#culture

Another day of no communication coming up. I seriously wonder what this guy does every day.

Nothing useful comes out of them anymore.

Taking away the last bits of any real joy we have around here but pretending like they are doubling the investment. This company has no culture left.

Now that Mike Lipps is running Coupa, I’m curious what former/current Qlik employees can share about his operating style there.

How did he approach layoffs, reorganizations, replacing C-level executives, acquisitions/integration, and cost cutting? Was he generally a “steady the ship” CEO, or did he make pretty significant changes when he came in?

I’m particularly interested in what actually happened on the ground versus the official company messaging.

When will the toxicity and poor leadership end? This constant cycle of abusing workers with fake reviews can't end well. What will be the next big scandal?

This guessing game is getting tiring.

Does anyone have insider info on the recent announcement that DF is stepping into a smaller role? Was he pushed out, or did he choose the move? RV Ops culture is abysmal in my experience, super high strung and controlling. How do people feel about the new leader?

Does anyone actually know what is going on? The total lack of communication or transparency makes it seem ominous.

Is it time to have a conversation on who was a worse CHRO? RM or MG? Entire organization is falling apart while looking head on to more layoffs.

It’s like a microcosm in here and a good analysis of human psychology. I’ve noticed that the longer this drags out, the more stressed people become, and in turn, the more they turn on each other with nastiness. It’s no wonder that “the people” can never topple those in power. We are too busy toppling each other.

its a sh---y place to work, its a sweat shop where employees are treated badly. H1b workers/contractors be careful before joining, you will be under constant threat, fear and micro-management. Be very careul from the indian managers they are the worst, and extremely incompetent, constant org politics goes on here and constantly different teams are fighting with each oher, also constant outsourcing to India is another part of the story, be very careful beore joining unless the work cuture improves.

Management’s obsession with hitting a rigid, daily efficiency percentage has created a completely broken, circular game of finger-pointing. What’s worse is that these impossible metrics are actively creating an unsafe working environment.
Here is the daily reality: local foreman gives the crew a specific job assignment. The crew completes the assignment exactly as directed, but because the work assigned doesn't automatically equal management's "magic number" for the day, the foreman gets chewed out by their boss.
Instead of pushing back up the chain and explaining that the crew did exactly what they were told to do, middle management tries to point the blame directly on the craft to save their own skin.
The absurdity is off the charts. We are talking about the exact same foremen who assigned the work in the first place, and the exact same foremen who are sitting behind multiple high-def cameras running ops tests and watching our every single move. They see exactly what we are doing every minute of the shift, yet they still look us in the eye and ask why the numbers are low.
What the system completely ignores is reality. Nowhere in these calculations are we allowed to add to our time for things that are completely out of our control.
Our guess? Higher management is trying to figure out how to navigate away from traditional, publicized layoffs. By making up completely unrealistic performance metrics, they can stress people out or manufacture failures.
When the only logical answer we can give a foreman is, "You gave us the job, you tell us," it shows just how detached the metric system is from actual field operations. If you're going to manage by a spreadsheet to squeeze the craft, at least look out the window to see the unsafe environment you are building on the ground.

I started with Centene about 3 years ago. I came from a leadership background of 18years and wanted a break for management. In my short time here with Centene I can’t get over how horrible the leaders are. It seems as though not one of them truly knows how to be a manager or they are so insecure as a manager they have to micromanage people on their team. Some of the leaders I have had in my roles were absolutely clueless on how to manage. They never could communicate to the whole team at the same time. They would forget things all the time. Can’t even explain how to do their job or talk in circles. It’s embarrassing. Does anyone in a leadership role actually have management experience or are they just hiring people off the street to run a department. There are also leaders without anyone underneath them LOL. How can you be a manager when you don’t manage a department or anyone?

What would happen if we all send an email to directly Arvind requesting more salary instead of RAs?

Could we get fired immediately?

What should we expect on the Town Hall today? Any major announcements or more fluff?

Surely this is when we get serious, this is the double down! We stand here at the peak of inflated expectations on agentic fueled enterprises, looking out across our glorious data moat. Lipps is the man that is going to make this happen, with Salva in his high tops and Navi hoodie at his side! We just need a few more MCP skills, then we will be cooking with gas! Bravo Thoma! Bravo indeed!

This is getting awful now. More red tape in an AI age
Who is tired of how bad this rollout has gone? Product owners have no clue as well as STS leaders. The engineers suffer

Together with this plus GCC and stuck in PCF nothing can stop the death of the engg culture

I’m at the heart of the chains. And the beatings build me character!

