#leadership

HuffPost employees held a tense town hall meeting following recent layoffs. Staffers sought clarity on the job reductions and leadership's future plans. The meeting addressed concerns about the company's direction. Many questions were submitted anonymously by employees. The newsroom is still processing the impact of the cuts.

New York, New York

https://www.status.news/p/buzzfeed-huffpost-layoffs-byron-allen

I am curious about was the LR and pressure is in this sub org on sbg

Remove all parasite "leadership team" elements.

What value do they add to the operation of the company?

All some of these people do is go to meetings, spam worthless information on "YAMMER", and re-post the rubbish that their friends have published on LinkedIn .

Some of these people are job stage 8 and 9 . . . . How are these positions justified?

Come on man, can you at least pretend to do some work?

The finance folks under Ed Claure are WFM. Why do I have to move when the dead weight ADs with a handful of reports get to WFH? Dead weight dialer managers and collection strategy clowns sitting pretty at home.

As a consult with a third party company, should I be upset that I don’t count as a person on the team? Cuz technically I guess I ain’t This place only fills the needs of humans with temporary support. Leadership says they care but do they? Just a number right?

Thanks for a great quarter

“Carry on, work hard, and keep our numbers strong!” I guess that’s really all we can do right now but how do they expect us to focus? We have various team members with different separation dates. Leadership has said they’re sharing information as they receive it, but honestly, there hasn’t been much to share...

We still haven’t heard whether the rumored layoffs are moving forward or which departments or roles might be affected first. Like many other teams, our department depends heavily on work coming from the clinical teams, and it’s hard to know how many of those employees accepted the VSP. Until we have more clarity, I guess we just plug along?

Mike Garrison is leaving BD “retiring”, the projects are not doing well.. what’s happening to that business? No leaders can stay

Who remembers that?! From January 2025, back when the stock was over $200.

https://investors.fiserv.com/news-releases/news-release-details/tabitha-brown-becomes-first-chief-empowerment-officer-clover

Shannon Watkins, what was she thinking? And what was Frank B thinking when he hired Watkins?! (Probably, "I can't wait to get out of here and sell everything.")

How many of you wanted to punch your screen hearing these tone deaf "leaders" talk about the direction of the company and VSP.

Just awful!

I just saw, Nike 1st quarter 2027 and I will declare that it was extremely underwhelming to say the least. There was some sign of life in running but everywhere else, it was just not easy to be enthused.

So anyone hoping to Nike turnaround, I am afraid that for at least for more than 6 months, they will not show up.

And if things will continue as is then I am afraid that some point they will be LAYOFFS.

With our leader EH proving that he is not adept for the job of turnaround, I am pretty pessimistic.

I am 47 year Nike independent dealer and I have seen all. Great time and bad times (like when Reebok came and kicked Nike's a-s) but this time, I have a distinct feeling that Nike is sinking and going to dark end.

And be a RAT!!! Jump the ship before it start sinking LOL

Is this real? In what universe does Medtronic think that coremap will take share from carto. the ceo of that company is a walking scam artist. this company is truly made up of some id--ts

Rolling DNS before doing a deployment. Never, in my most "how bad could this get?" imagination did I expect to hear a senior technology leader bragging about achieving a process that has existed for decades. What a way to justify that big salary.

Wells Fargo: modernizing technology by bringing you the past.

People keep getting promoted and more leaders are added yet we can't consistently deliver products. Who is in charge of supply chain? How about we invest in some leadership there? How many reps have lined up evaluations or Go Live dates only to find out product X is on back-order? Marketing (who I'm sure would rather be doing actual marketing) sends out a laundry list of all the skus that aren't available with zero transparency as to why, vague/moving target recovery dates and substitute lists that are also on backorder. Gain/keep business is a challenge when 1/3 of my time is spent trying to find subs for procurement.

Is anyone else dealing with tone deaf leadership? Everyone has an opinion, but trying to gaslight people into thinking this is good for all is absolute bullsh-t. Taking the VSP isn't best for everyone. Even those of us dealing with burn out who feel ready to move on can’t just jump ship if our financial footing is unstable. Some of these so called leaders need to stop telling us how to feel about our livelihoods. I guess it's easy for someone pulling in mid to high six figures to believe that taking the VSP is an easy win.

Large financial institutions should consolidate functional teams into regional hub locations rather than dispersing small groups of employees across multiple states. Fragmented team structures—particularly where only a few employees are located in a state without local leadership or broader team presence—tend to reduce operational efficiency, weaken collaboration, and increase administrative complexity. Consolidation into hubs improves leadership effectiveness, strengthens compliance consistency, reduces cost, and enhances employee engagement and development.

