#integration

Reverse integration as acquired leadership took over the mothership. But how is this going?

"On Friday, we'll officially welcome our new MEG colleagues and begin the important work of integration. We’ll share more information about what that looks like tomorrow, as well as other resources to support everyone during this transition." - Big J

Integration meetings between HPE and Juniper are in full steam and it is interesting to see the human psyche there. All lemmings working day and night, knowing that as soon as integration is complete, they will the first one to be let go. Toiling hard to eventually ki-l their own jobs!

Analog Devices + Maxim Merger (Closed: August 2021)

✅ Total Layoffs: ~1,800 – 2,000 employees globally

This reduction came from both Analog Devices (ADI) and Maxim Integrated as part of the post-merger integration.
✅ Types of Jobs Impacted

1. Duplicated Support & Corporate Functions

These are always the first cuts in semiconductor mergers:

Human Resources (HR)

Finance

Sales administration

Procurement

Information Technology (IT)

Corporate functions that overlapped between ADI and Maxim

1. Overlapping Product & Business Units

Maxim had:

PMIC (Power Management ICs)

Battery charger ICs

Serial interface products

Automotive ICs

Sensor products

ADI already had large, established groups in these same categories → redundant orgs and product teams.

1. Redundant R&D Sites

After the merger, multiple smaller Maxim design centers were shut down, including:

Some Dallas groups

Selected Asia-based design teams

These were consolidated into ADI’s larger R&D hubs.

✅ Layoff Timeline

2020–2021:

Deal announcement

Planning for integration

Q4 2021:

ADI officially begins structuring the combined organization

First waves of integration layoffs

2022 (Peak Layoff Year):

Heaviest job cuts

Consolidation of overlapping business units

Closure of duplicated design sites

Corporate restructuring

2023:

Final “synergy cleanup” layoffs

Optimization of product lines

Rationalization of sites and teams

Total integration timeline: ~24 months

Analog Devices + Maxim Merger (Closed: August 2021)

✅ Total Layoffs: ~1,800 – 2,000 employees globally

This reduction came from both Analog Devices (ADI) and Maxim Integrated as part of the post-merger integration.
✅ Types of Jobs Impacted

1. Duplicated Support & Corporate Functions

These are always the first cuts in semiconductor mergers:

Human Resources (HR)

Finance

Sales administration

Procurement

Information Technology (IT)

Corporate functions that overlapped between ADI and Maxim

1. Overlapping Product & Business Units

Maxim had:

PMIC (Power Management ICs)

Battery charger ICs

Serial interface products

Automotive ICs

Sensor products

ADI already had large, established groups in these same categories → redundant orgs and product teams.

1. Redundant R&D Sites

After the merger, multiple smaller Maxim design centers were shut down, including:

Some Dallas groups

Selected Asia-based design teams

These were consolidated into ADI’s larger R&D hubs.

✅ Layoff Timeline

2020–2021:

Deal announcement
Planning for integration

Q4 2021:

ADI officially begins structuring the combined organization

First waves of integration layoffs

2022 (Peak Layoff Year):

Heaviest job cuts

Consolidation of overlapping business units

Closure of duplicated design sites

Corporate restructuring

2023:

Final “synergy cleanup” layoffs

Optimization of product lines

Rationalization of sites and teams

Total integration timeline: ~24 months

Congratulations leadership team! You’ve wiped out 7 years of growth in 2 quarters - but don’t fear…This new leadership team will bring it back - even though they haven’t got the first clue how to address the complexities of the various acquisitions of the last 2-3 decades.

16 core platforms to 5!..Yeah, right. If you force a bank/cu customer through a conversion then they will RFI/RFP to the competition and you will probably lose that client for causing them pain. Add to that the continuing shrinking of the FI business in the US through acquisition, merger and liquidation…It’s ugly!

The fact that the CEO threw out Agentic AI as the savior technology within the first few minutes of the presentation just shows they’ve been spoon fed by their consulting advisors (e.g. McKinsey, Bain, etc). There isn’t a single person in the leadership team that can describe how that would work against their biggest problems - i.e. Customer Satisfaction.

Let’s see how this changes for full year results.

As of December 1, eDOCS will be officially, legally, and technically integrated into NetDocuments. All current employees will transition to contractor status under a six-month probationary period.
In General, contractor roles don't come with benefits such as 401(k), RRSP, or health coverage; dental, vision, because they are considered self-employed.

