#leadership

Incoming. This will be Act II of the Division dissolution. Now the legacy GTO leaders get their just due. A new product led organization is upon us. Welcome Fraser to that post and adios to the most arrogant set of IT leaders I have ever had to tolerate. You of 15-20 years of incompetence built this mess and now you try to claim the NewCo idea as yours. Make no mistake, it was and is not. Remainco begins on September 8th. Watch the fireworks begin next week. Here we go!

This is an absolute mess all this that's going on. Wonder how well 19 mill helps someone sleep at night. What a nightmare this has all been. I could have thought of a better way to handle all this and gotten a much lower pay🤦 🍿

Being able approved to work remotely makes you a target for the mo--n leadership here. I’ve seen many cases of former colleagues over the years who got laid off after being medically accommodated. Now I’m paranoid because my workload got increased substantially and unusually and if I don’t get them completed, they claim it as my performance issue

Two Iowa representatives are seeking answers from Whirlpool's CEO regarding potential overseas job transfers. They are concerned about the fate of jobs at the Amana facility. The lawmakers have formally requested information from the company's leadership. This inquiry follows recent news of layoffs impacting the appliance manufacturer. The representatives aim to understand the company's future plans for its Iowa operations.

Amana, Iowa

https://mshale.com/084436c0/064c9eeaJqheieoKl00

So that's another SVP down the drain for Managed Services. Did this one even last six months? Anybody have any details on why he's getting the boot so early?

So heads are rolling. Ashlee is out effective immediately as Chief Compliance Officer. Interim to be announced tomorrow.

So help me understand, they got rid of bpSolutions and instead have instead made a big central organisation under Upstream HSE & Ops. One VP pre reorg to 6VPs post re-org. Surely the cottage industry has just shifted to satisfy some power hungry and egoistical characters. What is the point and what a disaster!

I’ve heard he is a talented claims executive who makes sure workers are taken care of.

Now that Mike Lipps is running Coupa, I’m curious what former/current Qlik employees can share about his operating style there.

How did he approach layoffs, reorganizations, replacing C-level executives, acquisitions/integration, and cost cutting? Was he generally a “steady the ship” CEO, or did he make pretty significant changes when he came in?

I’m particularly interested in what actually happened on the ground versus the official company messaging.

Does anyone have insider info on the recent announcement that DF is stepping into a smaller role? Was he pushed out, or did he choose the move? RV Ops culture is abysmal in my experience, super high strung and controlling. How do people feel about the new leader?

Is it time to have a conversation on who was a worse CHRO? RM or MG? Entire organization is falling apart while looking head on to more layoffs.

I started with Centene about 3 years ago. I came from a leadership background of 18years and wanted a break for management. In my short time here with Centene I can’t get over how horrible the leaders are. It seems as though not one of them truly knows how to be a manager or they are so insecure as a manager they have to micromanage people on their team. Some of the leaders I have had in my roles were absolutely clueless on how to manage. They never could communicate to the whole team at the same time. They would forget things all the time. Can’t even explain how to do their job or talk in circles. It’s embarrassing. Does anyone in a leadership role actually have management experience or are they just hiring people off the street to run a department. There are also leaders without anyone underneath them LOL. How can you be a manager when you don’t manage a department or anyone?

Leadership seems to need a decoder to comprehend the results, so here it is. The negative survey results are not about healthcare perks or wellness programs no one uses, they are only about RTO and the lack of flexibility.

“I am proud to work at AT&T”

Once true. No longer. Public perception has deteriorated, and when people outside the company hear about the five-day RTO policy, the lack of any real collaboration, and the absence of assigned seating or co-located teams, the reaction is disbelief. Pride erodes when policies feel performative instead of purposeful.

“I would recommend AT&T as a great place to work”

That answer is now clearly no. A mandatory five-day RTO policy for roles that historically had been remote before COVID and can be done more effectively remotely is an immediate dealbreaker for modern workers. The policy alone makes the company undesirable and uncompetitive as an employer.

“We trust the leadership decisions”

Trust is broken. Employees do not support the financial decisions that destroyed value, nor the RTO mandate that ignored clear employee feedback. Trust cannot survive when leadership consistently doubles down instead of course-correcting.

