#leadership

Director and AVP just left the company for data center start up. Everyone is scrambling.

If our CEO spent a little less time on social media maintaining his network and relevance for whatever his next role might be—and a little more time actually leading this company—maybe the rest of us would spend less time on Layoff.com wondering when the next restructure or round of layoffs is coming.

Employees cannot focus on growing, innovating, and thriving when they are constantly waiting for the next shoe to drop.

Leadership isn’t about likes, visibility, or staying relevant in your network. It’s about giving your people a strategy they can believe in, creating stability, communicating a direction, and actually executing.

We don’t need another LinkedIn post.

We need you to do your damn job and lead.

Our team just announced a restructure and shifted people around and not replacing a Director who jumped ship. Another sloppy decision from a mediocre leadership team. Sinking ship here in SLOD and all we focus on is RTO

I've watched restructures and personnel decisions systematically remove anyone who was intelligent, trustworthy, or actually cared about employees. The company has spent years making sure there's no one left who can lead effectively. And now we're surprised things are falling apart?

The health-insurance industry is the largest barely-legal fraud in America.

The guy who started Centene was a money grubbing thug.

The people running the company now have Zero morals or integrity.

You make major profit by denying people “healthcare” and can’t even run the racket quietly without major lawsuits.

The only thing keeping the American people from putting the entire C-suite in jail is government cronyism.

But they're also less likely to care about the company, sacrifice for it, or stick around. I wish the leadership would realize this.

"Some bosses aren’t leaders.
They’re bullies with titles.
And pretending otherwise only protects the wrong people.

A bad boss doesn’t just make work annoying.
They make people doubt themselves.
They drain confidence.
They turn Sunday night into a stress spiral.

They make good employees wonder if they’re the problem.
They usually aren’t.

DDI found that employees with leaders who genuinely care about their well‑being are 3x more likely to be engaged — which is the least surprising statistic on earth.

People do better work when their leader actually gives a damn.

And you can hear the difference instantly.

A boss says:
“Figure it out.”
“That’s your problem.”
“I don’t have time for this.”
“You’re lucky to have a job.”
“I don’t pay you to think.”

A leader says:
“Let’s work through it.”
“What do you need?”
“Let’s prioritize.”
“I appreciate what you bring.”
“Tell me what you think.”

That’s not “soft.”
That’s real leadership.

People remember how you acted when things got hard.
They remember who had their back.
And they absolutely remember the person who used authority to make them feel small.

A title makes you a boss.
How you treat people decides whether anyone follows you."

Is this the only company where people somehow fail up? I've watched guys make enormous mistakes, face zero consequences, and then land promotions. At the same time, good employees who deliver get ignored. It's demoralizing, to say the least. Name one other place where that's tolerated.

Saw an org announcement that we now have seven CIOs with overlapping responsibilities (we had some of them before). I guess things were going so well with chief dipsh-t as CDIO that they decided we needed even more chief dipsh-ts. This played out at Optum a decade ago - spoiler alert: it ends with RIFs and consolidation.

We will re-arrange the chairs on the Titanic and call it a day.

Sudhakar Ramakrishna will be new president and CEO.

NVIDIA has approximately 42,000 full-time employees and just reported $96.2B in fiscal 2027 quarterly revenue, with projections to do 110B next quarter. They could easily surpass $500B within the next two fiscal years. That's nearly $12M in annual revenue per employee.

Dell Technologies reported an annual revenue of $113.5 billion with an employee headcount of approximately 97,000 full-time workers. That's 1.1M in annual revenue per employee.

NVIDIA has 43% of the total number of employees to Dell yet it is on track to bring in well over 10x the total amount of revenue per employee. Leadership!

Nvidia is hiring, Dell is firing. Nvidia is growing rapidly, Dell is dying.

Tony p came got folks to change logo, went on DXC holidays and golf trips for a year, and has now issued his email for the next year. Cavery has gone to join another employer. Mary before her wasted a load of money on Manchester and F1. Ask anyone about DXC and they will says its a fried chicken outlet. What a merry go round

"Kumar's leadership across our global industrial system has been instrumental in driving the significant progress we've made most recently in initial quality," Farley said in texted statement after the interview. "His broad experience and unique responsibilities ... have enabled us to deliver our breakthrough results."

Ai can take in financials, spread them, do analysis, and put together a memo for approval. Why do you need bankers, regionals presidents etc? Complete waste of money. The relationships they have don’t mean anything.

SVPs, VPs, directors…leadership is officially shook. It has finally hit home that no one is safe. Now it’s a survival game, complete with finger-pointing, people throwing each other under the bus, and everyone trying to outlast the next person. Watching it unfold is both wild and slightly hilarious. SF needs a complete leadership overhaul.

