#culture

Why do we never let people know who have left or has been laid off. Everything is one big secret. Maybe its different in other divisions but here in our schools division, communication is a joke. Then you expect us to believe that as managers you didnt have a say in or even knew who they were gonna let go. Well if my name is on the departure list, know I am going to tell everyone. I have asked for weeks and have been told the same line by each person I asked. Almost word for word. Like it was scripted. Buckle up, its gonna be a real intersting day. #Projectconverge

I keep receiving these emails about great results, another wins, another successes, so much money from so many contracts, but SO WHAT? There is nothing in it for me, and if the company is in such a great condition, why it cannot match the salaries to modern rates? I do not know what is the purpose of these emails. Honestly, every time I see these, I feel like someone just spat in my face, laughed and walked away.

Seems that the only thing that might save the stock going to $60 would be a CEO announcement, on the other hand, that might just send the stock to $50. Especially if someone internal gets promoted, cause these execs here are WORTHLESS.

What does the team team team think? Team? AAR that please. LOL.

Let's just bring in another 50 ex-Cisco sellers and a few more CAPidiots. Cause we have made a strategic investment to pump you up.

I like how the bank sits on our money earning interest for a week prior to paying it out. Should be criminal.

Roll up, roll up. In true circus fashion this is your last chance one time entry to pick up the scraps at the bottom of the barrel. Every P.T. Barnum trick has been played and the show will close soon…. Just $1.5bn and we will put you all out of your misery.

A rapidly deteriorating culture, a toxic manager, and the bad direction Humana was taking drove me away. I couldn't even wait to be laid off. I managed to land a job where my skillset was a much better fit. Almost no overtime, a decent manager, a great team, and sensible leadership. Here's hoping the first impressions hold up. But even just the change of scenery has made me feel ten times better. Do yourself a favor - look for something else as if your life depended on it.

After leaving Chevron, I learned the hard way that you really need to be careful about who you trust. Even people who seem very supportive, offering to help with your resume, connect you to Society of Petroleum Engineers committees, review papers, or ask about your job search may not always have your best interests in mind.

Please protect your information. Don’t share detailed resumes, job search updates, new company plans, or paper drafts unless you fully trust the person and understand why they need that information. Keep things professional and limited.

Qualcomm needs a comprehensive organizational restructuring to stay competitive in the rapidly evolving semiconductor industry. The company should streamline its structure, reduce layers of management, and build a leaner, faster decision-making organization. This may require a workforce reduction of around 30%, particularly focusing on eliminating unproductive senior and staff engineers who are sitting there for years, and aligning and recruiting new graduate talents with future growth areas.

The leadership team must be refreshed with a forward-looking CEO who deeply understands the future of semiconductors including AI acceleration, edge computing, advanced node design, chiplet architectures, automotive platforms, and custom silicon. The new strategy should prioritize innovation speed, stronger execution discipline, and accountability at all levels.

Key additional priorities should include:
Reducing bureaucratic overhead and simplifying reporting structures
Investing aggressively in AI-driven chip design and next-generation architectures
Strengthening partnerships in automotive, IoT, and data center markets
Improving cost discipline and capital allocation efficiency
Retaining and rewarding high-performing engineers while upskilling talent in critical future technologies
Encouraging an ownership-driven, performance-based culture

A leaner, technology-focused, and execution-oriented Qualcomm can regain stronger market leadership and shareholder confidence.

I sat in a meeting with a manager where they literally told us no layoffs coming. Not two weeks later, people were getting cut. What is even the point of these meetings anymore? The whole culture is just fear now. You can't trust a word that comes out of their mouths.

Anyone have any insider knowledge when the next (not so-anonymous) survey is happening?

Constant layoffs, zero respect for staff, and a toxic culture throughout. Save yourself the trouble and look elsewhere.

As an ex HCB sales person who got "stuck" at 3M I still follow all my old European colleagues on Linkedin. Life looks amazing at Solventum! It's seems like unlimited travel and many chances to get together and meet in person at amazing high end conferences. At 3M we can't go anywhere . But then I come on here and it's all doom and gloom , seems like the two things be true so which one is it ???

Management talks to us like we're machines, not people. The pay doesn't come close to matching what peers make elsewhere. Add in the constant pressure and zero respect, and it's getting harder to remember why I stay. The only thing keeping me going is the team, but even that's starting to fray.

The recent hires coming through are really questionable. Some managers are just bringing in friends who aren't qualified for the roles. Hard to watch when actual talent is sitting out there looking for work.

HR seems to have free rein to push people out through PIPs now. You go from solid reviews to suddenly being on a performance plan that's designed for you to fail. It's their way of cleaning house without calling it a layoff.

The culture here has shifted so much. There's this constant political game now, with people deflecting blame just to stay safe. They brought in outside hires who brought their own drama with them. Some folks have been here forever but are in roles that don't fit. Nothing seems to work anymore.