What’s life like these days within the compliance organization?

Once we are full RTO, planning on having lunch in my car with a few IPAs.

I'm tired of working hard and never being good enough for some people. It's about favorites, not performance.

Another day, more stressing. I hate this place.

Good employees who see others advance while they're stuck become bad employees in the end. I've seen it happen many times at TD. This place is really good at turning good employees into bad ones.

Re-org after re-org. New processes that are more complicated than the old ones. We can't move forward because we're too busy moving sideways. Nothing ever gets better, nothing gets simpler. Just endless sideways shuffling.

But assigning me things I've never been trained on and expecting magic? That's the kind of stress I can't handle. I'm out of here as soon as I find something, even if it involves less pay.

Where do I even start? Management is terrible, culture is toxic, everyone's terrified of layoffs, performance reviews are a joke, technology is outdated, suggestions are ignored, nothing ever improves, managers are rude and inappropriate, processes don't exist, leadership is absent, cronyism is rampant, employees are unheard, and raises are insulting. That about covers it.

Say anything less than "great job" and you're accused of yelling. The inmates are running the asylum.

Instead, I got no training, no mentoring, and assignments outside my skill set. So much for my expectations.

There have been little to no chatter about more layoffs. Is this something to welcome or worry it's the calm before the storm?

And please, be honest.

All they'll ever know is the mess Nike is right now. None of them will know the amazing company we joined decades ago that was on top of the list for so many people. With great pay, great benefits, amazing products, and making us feel proud to be part of it all. I miss those days.

We've got staff with no drive, broken management, layoffs of experienced people, and no growth path. Other than that, everything's fine.

Some of the replies here really make me feel uneasy. If I hated a place as much as some of you do AEP, I'd be long gone. Life is too short to stay somewhere that's making you so miserable. You know that's an option, right? Walk away and find something where you'll be happier. It's that simple.

The history of the CTO or CIO or CDIO or GDIO or whatever title they go by.
Ratnakar 2024-Present
Amish Patel 2023-2025
Anil Bhatt 2019-2021
Ed Smith 2018-2019
Tim Skeen 2017-2018
Tom Miller 2014-2018
Andrew Lang 2008-2013
And each one of them brings in their own cronies.  Then they stop what were doing and we start all over with their agendas.  We never finish anything.
Meanwhile, more and more RIF's happen in the lower ranks, while they all walk away or get fired and leave with their golden parachutes.

Wow.. For someone who went to Brown.....

It's funny to thing that Legg thinks he is the next CEO

https://www.charlotteobserver.com/opinion/article316910881.html

Nike used to lead trends. Now it feels like Nike is chasing them because it fell behind after years of bad product, uninspired colors, and questionable fashion decisions (lead by a mass wave of DEI initiatives).

And look at New Balance and Adidas. There’s nothing particularly flashy or revolutionary about what they’re doing, yet they’re eating Nike’s lunch because they’re executing better and giving consumers products they actually want.

Nike doesn’t need more discounts. It needs better product and a clear point of view. Lower the prices, stop training consumers to wait for sales, overhaul the board, and bring in a CEO who understands product, innovation, and the brand, not just sales.

Look at Apple. Steve Jobs was pushed out and replaced by a Pepsi executive focused on selling more product. Apple lost its way. When Jobs returned, he rebuilt the leadership team and focused on innovation, creating products people didn’t even know they wanted.

Henry Ford famously said, “If I had asked people what they wanted, they would have said faster horses.”

That’s the problem with Nike right now. Nike shouldn’t be asking what consumers want from Nike’s competitors. Nike should be creating what comes next.

Nike needs real leaders. Smart leaders. Forward thinking innovators who understand that the answer isn’t selling more of what isn’t working. The answer is creating something people can’t wait to buy.

Phil built a company that changed the world. Nike needs to find its next generation of leaders before that legacy gets lost.

Perfectly said, @fe+1m0mxdc30.

We were at 245 summer st. The room was vp’s on up. Lots of mba, egghead types. We were talking about updates to a platform, to include new offerings. I had spent 8 years on the phones and got a new gig. I felt like I could adequately describe and represent the associates who are on the front lines.

The conversation was about logical progression and workflow of a call. I insisted that not all calls flow a logical progression but many times clients get emotional. I cited several examples and case studies to make my points. The discussion became difficult, especially for this one svp bonehead who’s claim to fame was he was smarter than everyone. By the end of the meeting, because of time, the decisions made were to not change a single thing because the logic was good and the back office would just need to get more efficient.

These eggheads do not know what they’re talking about and think they’re superior to the associates.