”
“I don’t pay you to think.”

A leader says:
“Let’s work through it.”
“What do you need?”
“Let’s prioritize.”
“I appreciate what you bring.”
“Tell me what you think.”

That’s not “soft.”
That’s real leadership.

People remember how you acted when things got hard.
They remember who had their back.
And they absolutely remember the person who used authority to make them feel small.

A title makes you a boss.
How you treat people decides whether anyone follows you."

It’s hard not to see the company’s recent actions as deeply disingenuous.

For years, we were told that work-life balance mattered, that employee feedback was valued, and that engagement surveys actually influenced decisions. Today, those messages ring hollow.

Don’t forget what the company has done.

A year from now, there may be apologies like Meta did, polished messaging, and attempts to reframe the cuts and other measures as mistakes that went too far.

The narrative will likely be carefully crafted to sound optimistic and reassuring.

But by then, much of the institutional knowledge and experience may already be gone.

There seems to be an assumption that a younger workforce, combined with AI and fewer experienced employees, can simply replace what was lost.

That’s a dangerous assumption. Younger employees aren’t stupid, and Gen Z and the generations that follow are fully capable of recognizing when a company’s actions don’t match its words.

People remember how they were treated.

When experienced employees continue to leave and younger employees follow them out the door, we’ll see where the company is left.

You can’t erase years of institutional experience and expect everything to function as if nothing happened.

The biggest problem may not be the cuts themselves, it may be the loss of trust.

Once employees stop believing that the company genuinely values them, rebuilding that trust is far harder than any polished corporate message can fix.

Is this the only company where people somehow fail up? I've watched guys make enormous mistakes, face zero consequences, and then land promotions. At the same time, good employees who deliver get ignored. It's demoralizing, to say the least. Name one other place where that's tolerated.

The WARN notice for the WA layoffs came out of Overland Park. I don't think Ive ever seen that in the 20 years I worked at corporate. Official notices and high level items always came out of Newport. Shows how much the culture has changed, executive functions are originating out of Kansas City.

Title. I’d imagine folks here agree but want to get personal thoughts, observations or anecdotes. What is the future of this company for its employees? A more transactional model? Is this company that the older employees extol the same company that were living in now? Will the pension be around long term?

LOL. They got tired of planting employee questions from the audience. Playing Jeopardy - made up their own questions to answer. Too funny.

We will re-arrange the chairs on the Titanic and call it a day.

Tony p came got folks to change logo, went on DXC holidays and golf trips for a year, and has now issued his email for the next year. Cavery has gone to join another employer. Mary before her wasted a load of money on Manchester and F1. Ask anyone about DXC and they will says its a fried chicken outlet. What a merry go round

When coding monkeys are given the reign to run the show, the audiences (customers) suffer.

Stupid Enterprise Tech bean counters decided to eliminate the whole technical product manager (TPM) role because they couldn't tell the good ones from the bad ones. Now we're in the same quagmire of mostly bad engineering "leaders" sprinkled with a few good ones.

A place of incompetents.

"Kumar's leadership across our global industrial system has been instrumental in driving the significant progress we've made most recently in initial quality," Farley said in texted statement after the interview. "His broad experience and unique responsibilities ... have enabled us to deliver our breakthrough results."

Nike never misses an opportunity to tell everyone it is the world’s most innovative company—a fearless champion of creativity, self-expression, and the rebellious spirit of sport.

Apparently, the latest expression of that innovative spirit is turning a $169 stock into a $39 stock.

That is a 78% collapse from its 2021 peak, roughly $200 billion in market value erased, a 12-year low, eight consecutive quarters of declining sales in China, Nike Direct revenue down 7%, digital sales down 12%, and the stock heading toward its worst annual performance since 1993.

But please, tell us more about “Win Now.”

Only Nike’s leadership could lose approximately $200 billion, fall behind younger and more innovative competitors, watch Jordan and Sportswear lose momentum, and still walk into the next all-hands meeting congratulating themselves for being courageous disruptors.

The company celebrates self-expression—as long as employees express exactly what leadership wants to hear. It celebrates risk-taking—as long as executives never risk their own jobs. It celebrates innovation—then eliminates experienced innovators, reorganizes the survivors, and expects a new corporate slogan to design the products consumers no longer see coming from Nike.

This isn’t innovation. It’s institutional arrogance wearing expensive sneakers and carrying a PowerPoint deck.

Nike’s greatest recent innovation may be discovering how to turn “Just Do It” into “Just Keep Saying Innovation Until Investors Stop Looking at the Numbers.”

