#leadership

Good news! Leadership has decided to offer VSP to the old people (55+) It's time to move into the future and get rid of the old people who don't do nothing.

The R2B role has become extremely difficult to sustain. Leadership appears to still be struggling with the transition and, rather than developing a clear strategy for the new model, much of the focus has shifted toward call volume. At times, it feels less like strategic business development and more like a fundraising phone bank where activity is valued over meaningful results. There seems to be a significant disconnect between what the role is supposed to accomplish and how teams are actually being managed.

It also feels as though some of this pressure may be coming from uncertainty surrounding the future of R2B leadership and the possibility of teams eventually being moved under B2B.

WALMART WILL BE CARRYING NIKE AND NIKE'S BIGGEST GROWTH WILL COME FROM WALMART.
AND WHOEVER NIKE CEO IS THEN WILL BECOME BIGGEST WALMART A--KISSER OR BROWN NOSER.

IF PK IS DEAD BY THEN HE WILL FLIP IN THE GRAVE

ANTA WILL BE NUMBER ONE IN THE WORLD! FOLLOWED BY ADIDAS AND LINING.

NIKE WILL BE IN FOURTH PLACE

Welcome to Nike Innovation, where we fearlessly reimagine everything except leadership, accountability, and how people are treated.

Here, “innovation” means arranging the same executives into exciting new organizational charts and announcing the results in a presentation titled The Future of Innovation.

The process is revolutionary:

Talented people generate the ideas.
Talented people do the work.
Management adds “strategic guidance.”
Leadership presents the outcome.
The people who created it are reorganized, deprioritized, or shown the door.

That’s the famous Nike carrot-and-stick model.

The carrot: You get to tell people you work at Nike Innovation—the magical place where the future of sport is supposedly invented.

The stick: You eventually realize the most carefully engineered product is management’s protection of management.

Failure is pushed downward.
Credit is pulled upward.
Accountability disappears somewhere in the middle.

But don’t worry: after treating the people doing the work as disposable, leadership will schedule an all-hands meeting about courage, belonging, vulnerability, and putting athletes at the center.

Because nothing says “innovation culture” like frightened employees listening to protected executives explain the importance of taking risks.

Nike Innovation doesn’t have a shortage of brilliant people or powerful ideas. It has a system that consumes both while congratulating itself for being visionary.

The employees innovate.
Management appropriates.
The PowerPoint celebrates.

And when the people responsible for the work are finally exhausted or eliminated, leadership can proudly announce another transformation.

Nike Innovation: If we rename the dysfunction often enough, eventually someone might mistake it for progress.

Who on the Operating Council, in your opinion, should our new CEO layoff first?

What’s happened to growing Shell’s core businesses and building for a successful future? The only new announcements that seem to be issued by mgmt concern another deck shuffle or staff cut. Or is this the only criteria on which they’re evaluated?

It is clear that our leaders had the right strategy when we got rid of Aero and all of their issues. The remainco companies have strong portfolios and will continue to win

Aggressively moving towards Outsourcing, shifting high-value roles to teams in India and Argentina solely to cut costs. While this looks good on a balance sheet, the human cost in the US is devastating.
Domestic employees are being left with near-zero job security. They are expected to maintain high performance while constantly looking over their shoulders, wondering if their jobs will be outsourced next. This environment goes beyond standard corporate pressure—it is causing severe mental stress, burnout, and anxiety.Cost efficiency shouldn't come at the cost of basic human security.
Shame on their leadership, True Leadership means protecting the well-being of the people who built the foundation of the company. We need an open, honest conversation about sustainable global hiring practices that do not discard domestic talent.

Its interesting, I walk into local branches and am greeted by smiling, seemingly happy bankers who just want to know how they can help me. How could Jon Q Public ever know that behind these smiles lies a corrupt, devious, and completely immoral leadership that is driving good employees away in droves?
Until Jon Q Public is impacted, it will not change.

Management employee. I declined the move to Charlotte. Found a new job but need the ATT severance. The original letter states my end date is up to the discretion of my leadership. My boss is new and his boss as well. Been waiting on answers since May. Anyone have a suggestion for how I can self volunteer for surplus ? ..is that even the correct terminology?

Is Jay ever leaving, this is the longest goodbye ever, uhm and very fruitful goldenmacher bank account.