Business Case for Consolidating Teams Within Major Financial Institutions

Large financial institutions operate most effectively when functional teams are geographically concentrated rather than dispersed across numerous states. While remote work has proven successful in many circumstances, scattering small groups of employees across multiple states—particularly when only a few team members are located in a state without local leadership or colleagues—can create unnecessary operational challenges.

Concentrating teams in regional hubs offers several advantages:

Stronger leadership and accountability. Employees benefit from direct access to managers and team leaders who understand the team’s daily operations. Local leadership can provide coaching, address issues promptly, and foster stronger engagement.
Improved collaboration. Teams that are located together, whether in person or within the same regional office, build stronger working relationships, communicate more effectively, and resolve issues faster than teams that are fragmented across many locations.
More consistent training and knowledge sharing. Financial institutions operate in highly regulated environments where consistency is critical. Centralized teams make it easier to deliver standardized training, mentor new employees, and ensure policies are applied uniformly.
Greater operational efficiency. Supporting very small groups in multiple states can increase administrative complexity, including office support, equipment logistics, travel, and state-specific employment compliance. Consolidating teams can reduce these costs and simplify operations.
Stronger organizational culture. Employees who work alongside teammates and leaders often feel more connected to the organization, resulting in higher engagement, better morale, and improved retention.
Enhanced career development. Employees working in larger team locations have more opportunities to collaborate with experienced colleagues, participate in cross-training, and pursue leadership opportunities.
When business needs require remote employees, organizations should consider maintaining a meaningful presence in each location rather than having only a handful of employees isolated from their team and leadership. As a general guideline, assigning fewer than four employees to a state where no other team members or leaders are present may not provide sufficient operational or organizational benefits to justify the added complexity.

For these reasons, financial institutions should periodically evaluate whether highly fragmented team structures continue to support their strategic objectives. Whenever practical, consolidating teams into established regional hubs can improve efficiency, strengthen leadership, reduce costs, and create a more consistent experience for both employees and customers.

She's swapping with TP, TP is going to fix GC and CS can focus on growing NA - GC was too hard for her.

Will they take the opportunity to finally clean out more of ISG's clown car leadership or will they keep playing nepotistic games?

One of the biggest surprises here has been how disconnected everything feels. There's very little collaboration, almost no coaching, and it's easy to go long stretches without hearing from leadership unless there's a problem. Is this just me? Did I get really unlucky?

Every week another solid performer walks out due to the uncertainty and constant cuts. Anybody who has options is heading for the door. The brain drain is real, and I don't think leadership even sees it. Or they see it and don't care, instead they're celebrating the attrition without severance.

I've been here long enough to see no strategy, no vision, just random decisions. Prove me wrong.

Has destroyed my will to work anymore. This place is a he-l hole that will not get better until CR is fired and his entire ELT. This latest round is the d-mbest sh-t they have exposed us to.

Received an email today about the changes in Isolation. The current president hasn’t even been there a year. What is going on?

Heads up: if you're on UMV, many of the senior leaders are leaving. This is one of the orgs that will get RIF'd and moved offshore with Cognizant contracting.

Leaders who took Voluntary Separation Package

Kristen SVP,
Nicole VP,
Jeremey VP

and many other managers and engineers.

Maybe they know something you don't? If you don't have a plan, start planning now.

https://analyticsindiamag.com/ai-news/cognizant-lands-centene-mega-deal-worth-over-500-mn-report

John can you please tell us why the pensions rarely see an increase. Social security receives increases, teachers pensions and many others get good increases but no not with you John. You line your pockets while not giving a dam about anyone else. Your’e a washed up low value suit that has added absolutely NO value to the company. Your’e ego sickens those around you. You don’t even realize your’e not needed. Things will change for the better as soon as you are gone you goon!

Let me tell you a couple of three things: forget the excuses, forget the value Lyons managed to erase, and forget the corporate incompetence that put Fiserv in this position.

Takis took that stock—weak, embarrassed, wandering around like it had no leadership—and brought it all the way back to where it was before Lyons left. Frankly, it’s an honor to be surrounded by shareholders who still believe in execution, discipline, and making money—and not incompetent executives like Lyons, who should’ve stayed in whatever management-development program he crawled out of.

The future? I’m optimistic. Takis has restored respect, restored confidence, and most importantly, restored the stock price.

As far as Lyons is concerned, my estimation of him as an executive just plummeted.

With all the executive turnover, it feels like this Forum is going to be rough from a client messaging perspective. I'd be seriously questioning if there is enough actual leadership to move the company forward.