This presents significant challenges—particularly for U.S.-based employees, who rely heavily on employer-sponsored healthcare. Canadian employees may be somewhat less affected, though ongoing issues with the public healthcare system and lack of private coverage options still pose concerns.

The merger of the orgs is s disaster
Tools were not ready for the extra users
SEs are not well trained
Figures are terrible
Not enough SE coverage

Fortune
‘Our chapters will work for any enterprise’: Honeywell’s AI chiefs share the strategies that helped the firm mature its AI efforts

“Every function and every strategic business unit is now using gen AI,” Sheila Jordan, the company’s chief digital technology officer, told Fortune. · Fortune · Illustration by Simon Landrein
Sage Lazzaro
Tue, October 7, 2025 at 4:45 AM EDT 5 min read

In this article:
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At technology and manufacturing company Honeywell, generative AI is everywhere.

“Every function and every strategic business unit is now using gen AI,” Sheila Jordan, the company’s chief digital technology officer, who oversees AI integration internally within the organization, told Fortune. “And the other thing I’m super proud of is that we have it available to all 100,000 employees,”

The company built its own “Honeywell GPT,” which helps employees draft and edit emails, summarize technical documents, translate content, and brainstorm ideas. Employees also use Red, a virtual assistant that serves as a central resource for accessing company information around IT, finance, HR, and the firm’s policy library. Engineers are coding with AI, and the company is reimagining its varied products and services with new generative AI–powered offerings. Overall, the company has 24 generative AI initiatives in production and 12 more on the way, compared with 16 a year ago.

As companies across different business sectors incorporate AI into their operations, an emerging set of best practices reveals a variety of approaches, from decentralized, experimentation-driven cultures to tightly choreographed strategies that can scale across an organization. Honeywell, which ranked at No. 17 in the Fortune AIQ 50 list of Fortune 500 companies with the most “mature” AI capabilities, is a case study in how to excel by taking the latter approach.

Jordan and CTO Suresh Venkatarayalu, who oversees AI product efforts, believe the company’s success in maturing its AI capabilities directly stems from its “six-chapter AI framework.” Along with the organization’s top-down approach to AI, adhering to the framework has allowed them to focus on efforts with immediate impact in order to kick off the flywheel effect.

“What are the use cases? And can I measure and track them?” said Venkatarayalu, describing how the company zeroes in on impact. “In fact, tomorrow we have a meeting with Sheila and the CFO looking at the 2026 road map and to ask me the real question: ‘Could we track it to the P&L?’ And we should track it to the P&L. That’s the way it’s set up.”

The six-point strategy

In the fast-moving world of AI, it can be difficult to prioritize, stay on track, and resist trying to do everything at once. That’s why Honeywell’s leadership created a six-chapter framework in early 2024 to guide the organization’s AI efforts and keep it focused strictly on use cases it believes will truly move the needle.

“We could get distracted by the long, long, long tail and all the noise and all the things people might want to do, but we have a whole program to prioritize those things that are going to move the needle in business value, both on productivity and growth and innovation,” said Jordan, adding that the organization “would have been confused and lost” without the framework and clarity from her and Venkatarayalu about which generative AI capabilities were fit for implementation.

The first chapter of the framework is about the tools—such as Red and Honeywell GPT—designed to assist employees in their everyday workflows. Then there’s chapter two, focused on the use of generative AI for engineering. Chapter three is how the firm “thinks about cognitive automation,” Jordan said, specifically how it’s using different LLMs (large language models) from Azure, Google, AWS, and others for specific use cases. Next, chapter four is all about generative AI in the commercial applications they purchase and use, like Salesforce and other platforms. Chapter five centers on the company’s own products and services. And lastly, chapter six focuses on sales effectiveness.

“I think our chapters will work for any enterprise,” said Venkatarayalu. “It’s productivity, it’s growth, and it’s margins.”

Chasing the flywheel effect

Jordan said the fact that the technology can be applied to so many use cases is one of the biggest challenges to overcome, so it helps to start with ones that have the biggest immediate impact. That way, those early successes can drive the effort forward.

For example, she said early work with GitHub and Copilot were the “first movers” and delivered the value they thought it would, which started the AI efforts off on a strong note.

“If it works, the flywheel takes off. If it doesn’t work, it dies its death, right? So I wanted the flywheel effect where we could do something and show the organization the value of gen AI,” she said.

This means going in with a business case and value proposition in mind, but being open to value coming through in a different way than assumed, she said.