Stay away from this group. I’ve honestly never seen anything like it. The leadership is completely disconnected from the technical work, and it feels like meetings are the main thing getting done. There are also some questionable promotion decisions that I found very surprising.
Seriously, don’t put your career at risk by joining this place. I would strongly recommend looking elsewhere.

Are execs truly happy or miserable? Ranking must be brutal.

Is the risk higher for execs not to make it to retirement eligible (ie 55)?

Gotta hand it to NHG (CMO), given everything that went down with CG, how the heck does she still remain in place and keep showing up like nothing happened?

Seriously, respect the game. The ability to survive and just keep going is next-level. Most people would’ve bounced.

How does she do it? Genuine question.

Our planet is literally collapsing and local communities are being fu---d by data centers.

This ramping up of AI feels insanely near sighted, selfish, and unethical.

I'm having a hard time stomaching it. There are no real business LEADERS in the world anymore. Just sheep who think about nothing but the next quarter.

Joined FIS not long after Covid, things were honestly great the first year or so. Got to own things, got to work on innovative stuff. But then came the reorgs and senior leadership changes. The rest was history, everything went to sh-t for the next 3-4 years. I knew I should’ve left by year 3, but a combination of personal reasons and getting too comfortable kept me procrastinating. With all the layoffs this year I knew I couldn’t put it off anymore. thought the market would be sh-t but it’s actually not as bad as everyone make it seem. Got a couple offers within a month. I’ve been working at the new gig for about a month now, and holy sh-t has it put things into perspective. I knew FIS was disorganized but honestly it looks like a bunch of middle schoolers running a corporation looking back. And they treated their employees like human garbage, barely even count as a number, that takes a toll on your mind and body. So guys unless you’re not far from retirement, start applying TODAY, get out of there for you and your family’s sake.

People being laid off will be informed between 8/10 and 8/12 next week. Leadership had to inform HR this past week who would be the one doing the notifying of the individual that is being laid off, those people went through a layoff training and now we just wait for the meetings to pop up on our calendar.

I asked my leadership why are we letting go the employees that do the job we need more of and hiring new no nothing overseas pests instead ?
The response was “we are going to surplus another 25000.of them”

My thoughts to this won’t pass the webmaster rules here.
Where will they find another 25000 core needed employee to surplus?

Stop slamming Mike. Stop prejudging Takis. They both got sc--wed. Neither of them would have taken the job if the knew that Frank built a house of cards. He left when the runway was running out. So he hired fall guys. Mike brought humanity to this company. But you can’t fix fraudulent earnings. Mike obviously supported Takis and made him co-president. Mike designed the strategy for a turn around which Takis upheld on the earnings call. Stop pitting and comparing Mike against Takis. The blame lies with Frank. The solution is to work together and deliver what this company is capable of.

There is no sense of urgency at PEP, they seem content with their negative return on the stock, they seem content trying to deceive everyone by celebrating failure as a raging success.

https://seekingalpha.com/article/4931617-pepsi-where-is-the-sense-of-urgency

Our CEO claims the bank needs to automate routine tasks to save money. But if the goal is truly maximum cost reduction, the math isn't adding up.

• The Worker: Costs a modest salary, generates direct output, and uses AI to get 30% faster.
• The Executive: Costs millions in base pay, multi-million dollar bonuses, massive stock grants, and golden parachutes.

If AI is excellent at synthesizing massive data sets, forecasting market trends, predicting risks, and optimizing resource allocation... isn't that literally the job description of our C-Suite?

And more importantly, is the constant focus on cost reduction the most effective path to growth?

A tireless AI-replaced C-suite could intelligently transition Wells Fargo from a defensive "crisis-management" posture into a growth-oriented, technologically advanced institution with unwavering focus. By pivoting away from the aggressive cost-cutting and East Coast centralization that defined our CEO’s tenure, a new AI leadership could optimize the bank across 3 primary areas that include 1. Aggressive Technical and Digital Modernization 2. Business Diversification and Revenue Growth, and 3. Modernization of Risk and Compliance.

Eliminating the C-Suite introduces truly independent oversight, while removing bias and self-dealing, ethical issues, nepotism, lack of accountability, and stifled innovation due to an outdated old boys club mentality.

If we are truly entering an era of peak efficiency, let’s start at the top of the org chart, not the bottom.

Sales has been given some great products & tools since 2001. Them & Capital Management has largely been insulated from the changes. Yet, year after year, they dramatically underperform. Time to get close & get a microscope & do a colonoscopy w/o the sedation.