They haven’t.

Just saw Community Day in the news. Sure don’t miss that multi-hour, small-talk, forced-smile misery. Events like Community Day used to be the norm when Humana was truly part of the community and not wallowing in a culture of fear and retaliation. Glad I no longer have to deal with being volun-told to brand up for the public rah-rah. And I know I’m not alone.

The saddest part is how a few toxic individuals in each department (in addition with the few HR bad apples being the glue) create this horrible life changing experience for the employees there and it’s totally acceptable.

U.S. Bank use to represent the happiest and best part of my life. Now it’s a dark cloud permanently over me.

Just keep yourself clean and do what’s right.

Stay strong until you make it through the other side for a better whatever. Because you will get there if you understand that karma is real.

Don’t let these sad individuals change you. Don’t let them take away the light and good instilled.

Don’t join the toxicity by ignorantly and blindly hopping on the toxicity bandwagon with a hunger games mentality, feeding off of the clueless “one on of us” mentality hopefuls, where every single person who joins, ends up with regret and filth that will forever leave a stain on your karma, energy, personality, and character.

Say no to living in a world where your everyday work life is spent by pretending to like toxicity in favor of being apart of the “one of us clique mindset” thinking you are playing it safe by being a “boot li---r of toxicity instead of nobleness” or a “teachers pet” falsely believing this attitude will save you from being a target of misery since you are “liked” by the ones who are deeply involved in this toxic workplace culture…. and who sadly hate themselves deep down unknowingly or not because of the decision they made to morally compromise in their choices along the way in their careers.

The likely destination joining the toxicity band wagon to see if you are a fit to have a place among the bad apples is a fools one.

Get off or quite literally jump off of the toxic bandwagon asap.

Sooner the better, your karma will continue to dwindle the longer you stay on, and becoming costlier with each stop.

Don’t sign up for a ride that ends with a destination of finding a clown costume when you arrive at the end of this trip career trip from he-l. Voluntarily or involuntarily.

Don’t waste or spend your indispensable life energy working in a place that creates literally hellish like conditions…. Or at least don’t do it voluntarily.

At the end, you will be left holding the short end of the straw, rudely awoken by being played like fiddle from the toxicity you were aware of, but foolishly thought you would be excluded from.

If you are one of the many good people working here… stay strong and find success by not being a sale out of the morales and values we all have when starting out. The world is a cold place. And right now, so is the work culture at U.S. Bank.

You cant control most events that take place in life, such as getting stuck in this he-l hole… and trying your best just to get by and provide for your family, while at the same time, trying to not become a target here and struggle for your job security in such a toxic time and toxic work place.

Please remember this most important takeaway.

We have control on how we react to events and situations.

Don’t fall for the toxic workplace bait and sign up for a one way trip for your exclusive U.S. bank clown costume.

Don’t sign off your legacy tainted with regret thinking the finish line prize was anything but a clown suite.

Don’t morally compromise and it will somehow work out. Seriously it really will. Have a conscience.

The pendulum will always swing the other way remember that.

Right now, you could be the force tilting the toxic workplace culture pendulum to swing the other way.

The simple formula to advance yourself and change things around in every aspect in life, including dealing with the toxic workplace environment here and exceeding in it at the company by driving your own vehicle to a fulfilling destination of a clean rightfully deserved promotion or advancement in your career.. Instead of foolishly making your way to become a clown.

The simple formula is do good feel good.

Believe in the good of other people.

Hold onto to being a good person knowing that even the smallest of kind acts can make a ground breaking difference in the day of your peers.

Make sure to be real with yourself. Seriously, don’t be a fool lying to yourself about how great of a person you truly are, but in reality you know that clown suit is waiting for you.

Be a good person with good intentions to advance yourself in life….. Advancment in the career latter….. or any kind of initiative in life.

This is proven to work and not a fairy tale or hippy loving vibes.

Plenty of people have reached their rightfully deserved destinations of happiness with this simple understanding of karma.

You will make it through working in such a toxic work environment at U.S. bank and ultimately it will turn out to be a win somehow someway.

Hopefully the ones who don’t have an acquired clown suit in their closet or ones who are not waiting for their very own, can speak up and spread basic human decency, dignity, and respect over the toxic culture plaguing US bank today.

Ending with a note of realism -

Sometimes you can’t soley rely on believing in the good of others.

Sometimes action is required to swing the pendulum back to the correct side.

You have to stand up for yourself and others.

Get a backbone and create an online account using the EEOC public portal and file a complaint if justified.