“We could say [the value] was going to be productivity, but in reality, it was a sales effectiveness play. We got a higher conversion from something. So I would just say to stay super open to the business benefits, because they can morph based upon your customer and partner interactions,” Jordan added.

The top-down approach

Another key element to keeping the organization on target and adhering to its AI framework is its top-down approach.

The company has 65 business units, and Venkatarayalu pointed to how other companies start with a lot of proof of concepts, letting business units pursue their own strategies and democratizing the AI efforts. But not Honeywell, which he said is “predominantly top-down-driven” when it comes to AI.

“I think this company looks at use cases first, value second,” he said. “And once we believe—along with our CEO and chairman and the business unit leaders—[that a use case will deliver value], we drive that. I think that’s a very different [mindset] than many of my peers.”

This story was originally featured on Fortune.com

Was his message: We did a few layoffs to invest in ai, but it was not performance based AND our focus for the next 6 months is to integrate AI in all our code so that they can more easily get rid of us?

Curious as to what you all think will happen when Poppi becomes 100% Pepsi on January 1st

Layoffs? Nothing? Share your opinions

Anyone have an educated guess on what is going to happen to all the Denbury folks in the Plano office come November when their 2 years is up? Surely they aren't going to move them all down here when we are cutting so much.

Anyone else fed up with Lexmark belittling everything that Xerox has ever done, despite not exactly being a high performing company themselves. Every.single.meeting it is all about Lexmark/ they are great / we will do it the Lexmark way / Xerox you don’t know anything …. Where are the XErox SLT supporting “their staff” and ensuring there is some balance in the integration conversations. They have turned coats quicker than the blink of an eye. No moral compass. Faceless, feckless and weak.

Hess received orientation on PDC this morning - where we will have a Chevron employee representing us during the selection process by sending them a CV and having a quick 30 minute meeting.

Question: has PDC already happened for Chevron - or is the Oct. 8-10 selection notification to fill all open positions in the Oct 1 go-live org chart?

So we jump on a call being handled by someone who clearly had no idea what she was talking about, only to find out she has a PHD in Psychology. Following along..PHD in psychology, leading a Google Enterprise discussion and labeling with her team of so-called change management experts.. Okay, I digress. The call was poorly conducted and alomost the 100 people on the call all had outstanding valid points why they could not convert and everytime a comment was made the so called experts leading the call would say well you may fall in the group that can't be transitioned lol - At this point, who's running this integration and second has anyone even provided Sammy the truth about the negative impact on this transition? For the next call, please do not add people who can't speak on Google; instead, bring people on the call who can! We don't need our behaviors on the call to be analyzed; we're not a school project!

Global payments employee here. Many of the employees here still do not know if they’re staying with Global payments are going to FIS a decision has been lingering for some areas. I’m curious on your end at FIS what’s the word on the street? What have you heard regarding TSYS/issuing and the employees that will be coming to FIS.

Xerox Credit Rating Cut to ‘B’ Due to Lexmark Integration and Low Cash Flow.
https://tonernews.com/forums/topic/xerox-credit-rating-cut-to-b-due-to-lexmark-integration-and-low-cash-flow/
#print #printer #toner #tonercartridges #tonercartridge #InkCartridges #Printing #Ink #printercartridges #copiertoner

How do long timers at Cisco feel about the acquisitions taking over instead of assimilating?

1 this too shall pass eventually
2 will make Cisco better
3 can't wait until they go away
4 give them a chance

Why is Worldpay hiring so many roles? I mean we will be RIFing a huge part of their legacy org with moving a substantial amount of our combined company's work to Mexico, India, and Manila within the next 12 to 18 months, beginning with before year end, then Q1 and a substantial one in May 2026.

FIS Acquires Amount - Thoughts?

They are so pathetic where they refuse to build internal initiatives toward Cloud and AI, they acquire yet another company just to pull them down and leave them in limbo just like they are doing to Dragonfly right now. This company doesn't know how to do acquisitions let alone proper assimilation into something that's actually meaningful. This leadership team is one of the worst I've ever seen in any organization. Entirely clueless.

This info I from several posters on LinkedIn:
Splunk and General Engineers, Product Data Scientists at Duo, Webex- Product, Engineering and Customer Experience.

👉Other Rumoured impacts: Technical Assistance Center(TAC), Appdynamics, Meraki, Wireless Services, Public Sales/ International.

👉Webex losing ground to Microsoft Teams. Integration Challenges with Sp--k. These two units are described as Death Spiral.

👉Severance is Reportedly Minimal for those with less than 10 years of Service.