The function I work in hasn’t communicated anything about the reorg. Leaders did one initial communication that gave no information, and they said more will be communicated when information is available. It’s now August and still NOTHING. So now we’re all stressed and anxious, which isn't good for focus, productivity or safety. And we’re wondering: Do our leaders even know what their fate is let alone what ours is? Or does leadership even realize the affect that their lack of communication is causing? This lack of communication feels so disrespectful and manipulative. Just giving us a timeline would make people feel better.

BNY has perfected a new corporate art form: mid level managers who treat LinkedIn like an audition stage and themselves like a microphone.

Every leadership post, every transformation slogan, every intern’s “growth moment” gets amplified instantly — not because it means anything, but because it might be noticed by someone above them.

It’s all about personal branding and no backbone.

On this forum, employees describe a culture where honesty is a liability and silence is survival. Yet on LinkedIn, these same managers gush about leadership, culture, and “the journey,” as if repeating the script might magically make it true.

PLEASE STOP! These are not emerging leaders. They offer no insight, no action, no original thought — just a chorus of upward aimed applause designed to look like emerging leadership.

Come on. You know exactly who I’m talking about – the typical brown nosers and chapped lips sympathizers always rushing to amplify every leadership quote, transformation slogan, or intern level “growth moment.” Call it “personal branding by echo chamber.”

The reality is that the louder the amplifiers cheer online, the quieter they are when it matters — especially in rooms where truth would actually help people. It’s not leadership. It’s survival theater.

Everywhere you look there’s a constant stream of BNY human amplifiers performing relentless positivity, endorsing perspectives they never practice and celebrating changes they privately fear.

I wonder why this has become the fabric of our current culture. Perhaps because at BNY, the safest leadership move isn’t speaking up. It’s saying nothing original and applauding everything.

Echoing power is the only growth strategy that actually works. And as far as the backbone part — Authenticity isn’t rewarded. Agreement is.

There are 14 people at TIAA on the culture team...10 of which are Sr Directors or VP. I had no idea we had such an emphasis on building positive culture here.

The title says it all

I’m a former TDP. I’m exactly the kind of employee this company should be doing everything it can to keep.

I like the work. I like my team. I like my role. If it weren’t for RTO, I’d probably be here for a long time.

Instead, everyday I spend more and more time wondering if it’s time to leave. Not because of the work, but because of what the pisspoor leadership has turned this place into.

The morale is the worst I’ve ever seen. It feels like an “us vs. them” culture now. People aren’t motivated to go above and beyond anymore. They’re burned out, frustrated, and just trying to get through the day. Everyone is doing the bare minimum, checking the box, and says “who cares?” when a problem or a challenge arises. Nobody here feels valued anymore.

I’m burned out from a long commute that adds no value. I now work fewer hours than I used to because the time I spent getting ahead is now spent sitting in traffic. I’m less productive, less motivated, and honestly just exhausted. I’m worried if I stay here much longer it will destroy my work ethic.

We tell customers they can connect from anywhere, yet internally we act like our own technology isn’t good enough for us to use ourselves. How does that make any sense to anyone?

What frustrates me most is that I want to stay. I enjoy the work. I have a great team. I don’t want to start over somewhere else even though I know I could. But every day this RTO policy makes that decision to leave a little easier.

If leadership is wondering why the younger employees aren’t staying, maybe stop asking why they’re leaving and start asking why you’re giving them reasons to. The job isn’t pushing us away. Leadership’s decisions, RTO policy, and resulting toxic culture and rock bottom morale are.

John Harrobin is a total charlatan. Knows nothing except how to cut prices to gain volume. A Monkey could do that. Zero marketing skills and a nepotist to boot. He will be the undoing of.our company.

We keep having surplus actions yet, ATS/Legg keep hiring Rodgers+Canadians leadership.. Help me make sense of this.. Atlanta is turning I to Toronto

Interesting to see a new kid on the block taking on CTO role from a smaller company. Good luck to him. The last guy lasted 3 years and I thought he was good.

​If Verizon ran the Yellowstone Dutton Ranch, quarterly earnings calls would sound like land-war council meetings, and price hikes would be enforced at the train station.

​Comparing Verizon's leadership landscape, navigating subscriber churn, massive debt, price inflation, and fierce 5G competition, to the flawed, ruthless cast of Yellowstone reveals striking parallels in how both protect their respective empires.