“The company provides opportunities to support career growth”

Opportunities are narrowly concentrated in Dallas, with limited mobility elsewhere. For a national company, that is a self-inflicted constraint that unnecessarily caps growth and retention.

“Our policies and systems support me doing my best work”

They do the opposite. The five-day RTO policy actively reduces productivity, and many internal systems remain outdated and inefficient. Physical presence does not compensate for structural friction.

“The company cares about my health and well-being”

Employees feel burned out, mentally and physically, largely due to excessive commuting and rigid mandates that add stress without any benefit to the company or the employees. Well-being is not addressed by pushing unused benefits or wellness messaging while ignoring the root cause repeatedly identified in feedback.

“Do you feel changes have been made as a result of prior surveys”

No. In fact, the opposite. Employees explicitly opposed three-day RTO in the last survey, and leadership responded by increasing it to five. Feedback was not just ignored, it was contradicted. The disappearance of the prior third-party McKinsey survey results only reinforces that perception.

Did I miss anything else?
The pattern is now set and clear. Instead of addressing the core RTO issue employees are raising, leadership deflects with ancillary benefits and BS messaging. That approach feels like gaslighting, and not listening. So why should I even bother taking the next one?

If leadership truly wants different survey results, the solution is not another manifesto email, benefit rollout, or talking point. It is addressing the one issue employees are consistently, overwhelmingly, and clearly raising.

Flexibility. Trust. Results over “presence”.
That is the message of the survey, whether leadership wants to hear it or not.

Surely this is when we get serious, this is the double down! We stand here at the peak of inflated expectations on agentic fueled enterprises, looking out across our glorious data moat. Lipps is the man that is going to make this happen, with Salva in his high tops and Navi hoodie at his side! We just need a few more MCP skills, then we will be cooking with gas! Bravo Thoma! Bravo indeed!

You are going to lose your job. I didn’t say get displaced—I said lose your job.

The directive from the top is to get below 200,000 employees by year-end. Too much money was spent on displacement last year, and they cannot afford to repeat that. So this time, the strategy appears to be reducing headcount without formally displacing as many people.

You may have already noticed it. A coworker is suddenly gone. Your previously solid performance is now being documented as mistake- or behavior-ridden. Your manager suddenly moves you into work that is outside your normal scope. Expectations change. Documentation increases. If that is happening, pay attention—you may already be on the list.

The new check-in system can also be used to create the documentation needed to support termination. These processes used to be centered around a plan designed to help employees improve and keep their jobs. That does not appear to be the priority anymore when the larger objective is headcount reduction.

And AI complicates the picture. We do not yet have the clean workforce data needed to formally identify every position for displacement based on AI-related changes. Meanwhile, redeploy team does not redeploy everyone. The team works with the populations and employees it has been directed to retain.

We were honest on the employee survey about what we were experiencing, and instead of leadership seriously examining why employees feel the way they do, we were characterized as entitled.

Maybe we are entitled—to transparency. We are entitled to understand the direction of the company we work for, what is expected of us, and whether decisions about our careers are being made fairly.

Pay attention to what is happening around you, not just what is being said publicly. Document changes to your responsibilities, expectations, feedback, and performance history. Protect yourself professionally. Update your résumé. Strengthen your network. Keep your options open.

Don’t wait until the decision has already been made for you. RUN

What happens behind the scenes when CEO visits a particular location? Besides a store walk, is it just a presentation by the local store team of sales and future projections? What determines a "good" visit?

Just listening to him fumble his way through the opening of the BTS leader call is painful. This man is who Sarah thinks is SVP, or more, material?

Centene is doomed with current leadership.

Marketing has not done much over the last couple of years. CMO was part of the legacy HS ex CFO who blew up marketing org to over 100 with no real results.

Glad to see CEO and the new CHRO observing the true contribution in the organisation.

Over the past week there have been appointments, a new hire and new role assignments as HT repositions leadership. This is typically the precursor to mass layoffs. The layoffs will be starting in 3-4 weeks and continuing right through the holidays. This is especially important at year-end so we can all get our enormous bonuses. Don't worry about us, we make tons of money and will have no problems providing our families with a very nice holiday season while you, the proletariat, will have to dip into savings, take early 401k distributions, drive rideshare to make ends meet and generally be in a very bad position financially until another opportunity comes along.
May the odds be ever in your favor.