Who replaces MKW? Obvious choice right now is EB

Upstream CN? BK, RB?
CFO EB -> JG
Downstream AW?
Subsurface JK?
Wells JS?

Turnaround, Capital Projects, FE movements probably not from retirements as those guys are pretty young still

MN and ES roles probably just go away and save the company millions

Easy way to remove excess fat.

Nike never misses an opportunity to tell everyone it is the world’s most innovative company—a fearless champion of creativity, self-expression, and the rebellious spirit of sport.

Apparently, the latest expression of that innovative spirit is turning a $169 stock into a $39 stock.

That is a 78% collapse from its 2021 peak, roughly $200 billion in market value erased, a 12-year low, eight consecutive quarters of declining sales in China, Nike Direct revenue down 7%, digital sales down 12%, and the stock heading toward its worst annual performance since 1993.

But please, tell us more about “Win Now.”

Only Nike’s leadership could lose approximately $200 billion, fall behind younger and more innovative competitors, watch Jordan and Sportswear lose momentum, and still walk into the next all-hands meeting congratulating themselves for being courageous disruptors.

The company celebrates self-expression—as long as employees express exactly what leadership wants to hear. It celebrates risk-taking—as long as executives never risk their own jobs. It celebrates innovation—then eliminates experienced innovators, reorganizes the survivors, and expects a new corporate slogan to design the products consumers no longer see coming from Nike.

This isn’t innovation. It’s institutional arrogance wearing expensive sneakers and carrying a PowerPoint deck.

Nike’s greatest recent innovation may be discovering how to turn “Just Do It” into “Just Keep Saying Innovation Until Investors Stop Looking at the Numbers.”

They haven’t.

Ever wondered why this question always scores the lowest?

I think that's because leaders don't give a flying f to people who can understand and fix the process. Process teams are either working on spi maintenance with low value, paid very low or buried under change managers who have no clue about the process. A handful of leaders in the organisation give importance to process and until process ideas move out of change teams, there's little hope for improvement here. AI is no help to a bad process. What do you think?

And we really need to plan for next step. Takis does not know what he is doing. I heard the Fiserv Forum has been a colossal failure…

I would like to congratulate the PEP team for this outstanding achievement. This is truly a testament to your dedication, leadership and passion for winning ! Not every organization with a Market Cap of $194B and 300,000 employees worldwide is capable of providing a lower rate of return to its investors than a Money Market fund. Although this may not create smiles for our investors, who cares, it's important to remember that change is difficult and just achieving this small positive number is something you can all be proud of. Let's try for +1.04 in the last 4 months of 2026 !

https://www.facebook.com/share/r/1D6GaQ9wY8/

As thankful as I am to be employed, the nightmare here never ends. It isn’t the work itself that is stressful, it’s the culture. There’s too little focus on competence and too much focus on sycophancy. Some senior “leaders” know nothing, don’t listen and make baseless, bullsh-t decisions (ahem Lise). I don’t know how people with zero technical acumen can make technical decisions. Furthermore, they are too bull-headed and busy kissing ELT a** to even take practical, technical advice. Additionally, they are trying to manage people out; even employees who have been high-performing are getting slammed across the board, pretty much out of nowhere. If ever there was a toxic environment, this is it!

...and it's still hilariously vague and meaningless. Our execs are an absolute clown show. These people just throw buzz words around like r.e.t.a.r.d.s. and expect us to be amazed with their genius. I guess they've been up at night trying to figure out what the he-l they could say in response to us asking "what the fu-k does market based culture" mean you fu--ing mo--ns?

Same sh-t as the AT&T Guarantee...they think if they repeat it enough it'll mean something. They went from pumping that Guarantee all the time and how industry revolutionizing it was (wow, you offer refunds when your service doesn't work...amazing), and now you don't see it anywhere. Must be pretty special!!

The CN org structure is crazy - random look at any org. I looked a Procurement - don't know a single person. VP head - 6 direct: 1 Sr Dir, 1 Dir, 2 Sr Mgr, 2 Mgr. Lets just look at that 1 Sr Dir - under is 1 Sr Mgr (3 under), 1 Mgr (2 under), 1 Dir (1 under), and 1 Sr Mgr (1 under - who is a Manger, who then has 1 under). The entire org has more Mgr's+ than people working under them. Think about this - who runs that org & how do they have a job? And if you think this is isolated -- it's not.

People are pretty upset about the new VP from Walmart. Word is he's already having a tough time over there, so everyone is scratching their heads as to why Nike decided to bring him on. It feels like ITC is about to head downhill, and with no other locations to rescue, GT in trouble and shift everything back to PHK.