​Dan as John

​The Shared Flaw: Entrenched stubbornness and forced transition.

​The Parallels: Just as John Dutton fights tooth and nail to defend the boundaries of the ranch against modern shifts, Dan took the reins to salvage an aging telecommunications titan facing subscriber erosion and fierce price wars. Both act as heavy-handed patriarchs brought in to enforce discipline, consolidate power, and demand total compliance across all business units, often viewing changing market dynamics as something to be subdued rather than adaptively embraced.

The more participation, the more information that they don't want us to have. Spill it.

With DT “resigning” and RA interviewing what are we thinking for next leaders? The turnover and churn is exhausting.

Seems earnings call moved to afternoon , GN&T changed to N&T, most leadership calls moved to afternoon.. is it obvious??

How is it possible to continue with an organization Senior Director staffed with zero revenues going on 2+ years?

Use that budget to support Customers and grow real revenues.

Competiton is real. DEI is not.

Thanks to the foundation laid by ML in his short tenure, the stock rebounded today. Than you ML. 🙏 Let us hope this new leadership does not wreck it.

Has anyone had a restructure meeting with their team/leadership?

to tell the truth when lowell mcadam's made all these bad aqusitions and cause a incredible amt of debt to this company,you know what im talking about,the arrogance of the wireless side of the company,nickel and diming the customers for 30 years.lowell pitting non-union against union workers,do you really think that you can come back from all that B.S also you think that most of the employees in verizon give two craps anymore,maybe at one time most did,but i dont think so anymore.most people here are just making end meat in these times .so you think hip hip horray go Vteam means anything,wake up and smell the coffee

Heh-heh. Did you see these guys this morning?

Fiserv drops at the open and suddenly the Lyons Widows are dancing around like they just inherited Webistics. “It’s collapsing!” “Takis is finished!” One stunad was probably pricing a commemorative plaque.

Then the stock claws almost the entire dip back and finishes in the same general neighborhood as the Dow and FIS.

Now, suddenly, everybody’s quiet.

These people don’t understand stocks, fundamentals, or companies. They understand refreshing a red number and becoming emotionally aro--ed. The market gives them fifteen bad minutes and they think they’re Warren Buffett. Heh-heh.

And this obsession with Lyons? Madonn’. The man leaves behind a crater and they defend him like he personally tucked them in at night. Takis inherits the mess, the stock fights back after bad guidance, and they’re disappointed it didn’t go bankrupt before lunch.

They’re not investors. They’re hecklers with Yahoo Finance open.

Commendatori, Takis. As for the glorified Lyons fan club, next time wait until the closing bell before you start licking the frosting off the bankruptcy cake.

Historical look how VZ management chaned, whatwere thesignals everyone missed.Using Verizon as a case study, there were several governance signals that, in hindsight, suggested the board was becoming more active before the October 6, 2025 CEO change. Here are the key items professional investors often watch:

1. Lead Independent Director gains prominence. Daniel Schulman was elected Lead Independent Director in December 2024, replacing Clarence Otis Jr. The lead independent director often becomes the board's principal counterweight to a combined Chairman/CEO. By itself this is not unusual, but it can indicate the board wants stronger oversight.
2. Board succession language. Read the proxy's Corporate Governance and Compensation sections for discussion of CEO succession planning. Boards rarely say a change is coming, but expanded discussion of succession planning can signal increased focus.
3. Executive compensation versus performance. Look for:declining customer growth,missed financial targets,reduced incentive payouts,
   changes in long-term performance metrics. When compensation committees alter incentive plans, they may be responding to business underperformance.
4. Sell-side conference messaging. In September 2025, Verizon executives continued presenting strategy to investors. If management's messaging remains optimistic while operating metrics continue deteriorating, boards sometimes conclude a different leadership approach is needed. This is more meaningful when combined with board actions rather than viewed alone.
5. Sudden leadership change. On October 4, 2025, Verizon's board immediately replaced Hans Vestberg with Daniel Schulman as CEO. Vestberg became Special Advisor, while Schulman moved directly from Lead Independent Director to CEO. The board later disclosed these changes in an 8-K.
   For Verizon specifically, one sequence that stands out in hindsight is:
   December 2024: Schulman becomes Lead Independent Director.
   2025: Continued competitive pressure and market-share concerns.
   October 2025: Schulman is elevated directly from Lead Independent Director to CEO, replacing Vestberg immediately.