#culture

I am approaching a seven-year tenure on my team and I have long found solace in our shared atmosphere. Everyone is remarkably kind and approachable. Although we have recently encountered adverse shifts beyond our control, I have remained a steadfast advocate for collective resilience despite the prevailing negativity because I deeply honor the journey that defined every teammate’s professional growth.

Finally today, I have fully grasped the irony that the more one ventures above and beyond, the heavier the burden of responsibility becomes. If you fail to navigate the unspoken rules of the game, you bear the most devastating fall. I have never experienced such poignant disappointment and I recognize it is finally time to part ways with those who fail to safeguard what is truly essential.

By no means am I suggesting that I am the most indispensable and irreplaceable asset here as there are far more brilliant minds within this organization than myself. Rather, it is the professional spirit and the arduous paths we have chosen to walk, that merit profound respect and should be held in high regard.

Hey everyone should put Venmo QR codes on their email signature!! I guarantee you all that you would make more in tips from your customers than in commission!!!!

I am approaching a seven-year tenure on my team and I have long found solace in our shared atmosphere. Everyone is remarkably kind and approachable. Although we have recently encountered adverse shifts beyond our control, I have remained a steadfast advocate for collective resilience despite the prevailing negativity because I deeply honor the journey that defined every teammate’s professional growth.

The subject says it all

I received an M rating, and people are telling me it’s bad? . I’m the smartest person on my team and my “boss” is an unqualified Saudi woman. I’ve emailed her boss and told him as much, but I don’t know if that will help? To those of you considering coming here, be mindful they prioritize their own despite how much value you may add.

Resources are fed up with unrealistic timelines and no one is willing to work anymore with every alternative month layoff. There is lot of insecurity on the floor.

Here it comes..... :\ Reach out to your network.

Stop this madness. Pseudo leaders are gaming the system. Dedicated resources are sidelined or laid off. Sycophancy is the name of the game.

This will end worse than your experience at Enron. STOP THIS NOW.

I am a biggest advocate for products that I use. I give feedback. I use word of mouth. I put on good reviews. T on the other hand, does not allow their employees to use any telecommunication technology by enforcing an outdated Draconian policy from 1950s to work at an office. Why should I buy their internet? their cell service? their streaming? (if that's still even alive).

T does not believe in all of this. Why should you?

And now this whole merit situation. Makes you wonder why we even bother, really.

Perhaps it’s because l’m young and still early in my career, but watching a mentor I admired get canned yesterday was one of the most heartbreaking things I ever experienced. We’re not talking about the average Joe, but an advocate who went up and beyond for everyone, and was so crucial to the systems and applications that we supported.

I can’t say it comes as a surprise. People have always warned me, but yesterday cemented that we really are just a number at the end of the day. Performance doesn’t matter.

I don’t know how my team’s gonna move forward after losing someone critical. This is not the same company I was excited about joining a few years ago.

Are there any departments/areas more stable?

From my experience, at one time CSO(Chief Security Office) had more(though not complete) stability but that is no longer true.

Any areas exist today that are more stable? departments, sometimes better VPs in some areas.

We’re seeing a significant decline in leadership engagement, which is directly impacting our ability to meet deadlines and maintain client satisfaction. The current culture has led to widespread morale issues. No one cares anymore.

I’m a customer (ex-customer starting soon) and an employee. There is no going back after the stunt they just pulled with merit and at the same time they also let go of so many people. All in the same week. How do they look at themselves in the mirror? How? Are y’all possessed? I’m just ready to throw in the towel. The vibe is low, almost like we are in he-l.

If Waters can afford a lavish Vegas meeting for the sales team, why can't the company provide similar recognition for the scientists, engineers, and staff driving our innovation?

1. Sec has had hundreds of people working for years and is a sh-t show. Don’t lay off the Nike IC’s. Fire the leadership and the vendor. Nike IC’s have the knowledge and drive and care about Nike. Posting that system performance is good and everyone cheering is embarrassing, only to have issues within hours.
2. Fire the frontline support managers or only keep the ones that pass an IQ test or a 360 review from their direct reports.
3. Dissolve resiliency team who just fumble through pretending like they’re bringing real AI benefits with egos that take up 2 workspaces.
4. Fire the guy that is apparently sleeping with all the HR folks.
5. Make all the slack channels where people post news articles, sell tickets or peddle their secondhand cr-p only available after biz hours.

It looks like there are a lot of new, fake reviews (probably coming from corp) like "5.0 - Great Company, this place is the best, everything good in the organisation!" If you want the truth out there, please post your reality.

I’m not unsure how this new “keep asking” campaign is going to help us in PGIM. I do hope employees “keep asking” what on earth is going on with this company.

Hmmm. Somethings brewing.

Verizon says they want to be customer focused but my boss said that’s BS and only wants sales. He said he don’t give a Frick about making them happy. He wants presidents club

Read about Karan'$ actions.

Hopefully someone in this organization is paying attention around this hen house.

We are laying people off weekly, expecting a huge tech layoff in Q4 but we can afford to have large celebrations offsite. Wake up everyone this isn’t the old Nike anymore.

Comment your number out of 5 and your %.
How are you feeling?

Not laid off yet, but all my projects have somehow been distributed to other teams.

It's a ghost town on 19. They laid off the entire Marcomms team yesterday from the CMO, executive directors, social, literally everyone in GHQ and Serbia!!! This was huge because it wasn't just a few people but more like 70 or so. This seemed really personal or just fed up with a few people and decided to make the rest suffer as a message.

What is the plan? Is NatGen integrating into Allstate programs? Are we going to be expected to learn theirs? What is their leadership like? It seems like a lot are being shoe horned into leadership levels at Allstate which is not great considering how NatGen does business in regard to their employees...What is going to happen between the two companies and more importantly what is the plan for adjusters and appraisers?