Between the constant cost cutting and the obvious favoritism, this place is tough to navigate. If you're not in with the right people, your work just doesn't seem to matter. Leadership feels disconnected and the culture has turned pretty toxic. I wouldn't recommend coming here based on what I've seen.

I'm back in Risk and it seems to be worse this time around. Anyone else experiencing the chaos and toxicity from the top down. Everyone seems to be trying to leave. Is this just where I am?

It happened about a year ago on LinkedIn. Everyone was up in arms about it. A year later, nothing changed, and I’m betting most of you don’t even remember it.

Found this site where you can anonymously rate your job on two axes. One is how hard the work actually is and the other is how bad the people are to deal with. They call it Pain Level and A--hole Coefficient which honestly tracks.
Would be interesting to see where Google lands right now given everything going on.

Bad leadership. Too many leaders do not understand the brand or the mission. They do not care deeply about sport or sneakers. They care about titles and power. They focus on themselves, not the company.

We promoted the wrong people. Then they promoted their friends and loyalists. Now it is people in power protecting each other instead of building the business. When the top is weak, everything below it crumbles.

EH has not reset the organization. The leaders under EH avoid hard decisions. There is a lot of head nodding and very little action. They wait for direction instead of leading. They are not building the future. They are not leaders.

Talent is leaving or has left. The people who care the most get frustrated and walk away. Strong voices are pushed out. The people who stay are comfortable, not outstanding.

There is zero accountability. When we fail at something, there is always an excuse. Market conditions. Timing. Someone else’s decision. No one clearly owns the failure. If no one owns it, nothing changes.

There is no unity. Teams protect their own goals instead of fighting for one mission. The culture is political and siloed. We do not act like one company.

This is the norm now. This is the new Nike culture.

DXC is dying, and leadership actions show it has no real intention to recover. DXC keeps a large cash surplus because it’s managing decline, not investing in people or growth.

Cash provides leadership with flexibility and protection as the business is in a managed decline.
• Build cash reserves → no investment → No plan for the future
• Only 'investment' is in Sales and Customer Experience centers to give an impression of investment - no real investment in offering innovation, people or value for clients
• No pay rises → avoids permanent costs
• Overpaid execs + buybacks → boost EPS and hit bonus targets
• Big cash pile → protects credit rating, reassures clients, funds restructuring
• Buyback investment → financial optics over long-term capability

In summary:
DXC is choosing control and shareholder optics over investing in itself or its people. DXC leadership is just waiting to cash out - waiting for a buyer, or waiting for someone to identify the very few assets, sell them off, and dispose of the rest.

After NASA’s current review of the crew capsule space incident, Boeing is done, but is too Arrogant to admit it.

The latest version of the presence report contains a significant error. It assumes that all employees require 5 days of office presence; however, some organizations require only 3 days.

This tool fails to account for this variability and applies the five-day requirement uniformly. As a result, it inaccurately lowers the overall office presence percentage for teams operating under a three-day model. It is time to retire this ineffective tool, as it has repeatedly failed to produce accurate results.

I was let go in Jan by an a--hole, he's a--hole not only as per me, according to his peers,my peers (his direct reports) his manager all of them. After this also I was let go, my team members were grateful (scared) to be saved. His peers didn't say anything as they wanted to be safe. His manager (my skip manager) only wants to cut cut cut. My question is who's validating that who's being let go and whom are they saving?

When I was ranking my people, I was specifically told I had to rank on a curve and could only have so many people at the top and had to have a specific percent below a three to allow for lower rating and merit. I didn’t agree with this, but did as I was asked only to receive my review and while it was numerically fine , the commentary was definitely neutral this year versus positive as it has been over the past 8 years of my being here. It seems this is deliberate and my guess is this is a way to have layoffs in the future and justify lower merit overall. Welcome to the GTM strategy of CDW. Let’s take that unlimited PTO while we can because soon enough we won’t be here anyhow. It’s just sad.

Exxon considers themselves to be even every time they send a paycheck. No loyalty. No consideration of the late nights or weekend work. No consideration of the weeks away from home traveling. Work your 8 hours a day and then log off. No one notices your hard work. No one will reward your extra effort. Stop caring so much.

just wait until you leave and are a client! No wonder people hate TIAA. Trying to get anything done is is darn near impossible, your money is locked up in under performing produts, withdrawl options are nil, client services is horrendous and een simple changes take forever. I'm embarassed to have worked there fo ras long as I did. Thank God I left. Knowing what I know now, I'd never tell anyone to put money at TIAA. It's a joke.

So after the C suite took cash earned from ERP from 168 to 112 to fund future projects, removed raises, tanked the share price of the company impacting pay of anyone with any equity, doing constant layoffs....

The next thing we are being told is we are about to get a lesson on the Stoics? Yes, this is true. We need to compare ourselves to philosophers from 300 BC and ignore all this nonsense and see it all in a positive light. That is coming from the top.