If Centene is serious about understanding what is happening within Corporate Ethics & Compliance, then stop looking at individual employees and start looking at the people making the decisions. The problem is much bigger than SIU. It extends across CIU, SIT, COI, InTP, Privacy, Corrections, and other areas that are supposed to protect the company and ensure compliance.

At some point, leadership needs to take a hard look in the mirror. There is a growing perception that advancement, opportunities, protection, and even how employees are treated can depend too heavily on who leadership likes, who they know, who agrees with them, and who does not challenge their decisions. That is not leadership. That is creating an environment where employees learn very quickly that speaking up can have consequences.

And perhaps the biggest problem is that employees are sometimes expected to follow processes that are not clearly documented, have changed repeatedly, are outdated, or in some cases do not exist at all.

Ask for the policy. Ask for the procedure. Ask for the written guideline. Ask for the reference material. The response is often some version of, “We’re working on it.” Well, if you are still working on the policy, then why are you enforcing it as though it already exists? Why are employees being held accountable for standards that have not been clearly communicated? Why are decisions being made based on “how we’ve always done it” when Compliance should be operating from documented, consistent, and defensible standards?
That is not compliance. That is inconsistency disguised as compliance.

Leadership cannot constantly change expectations and then blame employees for failing to meet them.

You cannot move the goalposts and then criticize people for not knowing where the goalposts are. You cannot demand documentation from everyone else while operating without clear documentation yourselves. And you cannot build an effective Compliance organization through fear, favoritism, secrecy, micromanagement, or a culture where challenging leadership is treated as being difficult or disloyal.

The uncomfortable question is this: Who is holding Compliance leadership accountable? If Compliance is supposed to identify risk, investigate misconduct, enforce standards, and protect the organization, then its own leadership should be subject to an equally rigorous level of scrutiny.

Maybe it is time for an independent, top-to-bottom assessment of Corporate Ethics & Compliance.
Not another internal review where the same leadership structure reviews itself. Look at the leadership. Look at hiring and promotion decisions. Look at turnover. Look at why experienced employees have left. Look at how investigations are handled. Look at whether expectations are consistently applied. Look at whether policies actually exist and are current. Look at how employees who raise concerns are treated. Look at whether qualifications, experience, credentials, training, and resources actually match the responsibilities employees are being asked to perform. And most importantly, look at the leadership culture.

Replacing a few employees while leaving the leadership structure, decision-making practices, and underlying culture untouched does not fix the problem. It simply moves the problem around.

Sometimes you don't need another reorganization. You need accountability. You need new leadership. You need policies and procedures that are actually written, current, accessible, and consistently applied. You need qualified people in the right positions with the right experience and tools. And you need leaders who are willing to hear “no,” accept criticism, answer difficult questions, and admit when something is wrong.

Compliance cannot demand from the rest of the company what Compliance leadership is unwilling or unable to demonstrate itself.

If Centene truly wants to rebuild trust, then it needs to start at the top.
Clean house where necessary. Rewrite what is broken. Create what is missing. Remove outdated practices. Establish clear standards. Put qualified people in the right positions. And hold leadership accountable to the same standards imposed on everyone else.
Anything less is just rearranging the furniture while the foundation continues to crack.

Surely our new leader was forthcoming with information so vital to our families livelihoods.

Wow... Went to plano for the first time in a long time. PRESS chief of staff has a reserved parking spot and office.... Nutty

Leadership repeats these concepts on every call, and have for years. In 20 years of having health insurance as an employee here, my costs have gone down ZERO times.

Year over year, it only gets more complicated.

Talk is cheap. Like propaganda, no matter how many times they repeat it - doesn’t make it true.

Reduce my costs, pay my claims - start with those two - get the basics down first.

https://www.bloomberg.com/news/articles/2026-08-25/sap-renewed-hr-chief-s-term-after-probes-cleared-her-of-fault

“SAP treats all misconduct allegations with the utmost seriousness and is committed to handling them through rigorous, fair, and thorough review processes,” the company, the supervisory board and Vargiu-Breuer said in an email. There was “no evidence of misconduct” by Vargiu-Breuer, according to the statement. “The Supervisory Board carefully considered all relevant information, including critical feedback, and decided to extend Gina Vargiu-Breuer’s contract based on a comprehensive assessment of her performance, leadership, and contribution to SAP’s transformation.”

There have been a lot of comments about the CFO and CHRO of Phillips recently. I wanted to start a thread to consolidate views on these two as I have recently interviewed with both and considering a senior role at Phillips 66.

Can you help me by laying out your concerns as there are some pretty significant accusations on this board about both of them.

What should I be aware of as I would be working closely with both of them.