If you have documented proof of the easily recognizable patterns HR and management make to target and wrongfully treat you then file a complaint with the EEOC.

It is incredibly easy to create an online login in the EEOC portal and file the complaint.

Don’t fear retaliation. I know there are bad apples employed here who are such a liability to the bank because of how clueless they are when it comes down to it.

These bad apples have gone so long without being checked, that they lose touch with reality of how and what they are legally obliged to perform their role at us bank.

If you are a target, know of other people being targeted, you have documented patterns of bad apples, etc……please check and remind these bad apples because the rot is just to dam strong.

It’s really the only tool we have that can make a difference here. Dont be afraid to use it.

Start with googling “EEOC public portal login” and it’s self explanatory from this point.

How do you make friends here? part of my job is actually to help people do less manual work but it seems that everyone loves manual work. And when I ask my manager if I can reach out to some other teams, he/she said: oh. Please don't, we just do not talk to each other.

I was like, how are we going to do the projects? Can anyone shed some lights here?

First, this company doe not have "lay off". Instead, they do PIP. I think you all know the drill. They would say something BS and label you as "To be improved". Then your manager will tell you" Oh so sorry, but we have to put you in PIP. This is to help you. And they let you go at the end of PIP.

You probably ask why? Because this firm has been doing this for decades, and it is the cheapest way to let people go considering all the risks.

And they love hiring people with bureaucratic mindset. As long as you are good at politics, you should not miss this place. I believe you will shine here.

NOT FOR ME. Peace out.

Also, more layoff, sorry more PIPs are coming. Be prepared crewmembers. You know, it is in the memos.

As thankful as I am to be employed, the nightmare here never ends. It isn’t the work itself that is stressful, it’s the culture. There’s too little focus on competence and too much focus on sycophancy. Some senior “leaders” know nothing, don’t listen and make baseless, bullsh-t decisions (ahem Lise). I don’t know how people with zero technical acumen can make technical decisions. Furthermore, they are too bull-headed and busy kissing ELT a** to even take practical, technical advice. Additionally, they are trying to manage people out; even employees who have been high-performing are getting slammed across the board, pretty much out of nowhere. If ever there was a toxic environment, this is it!

...and it's still hilariously vague and meaningless. Our execs are an absolute clown show. These people just throw buzz words around like r.e.t.a.r.d.s. and expect us to be amazed with their genius. I guess they've been up at night trying to figure out what the he-l they could say in response to us asking "what the fu-k does market based culture" mean you fu--ing mo--ns?

Same sh-t as the AT&T Guarantee...they think if they repeat it enough it'll mean something. They went from pumping that Guarantee all the time and how industry revolutionizing it was (wow, you offer refunds when your service doesn't work...amazing), and now you don't see it anywhere. Must be pretty special!!

The CN org structure is crazy - random look at any org. I looked a Procurement - don't know a single person. VP head - 6 direct: 1 Sr Dir, 1 Dir, 2 Sr Mgr, 2 Mgr. Lets just look at that 1 Sr Dir - under is 1 Sr Mgr (3 under), 1 Mgr (2 under), 1 Dir (1 under), and 1 Sr Mgr (1 under - who is a Manger, who then has 1 under). The entire org has more Mgr's+ than people working under them. Think about this - who runs that org & how do they have a job? And if you think this is isolated -- it's not.

People are pretty upset about the new VP from Walmart. Word is he's already having a tough time over there, so everyone is scratching their heads as to why Nike decided to bring him on. It feels like ITC is about to head downhill, and with no other locations to rescue, GT in trouble and shift everything back to PHK.

Company News: The "Brandon Hall Group HCM Excellence Awards" - where out of 20 awards issued, 19 went to Optum India.

Way to rub the outright, blatent, anti-USA descrimination into the faces of your employees, a--hats!

If Centene is serious about understanding what is happening within Corporate Ethics & Compliance, then stop looking at individual employees and start looking at the people making the decisions. The problem is much bigger than SIU. It extends across CIU, SIT, COI, InTP, Privacy, Corrections, and other areas that are supposed to protect the company and ensure compliance.

At some point, leadership needs to take a hard look in the mirror. There is a growing perception that advancement, opportunities, protection, and even how employees are treated can depend too heavily on who leadership likes, who they know, who agrees with them, and who does not challenge their decisions. That is not leadership. That is creating an environment where employees learn very quickly that speaking up can have consequences.

And perhaps the biggest problem is that employees are sometimes expected to follow processes that are not clearly documented, have changed repeatedly, are outdated, or in some cases do not exist at all.