Supplemental CEO Equity Award

On February 18, 2026, the independent members of the Board of Directors (the “Board”) of Fiserv, Inc. (the “Company”), consistent with the recommendation of the Talent and Compensation Committee of the Board, awarded Michael P. Lyons, Chief Executive Officer, a supplemental equity award (the “Award”) consisting of performance share units (“PSUs”) and time-vesting restricted stock units (“RSUs”). The Award reflects the Board’s recognition of the importance of Mr. Lyons’s ongoing leadership in successfully executing key strategic actions to transform the Company, including the One Fiserv action plan designed to drive long-term growth and position the Company for future success.

The Award is structured to promote the retention of Mr. Lyons as the Company’s Chief Executive Officer and align his incentive opportunity with Fiserv’s absolute and relative shareholder value creation over the long term. The PSUs, which have a grant date value of approximately $18 million, will cliff vest after three years subject to achievement of performance goals tied to relative total shareholder return and the One Fiserv action plan. Specific measurable performance metrics for the One Fiserv action plan will be set at a later date in connection with Company’s 2026 investor day. The RSUs, which have a grant date value of approximately $12 million, will vest pro-rata on the first three anniversaries of the grant date.

The Award is in addition to the approximately $18.7 million annual equity incentive award granted to Mr. Lyons on the same date, comprised 60% of PSUs, which will cliff vest after three years subject to achievement of performance goals tied to relative total shareholder return, adjusted revenue growth, adjusted earnings per share, and free cash flow conversion, and 40% of RSUs, which will vest pro-rata on the first three anniversaries of the grant date.

The forgoing summary of the Award is qualified in all respects by reference to the text of the award agreements that govern the Award, forms of which are filed as Exhibits 10.4 and 10.18 to the Company’s Annual Report on Form 10-K filed with the SEC on February 19, 2026 and are incorporated herein by reference.
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Oh my, so this guy is getting a $50mm compensation package??? 95% of which composed of our stock at this nosebleedingly cheap multiple??? This guy IS worse than Frank even, Frank’s package is not nearly half as big! This guy has probably bullied the board in a lionized way to get his way. Even Jamie Dimon at JP Morgan, with a market cap 10 times as big as Fiserv, does NOT get a package like this!!!
Our company is in worse hands!!! RUN!!!

As I see hiring I also see forced retirement and cuts for similar roles. Worst thing is they fire you and ban you from rejoining for life! one of the worst way to treat your own ex employees who you called family!!!

If this company truly wants to grow its market, it must take a hard look at the people directors leading its teams. These leaders have a direct and measurable impact on team performance. Ignoring this level of leadership has not produced meaningful gains so far, and it will not do so in the future. You have leaders that do not show up for work or for their teams. Why would any company pay leaders not to show up? It would serve the company well to undertake the necessary, perhaps uncomfortable, work to address this now, unless the intention is to continue falling short with full awareness of the cause.

And to be clear, this post is not intended to solicit responses from people directors who may feel personally offended by this perspective. The focus should remain on results, accountability, and the long-term success of the organization, not on individual sensitivities.

Are we really having a sales kickoff? How much money does this cost? wouldn't it bt better to save? instead of flying everyone out just to "network" and get drunk in las vegas.

I left my assignment a year ago and moved to another business that seems to actually pay a decent packet for what Im doing, encourage anyone else to7 do the same

When I left, the only thing DXC bothered claiming was the laptop. My screen, 2 customer devices, an old workstation zbook and a few other things went with me
The way I see it, compensation for unpaid hours and poor treatment. Doesnt come close to thousands theyve had off me and others for free, but there

it really is shocking, isnt it?

I wont say much apart from this one thing “do you not know mike that your mc’s force people down to needs improvement when they really are not bad performers”

Because of my rating I am feeling sui-idal. My manager even said that they were forced to and that nothing is wrong. So Mike do you not know that this messes with peoples lives. Do you not fu--ing know.

The content I read here continues to assure me I made the right choice by taking ERP. So many comments reflect how I felt for years after donating my time playing the NRG/Buzz-Yammer/Bold Goal/Community Day/volunteer game, thinking it would get me somewhere.

Loyalty and long-term efforts used to mean something. No more, which is why the decision I made last summer was an easy and immediate one. Especially with the current batch of self-esteem as-----ns.

In a few years, someone is absolutely going to write a long-form takedown on how Nike fumbled its Caitlin Clark moment. Generational talent. Cultural tidal wave. Wall-to-wall attention. And still fumbled

This has future MBA case study written all over it.

leadership havent evolved in the last 10+ years. For a company that is hyper focused on money making strategy over and above technology strategy, the pivot should be to high margin software. IBM and HPE constantly acquire software companies and are better for it. JC is a one trick pony and every leader beneath are 'yes men' who are only concerned with their next options or rsu allocation. Bring in some fresh blood and wake up ya muppets!

The PayPal crew is getty cocky, I hope any tenured VZ svp has ba--s to stand up to the new non talented telephony additions.

Show what you know!!!