Everything is working out well for us, and this leadership has never been the one to lay people off just for the sake of layoffs. Please, correct me if I'm wrong, but I'm done stressing over cuts, at least for now.

Dedicated people with decades of experience are walking away. We're losing our best resource, and nobody in charge seems to care.

The history of the CTO or CIO or CDIO or GDIO or whatever title they go by.
Ratnakar 2024-Present
Amish Patel 2023-2025
Anil Bhatt 2019-2021
Ed Smith 2018-2019
Tim Skeen 2017-2018
Tom Miller 2014-2018
Andrew Lang 2008-2013
And each one of them brings in their own cronies.  Then they stop what were doing and we start all over with their agendas.  We never finish anything.
Meanwhile, more and more RIF's happen in the lower ranks, while they all walk away or get fired and leave with their golden parachutes.

Wow.. For someone who went to Brown.....

It's funny to thing that Legg thinks he is the next CEO

Compared to this same time last year, everything is trending in the wrong direction:

• Customer Success output is way down — fewer courses built, slower turnaround, more backlog.
• IA/EA adoptions are noticeably lower across multiple disciplines.
• Salesforce closed business is so far behind that leadership is blaming “CRM hygiene” instead of acknowledging the real problem.
• Faculty frustration is rising — some are openly threatening to switch materials.
• Customer Success and reps are already exhausted, and it’s not even September.

We’re running back‑to‑school with a skeleton crew and a roll of duct tape. Org chart vacancies everywhere. New hires who don’t understand their roles or the workflows they’re supposed to support. Experienced colleagues continuing to exit, and many who remain are actively looking for new careers.

And here’s the part leadership won’t say out loud:

This is NOT what Apollo wanted heading into an IPO.
Apollo expected a clean, stable, predictable back‑to‑school season — something they could point to when selling the story to Wall Street. Instead, they’re getting:

collapsing workflows
missed in‑stock dates
angry faculty
exhausted teams
shrinking adoption pipelines
declining IA/EA momentum
internal confusion about roles, ownership, and accountability

This is the opposite of “IPO‑ready.”

And it all ties back to the May 1st reorg.
The May 1st reorg removed the last wave of people who actually understood Higher Ed The people who stabilized operations, built courses correctly, managed timelines, and kept faculty relationships intact.

In their place, leadership installed a structure full of:

• inexperienced managers
• unclear roles
• pods stretched across institutions
• Customer Success teams drowning in work
• reps covering territories that make no sense
• workflows patched together with duct tape

The May 1st reorg wasn’t a “reset.”
It was a detonation, and we’re living in the blast radius.

Apollo wanted a clean runway to an IPO. Instead, they got a back‑to‑school season that looks like a controlled crash.

Employees can see it.
Faculty can feel it.
Customers are talking about it.
And the numbers reflect it.

This isn’t “a tough year.”
It’s a disaster, one created by leadership decisions that gutted the last of the real industry talent right before the busiest stretch of the year.

If Apollo thought the May 1st reorg would make Cengage look stronger heading into an IPO, they’re now seeing the truth:

You can’t cut your way to stability.
You can’t reorganize your way to expertise.
And you can’t IPO your way out of operational collapse.

The leader of our team just disappeared, no good bye email, no thanks for all the hard work, nothing. Just gone. Her linkedin does not show Insight as her employer anymore, it did just last week. Tried to send an email last week and it just went into a black hole, or where ever her emails are now forwarded to. I think from reading other posts on here that she was terminated, no early retirement, just role eliminated I guess. Seems to be the main tactic used to put people out to pasture. Whack-ATTACK-Jack sure is making his markie mark. I'm not sure it's leadership being demonstrated here, just desperation to get the numbers in line to get a bonus and sure is devoid of any real strategy.

Nike used to lead trends. Now it feels like Nike is chasing them because it fell behind after years of bad product, uninspired colors, and questionable fashion decisions (lead by a mass wave of DEI initiatives).

And look at New Balance and Adidas. There’s nothing particularly flashy or revolutionary about what they’re doing, yet they’re eating Nike’s lunch because they’re executing better and giving consumers products they actually want.