Ask for the policy. Ask for the procedure. Ask for the written guideline. Ask for the reference material. The response is often some version of, “We’re working on it.” Well, if you are still working on the policy, then why are you enforcing it as though it already exists? Why are employees being held accountable for standards that have not been clearly communicated? Why are decisions being made based on “how we’ve always done it” when Compliance should be operating from documented, consistent, and defensible standards?
That is not compliance. That is inconsistency disguised as compliance.

Leadership cannot constantly change expectations and then blame employees for failing to meet them.

You cannot move the goalposts and then criticize people for not knowing where the goalposts are. You cannot demand documentation from everyone else while operating without clear documentation yourselves. And you cannot build an effective Compliance organization through fear, favoritism, secrecy, micromanagement, or a culture where challenging leadership is treated as being difficult or disloyal.

The uncomfortable question is this: Who is holding Compliance leadership accountable? If Compliance is supposed to identify risk, investigate misconduct, enforce standards, and protect the organization, then its own leadership should be subject to an equally rigorous level of scrutiny.

Maybe it is time for an independent, top-to-bottom assessment of Corporate Ethics & Compliance.
Not another internal review where the same leadership structure reviews itself. Look at the leadership. Look at hiring and promotion decisions. Look at turnover. Look at why experienced employees have left. Look at how investigations are handled. Look at whether expectations are consistently applied. Look at whether policies actually exist and are current. Look at how employees who raise concerns are treated. Look at whether qualifications, experience, credentials, training, and resources actually match the responsibilities employees are being asked to perform. And most importantly, look at the leadership culture.

Replacing a few employees while leaving the leadership structure, decision-making practices, and underlying culture untouched does not fix the problem. It simply moves the problem around.

Sometimes you don't need another reorganization. You need accountability. You need new leadership. You need policies and procedures that are actually written, current, accessible, and consistently applied. You need qualified people in the right positions with the right experience and tools. And you need leaders who are willing to hear “no,” accept criticism, answer difficult questions, and admit when something is wrong.

Compliance cannot demand from the rest of the company what Compliance leadership is unwilling or unable to demonstrate itself.

If Centene truly wants to rebuild trust, then it needs to start at the top.
Clean house where necessary. Rewrite what is broken. Create what is missing. Remove outdated practices. Establish clear standards. Put qualified people in the right positions. And hold leadership accountable to the same standards imposed on everyone else.
Anything less is just rearranging the furniture while the foundation continues to crack.

From Darcie Henry

in your inboxes this AM.

I won’t read whatever nonsense this is, but hoping someone can just translate for us whatever new intentional misery this will be bringing to being employed here?

Wow... Went to plano for the first time in a long time. PRESS chief of staff has a reserved parking spot and office.... Nutty

Europe country. PIP today.

https://www.bloomberg.com/news/articles/2026-08-25/sap-renewed-hr-chief-s-term-after-probes-cleared-her-of-fault

“SAP treats all misconduct allegations with the utmost seriousness and is committed to handling them through rigorous, fair, and thorough review processes,” the company, the supervisory board and Vargiu-Breuer said in an email. There was “no evidence of misconduct” by Vargiu-Breuer, according to the statement. “The Supervisory Board carefully considered all relevant information, including critical feedback, and decided to extend Gina Vargiu-Breuer’s contract based on a comprehensive assessment of her performance, leadership, and contribution to SAP’s transformation.”

Why can’t I7’s become I9 without first being an I8? These levels are so antiquated and old school. If an I7 is doing an I9 role, just promote them or at least pay them accordingly! Dell is very far behind in the times. Almost functions like the Fed govt. The longer you’re here, the higher you get based upon longevity, not talent or skill.

…that you work for a company that wouldn’t p1ss on you if you were on fire.

A company that thinks it’s fine to have an all hands that unambiguously states that RIFs are happening in the next few weeks, even puts it in writing in a recap email, then does NOTHING, then does not even have enough respect for the human that it sends a follow-up email addressing what they themselves chose to put out there in terms of messaging. Accountability, you see, is only for us peons.

So yeah. Don’t sc--w over your team or the customer but “work to rule”. 8 hours. Don’t volunteer extra work. If you have a legitimate press contact share the email and that there’s been no update.

F@ck Enrique, executive bonuses, and this dying brand.

Management keep shuffling people around, employees and contractors were let go but it looks like once the Y28 administration comes in, the cycle will start again everyone brought back, teams bloated, and the same loop repeating.