Seeing all the curated nonsense coming from the partner meeting on Amplify, I asked Gemini to share characteristics of a cult. Here’s what it gave me.

“Cults are typically defined by a charismatic, unaccountable leader, high-control, and exploitative behavior, often utilizing thought reform and isolation to create total dependency. Key markers include unquestioning commitment to the leader, intolerance of criticism, and a, "us-versus-them" mentality. Examples include isolation from family/friends and mandatory, constant financial or time commitments. 

Key Characteristics of a Cult

• Charismatic, Authoritarian Leader: The group revolves around a leader who is viewed as the ultimate authority, often a messianic figure, who is not accountable to any authorities.
• Isolation and Control: Members are isolated from the outside world, including friends and family, to foster dependency.
• Coercive Persuasion/Thought Reform:Techniques like chanting, meditation, or intense work routines are used to suppress doubt and force compliance.
• Exploitation: Leaders often financially, emotionally, or se-----y exploit members.
• "Us vs. Them" Mentality: The group creates conflict with wider society, viewing themselves as superior or enlightened.
• No Tolerance for Questions: Dissent, criticism, or doubt is discouraged or severely punished.
• Preoccupation with Money/Recruitment: The group constantly seeks new members and funds, demanding significant personal resources.
• Fear of Leaving: Members often fear reprisals or believe there is no life outside the group.”

Have folks moved from New York or other high-cost locations to Tampa or Irving for Citi? Was there an implication of loyalty for having done so only to now be discarded like trash?

Every new manager believes that the only way to show impact is to “start from scratch”. Most of the time they just repeat old mistakes but because they are surrounded by their newly minted hires, no one is there to tell them we tried this 15 years ago and arrived at the same conclusion so you might want to do this and that. This is so painful to watch at times. Forcing out experienced hires to make space for “cheaper” brand new hires only to relish old mistakes and call it new learnings. Not sure if business continuity is any better at Exxon, Shell, and others. And by the way those old mistakes can be very costly.

Who's going to confess to being the joker who asked if we can have a MORE flexible 60/40 policy....

Or better still the one who asked if they should include their commute on their timesheet.

When I joined Nike a few years ago, what stood out to me most was not the size of the brand or the big ambitions. It was the internal culture. Advancement often seemed less about performance or integrity and more about alignment with leadership, especially the kind that required unquestioning agreement

Too often, facts took a back seat to loyalty. Those willing to echo their leaders’ views and carry out uncomfortable directives were rewarded with promotions, high-visibility projects, and insulation from layoffs.

Tight circles formed outside of work through golf outings, country clubs, and social events, reinforcing a system where proximity to power mattered more than principled contribution.

After witnessing multiple rounds of layoffs, a pattern became clear: the culture endured because it protected itself. Leaders who moved on to other companies to leech on took their most loyal su-k-ups with them. I saw this firsthand in tech and analytics. The brown nosers got protection regardless (inside or outside Nike). For the employees who want to do the right thing, this is either demoralizing or pushed them to fall in line.

HR did not seem to act as a neutral balance. In many cases, it felt more aligned with protecting leadership than addressing real concerns. Whether intentional or not, the effect was the same. The system kept reinforcing itself.

The most sobering realization was that leadership changes cannot fix a deeply entrenched culture. New CEOs and turnaround strategies may shift headlines, but without confronting the underlying incentives and behaviors, meaningful change remains elusive.

Real transformation requires more than restructuring or rebranding. It demands a deliberate effort to reshape the culture and to prioritize accountability, merit, and ethical leadership over loyalty politics. Until that happens, the same patterns will persist, no matter who occupies the corner office.

DF's buddy who owns Lattitude, is taking over connected vehicle's development. People bailing right and left.

Or will you go and eat another one of their bullsh-t sandwiches?

s it normal to feel overwhelmed at Verizon?. Or is just because we are heritage tracfone and the are doing it on purpose for us to quit?

Plus the new office will make worst commute due the traffic in Miami next to the airport.

Is it just me or the New Jersey ppl don’t feel this overwhelmed with the amount of Requests while you doing your daily job?

So Hans ran the company into the ground and gets an extra year of his 24 million salary. Sampath gets a 4 million dollar retention bonus and leaves 3 months later. Meanwhile store managers are being read the riot act if their stores have overtime. Cause my 3 hours of OT are gonna sink the company. Way to take care of your people Verizon. I always knew I was a just a number. But I felt like an appreciated and valued number. Nope. I am no longer proud to work here. Verizon wants me to do the impossible but God forbid it takes me 42 hours. Can't wait for the next pulse survey.

Has anyone received an email about the badge being deactivated before layoffs discussions? Several teammates have received an email stating the badge has been deactivated and when they speak with their leader the leader doesn’t answer any questions.

Team I'm on is mandating AT LEAST 50 PERCENT OF ALL NEW CODE be generated using copilot. No longer "use copilot to work faster" but now "replace your development skills with copilot". I do not doubt, FIS will be rolling this out to ALL of development over time

If there were any doubts that FIS was taking the path of using AI to reduce workforce, well. That seems to be EXACTLY where were headed

Can't wait for the brain and skill rot from forced use of copilot to bite them in the a-s

Anyone else notice how they avoided answering questions related to layoffs vs. C-suite compensation, offshoring, etc. in the latest TDO town hall? I’m disgusted but not surprised in the least that these cowards don’t have the ba--s to answer questions associates care about.

For those around MW and they definitely check this site. Does MW know he's the most hated CEO in Chevron history? Is he being insulated from the morale crisis we have? What does he say to all this?