Another day of no communication coming up. I seriously wonder what this guy does every day.

If you’ve been watching Centene’s Special Investigation Unit fall apart over the past few months, you already know we are staring at a textbook operational breakdown. What should be Centene’s strongest defense against Fraud, Waste, and Abuse has been systematically dismantled by executive mismanagement, nepotism, and a culture of fear.

It all started when Ashlee hired Christa Marshall Jewsbury and Sabrina Vera. Almost overnight, executive leadership shifted away from operational integrity to favoritism. Director positions were filled with personal friends and "minions" rather than qualified internal and external talent who actually understand the business.

Since then, middle management has been getting crushed under uncompensated scope creep. Managers are now forced to absorb duties traditionally handled by senior investigators and leads, including reviewing preliminary reports, drafting education letters, and handling complex case reviews, with zero adjustments to job descriptions, zero extra resources, and zero bump in pay.

Meanwhile, the environment under Christa and Sabrina has devolved into micromanagement and intimidation. Staff are dealing with:

--Arbitrary restrictions on earned PTO and medical leave

--Inconsistent, we-ponized performance ratings and bonus distributions

--Direct threats that anyone who questions decisions can leave or risk losing their job

Now, the situation is reaching a tipping point. Christa is actively preparing to pitch Chris on a total department restructuring. This proposed "reorg" isn't about efficiency, it is a calculated push to eliminate legacy positions, purge seasoned SIU veterans, wipe out institutional knowledge, and replace experienced staff with Humana hires who won't question executive overreach.

When you fire experienced investigators and systematically gut an oversight unit, the work fails. This isn't just an internal morale issue, it is a massive regulatory, contractual, and legal liability for Centene.

Sarah London and Chris, how can you sit back and watch this happen?

As CEO, Sarah London cannot ignore the toxic leadership destroying this unit. An immediate executive pause must be placed on any proposed SIU reorg. An independent, external third-party audit must be launched immediately to investigate Christa Marshall Jewsbury, Sabrina Vera, and review the hiring and management practices of the SIU before Centene’s regulatory compliance is completely compromised. DO THE RIGHT THING!!

If you’ve been watching Centene’s Special Investigation Unit fall apart over the past few months, you already know we are staring at a textbook operational breakdown. What should be Centene’s strongest defense against Fraud, Waste, and Abuse has been systematically dismantled by executive mismanagement, nepotism, and a culture of fear.

It all started when Ashlee hired Christa Marshall Jewsbury and Sabrina Vera. Almost overnight, executive leadership shifted away from operational integrity to favoritism. Director positions were filled with personal friends and "minions" rather than qualified internal and external talent who actually understand the business.

Since then, middle management has been getting crushed under uncompensated scope creep. Managers are now forced to absorb duties traditionally handled by senior investigators and leads, including reviewing preliminary reports, drafting education letters, and handling complex case reviews, with zero adjustments to job descriptions, zero extra resources, and zero bump in pay.

Meanwhile, the environment under Christa and Sabrina has devolved into micromanagement and intimidation. Staff are dealing with:

--Arbitrary restrictions on earned PTO and medical leave

--Inconsistent, we-ponized performance ratings and bonus distributions

--Direct threats that anyone who questions decisions can leave or risk losing their job

Now, the situation is reaching a tipping point. Christa is actively preparing to pitch Chris on a total department restructuring. This proposed "reorg" isn't about efficiency, it is a calculated push to eliminate legacy positions, purge seasoned SIU veterans, wipe out institutional knowledge, and replace experienced staff with Humana hires who won't question executive overreach.

When you fire experienced investigators and systematically gut an oversight unit, the work fails. This isn't just an internal morale issue, it is a massive regulatory, contractual, and legal liability for Centene.

Sarah London and Chris, how can you sit back and watch this happen?

As CEO, Sarah London cannot ignore the toxic leadership destroying this unit. An immediate executive pause must be placed on any proposed SIU reorg. An independent, external third-party audit must be launched immediately to investigate Christa Marshall Jewsbury, Sabrina Vera, and review the hiring and management practices of the SIU before Centene’s regulatory compliance is completely compromised. DO THE RIGHT THING!!

Meetings already happening with Cognizant. Leadership are tight lipped since their roles are limited too. The goal is to show them the ropes so they can take over....

or still hanging on for life, knowing he would be useless outside of Citi?

Too many directors while an entire department was wiped out. Directors all on vacation while the remaining staff are all lost on their duties. All before AEP, guess that is not a priority anymore for them since Kellie protects them.... 9/4 can not come sooner.

Who’s fault is this new mess and how severe will the fallout be? What did you think of Cara’s email apology?