Nike doesn’t need more discounts. It needs better product and a clear point of view. Lower the prices, stop training consumers to wait for sales, overhaul the board, and bring in a CEO who understands product, innovation, and the brand, not just sales.

Look at Apple. Steve Jobs was pushed out and replaced by a Pepsi executive focused on selling more product. Apple lost its way. When Jobs returned, he rebuilt the leadership team and focused on innovation, creating products people didn’t even know they wanted.

Henry Ford famously said, “If I had asked people what they wanted, they would have said faster horses.”

That’s the problem with Nike right now. Nike shouldn’t be asking what consumers want from Nike’s competitors. Nike should be creating what comes next.

Nike needs real leaders. Smart leaders. Forward thinking innovators who understand that the answer isn’t selling more of what isn’t working. The answer is creating something people can’t wait to buy.

Phil built a company that changed the world. Nike needs to find its next generation of leaders before that legacy gets lost.

Perfectly said, @fe+1m0mxdc30.

We were at 245 summer st. The room was vp’s on up. Lots of mba, egghead types. We were talking about updates to a platform, to include new offerings. I had spent 8 years on the phones and got a new gig. I felt like I could adequately describe and represent the associates who are on the front lines.

The conversation was about logical progression and workflow of a call. I insisted that not all calls flow a logical progression but many times clients get emotional. I cited several examples and case studies to make my points. The discussion became difficult, especially for this one svp bonehead who’s claim to fame was he was smarter than everyone. By the end of the meeting, because of time, the decisions made were to not change a single thing because the logic was good and the back office would just need to get more efficient.

These eggheads do not know what they’re talking about and think they’re superior to the associates.

Can we bring back good leaders to Nike? Those who left or RIF’d people actually liked and/or at least did great work and delivered results? Ones who their teams liked working for? I don’t even care if liked, but if delivered can we petition to get them back?!?

Who do we go after? I just want to have competent leadership again.

As I get ready to start this week, I can’t help but think that September 4 is right around the corner, and I’m starting to feel conflicted. Part of me is so happy to finally say goodbye to a company that, sadly, became toxic due to certain leadership decisions. Don’t get me wrong, Centene has some amazing employees and leaders, but unfortunately, they feel few and far between. At the same time, I’ve been with this company for what feels like forever, so the thought of starting over and looking for a new job is a little overwhelming.

I’m curious if anyone else is feeling the same way and how you’re coping with it. Also, I haven’t received any VSP information other than confirmation that I applied. Has anyone received any updates they can share?

To everyone leaving with me on September 4, cheers! 🥂 And to those staying, best of luck!

Congratulations to all UOP teams, now you got long wishes new boss coming from Honeyhell. You life is well to be doomed to be the slaves to Honeyhell

Does anyone know why so suddenly that this golden boy is gone?

The driver is ok. Of course, the VZ car crash causes another car to crash. Everything VZ (leadership) touches turns to c.r.a.p.. The VZ car was near the end of the pack when it ran into the wall (unforced error).

Video of the crash in the link:
https://www.indystar.com/story/sports/motor/2026/08/23/freedom-250-crash-david-malukas-third-in-indycar-standings-out/91433105007/?gnt-cfr=1&gca-cat=p&gca-uir=true&gca-epti=z116744p118150c118150e1106xxv116744d--57--b--57--&gca-ft=209&gca-ds=sophi

There are two types of leaders. The confident ones hire the best minds around them, people who'll challenge them and give honest advice. The insecure ones hire yes-men. The second kind is running this company straight into the ground, and they're getting rich doing it.

They're milking the company for quick profits while it lasts. Layoffs boost stock prices and pad bonuses, even if they hollow out the company for the future. They're not clueless. They just don't care what happens after they cash out.

I'm yet to met a useful one.

We had a great manager who was knowledgeable, supportive, and respected. They forced him out and now we have a credit-stealing dolt. Can somebody explain to me why this was done? Because I certainly can't figure this stupidity out.

With all the recent changes, I have no other explanation.

If you could choose anybody, not just from Intel's current or former leadership.

How long does this leadership think we can keep getting these PR hits and getting away with it?

The leadership's perfect candidate has wisdom of a 50yo, experience of a 40yo, drive of a 30yo, and will work for pay of 20yo.