Also, the conference website shows only two featured speakers, Takis and a behavioral scientist I have never heard of. In years past there has been former presidents and major celebrities. I hope more is going to be announced soon because that is a very weak lineup.

Arizona is led by a VP of Network and Contracting who seemed completely disconnected from what it actually takes to build successful departments. Every decision bottlenecked at the top, progress stalled, and problems lingered until they became the norm. Yet somehow the answer was never better leadership—it was always another initiative, another slogan, another “Mission Simplify.”

Mission Simplify wasn’t a solution. It felt like an admission that the executives couldn’t solve the problems they were paid to solve, so the burden was pushed onto the very employees who had been carrying the organization all along. Workers were expected to innovate, fix broken processes, absorb impossible workloads, and still somehow drag leadership across the finish line.

That’s the real tragedy: executives collecting major salaries while frontline employees did the heavy lifting. Then, when the consequences arrived, the people who built the company were the ones shown the door.

Leadership isn’t measured by titles or résumés. It’s measured by results. And when departments crumble under poor direction, accountability shouldn’t stop at the people doing the work.

There’s a certain poetic justice in discovering that a title alone doesn’t create value. Eventually every leader has to face the same reality as everyone else: your paycheck should reflect the impact you make, not the position you hold.

I’m part of the first group and my PL seemed very stressed out about that. said they wished I was staying longer.

my thing is I am done. my PL has piled on more work for me while allowing pi-s poor performance from others (and I have been doing their jobs for the last three years).

I have listened to my PL give every excuse under the sun as to why others can’t do better, including the fact that I can do the work faster and with high accuracy… so?

I know this is not a unique circumstance and high performers are usually given more work while others continue to coast. I’m beyond burnt out and exhausted.

I’m so anxious about them prolonging my departure instead of putting responsibilities where they belong, back to the people whose job it is. my actual responsibilities can easily be distributed, the work I do is not that complex.

the difference with my colleagues covering my work is I won’t be here. I covered theirs while they whined and complained about every. little. thing. they sat and got paid. I did it all. I’m done.

Should we even listen in to this? With everything that has been changed and twisted the last six weeks I doubt they’ll paint a true picture of what’s happening. I find it interesting the forecast was so off but yet this go around they know exactly how many of us to offer VSP and ISP. I have no faith in this leadership any longer.

On July 1, 2007 , Stephenson's first day as CEO, AT&T's share price was $37.62.

Keep patting yourselves on the back.

People who are approved and were given dates in late 2026 and beyond can still be laid off in involuntary layoffs? Is this true? I would be so, so pi---d if this happened to me. This feels like psychological warfare at this point. How much more inhumane can this leadership get?

Hey everyone,

Just wanted to clear a few things up based on some of the talk going around here.

There are no layoffs happening or planned at Teradata right now. We’re still focused on the work, our customers, and supporting each other through everything.

Also, for anyone wondering about the positive comments that show up: nobody from corporate, HR, or the leadership team is posting anonymously on these forums. The positive takes you’re seeing are coming from real people who just want to share their side.
Let’s try to keep things positive with each other. We can disagree and still be respectful... it goes a long way for everyone, including the leadership team and our coworkers.

Appreciate all the hard work people are putting in.

OT hasn’t done anything to make any meaningful (or simply, ANY) change. The “Bored” and so-called leadership are former CEO nepo-babies who don’t care a whiff about anything but their own “standing” with King of the Bored Jenkins. What do we know?

Can’t get a quote. Never could. Can’t sell with SAP, we lose 50% every time. And for what!? Short story. If we were laid off it would be the bonus. But they won’t do that. PIP’s and firings. Lay offs are for closers!!

What else can we say? If you own the stock, take your losses now. It’s going lower. Much. Much. Lower…..

I just refreshed the executive leadership page and Pete C is missing. Also one of the guys with the Turbans is gone. Man people are dropping like crazy off that page. I wonder when Guy will finally drop off.

Rawool not even hiding it anymore, the new "President ai and innovation" was his intern out of college! Surely this has everything to do with competence and nothing to do with placing your own people to high paid positions while people who have dedicated their lives to this place get nothing. The jokes write themselves.

Steve On The Spot returns from the World Cup after another successful display of cameras, travel, and self-promotion. Hopefully, the next appearance brings a little more leadership and a little less performance, especially as employees face the uncertainty of possible layoffs.

FactSet Announces Appointment of Chief People & Workforce Transformation Officer

https://finance.yahoo.com/technology/ai/articles/factset-announces-appointment-chief-people-200500847.html