#leadership

Is the now tech strategy different from MD’s? and if not, aside from new LT appointments, why the layoffs considering a justification was given for the last reorg was mere months ago.

Is the comp bleeding that bad?

The management in multi-contact is a Joke, and yes I mean at the L2 level. what kind of cr-p show are they running? Constant THREAT of metrics is overwhelming the reasoning all efforts are failing is because the people taking care of their customers are overwhelmed, exhausted, led by these leaders who use fear tactics and great agents being pushed out the door! I don’t believe every manager is bad but my new manager will be the reason I’m leaving! I hope you all know your a number and not only will multi contact fail, Wayfair will fail, fix your resumes and start applying now

Leadership doesn't care about the software/database customer. As a result, anyone and everyone is just a number.

Leadership is also aware that it is not as easy as a flick of a switch from Oracle DB/software to something else, particularly the enterprise ones. As a result, they will keep rising the prices or use the vendor lock-in tactics until it gets to a point where it doesn't make sense for the customer. By then, they would be AI ready, and whoever is left is just another number, all over again.

The way forward is AI and maybe some stuff on OCI, meaning a Data Center company. Software is on its way out, no new features.

Why does leadership behave like this? Because they can! You are all adults. Get a grip!

High performers find problems. They identify gaps. They raise their hand. Challenge the status quo. Challenge leaders. Support their fellow employees.

Wonder why you’re surrounded by a ton of slackers? They don’t identify problems. They say yes at a sloths pace to their bosses bad direction. You see it as we-ponized incompetence.

Take a hint from their playbook. We-ponize some incompetence. Say yes at a sloths pace.

My personal PC and work comp are next to each other so while reading a post on here, I chose to look up the RTO policy as it stands right now.

"As we transition to the enterprise platform on May 1, 2026, individual and leader dashboards on Workday will be retired. However, the expectation remains the same: if you are designated as on onsite team member, you are expected to work a regular day from your Dell office five days a week. While attendance will not be actively shared at the individual or leader level, this expectation is non-negotiable."

This is CLEARLY part of MAVERIC considering it's "supposed" to roll out in May and it sounds like Workday is going away? If so, will we have visibility on whatever the new tool is?

Or does this mean that they are no longer going to track us... Which sadly I don't think is the case.

I feel like one of these things...

A: They (EXEC leadership) doesn't want us - or managers - to know how many days we have in office - so we can't "plan" any days off or get warnings from our managers to go in more often..

B: They make it seem as if they aren't tracking us - but they actually are

C: They decided that of those required to be onsite, the majority are obeying and now they no longer care to track, as they "whipped us into obedience."

Contractor Barton Malow, keeping its eye on the future and preparing for innovation in its organization, has given four executives — two of whom were members of the company’s C-suite — additional responsibilities.

https://www.constructiondive.com/news/barton-malow-c-suite-executive-changes-innovation/815289/

This last round of layoffs were brutal across the company and the area I work in got hit hard. I have mixed feelings as I still have my job (mostly care about health insurance) but the workload has doubled. I am close to retirement so I don't care too much if I get laid off. If this gets any worse, I will leave in a year to 18 months.

Sadly, I have lost trust in our Senior Leadership

• They want us all to come into work but if you look, most of them all work from their homes that are not in the Dallas area. Somehow its OK for them.
• They have shifted so many jobs to Poland and India but all the Executive Leadership jobs are in the US.
• They rarely promote team members in the US except for their Executive team.
• They don't allow any travel for the rest of us but they travel for "connecting with people". They barely connect with anyone in the US. They live in their ELT ivory tower.
• There is 0 value for your loyalty.

It looks like it will be in April. We'll also see what the announced third-quarter results look like, which will say a lot about the scale. I think the Senior LT already knows exactly when and how much layoffs will occur. I hope they reform the FTS properly, because the current structure and management are a disaster and a flight without a pilot.

Has our CHRO actually ever worked anywhere, ever?

The completely empty vacuous statement…ignores the utter despair of operational teams right now

Such a poor ELT! no vision, no direction, no leadership but just a group of fools that don’t understand market trends but only know how to through fancy slogans to the air.

The reason we’re in this mess is that tech teams lack guidance. I hope they bring back Enterprise Architecture with a vengeance. I see it everyday, rank and file engineers either don’t have time or the vision to design the next generation of applications at Nike. One good architect is worth 10 SW3s if you give them the authority to see their vision through.

There were layoffs right after Jon left Sharp for Inova. At Inova he has been leading a lot of digital and AI transformations rapidly which makes some of us think we may see layoffs soon. Wanted to get a sense of how his stint at Sharp was and if he is a high velocity transformation chief who might leave behind a trail of bodies and layoffs or if he is someone who is great for the long haul?

Will Dan finally deliver on his promise to share his grand plan for the future or will this be another wasted 30 min. listening to him ramble on about nothing?

One week it’s “focus on growth,” the next it’s cost cutting, then it’s something else entirely. No one knows what the priorities are anymore, and it shows in how teams operate. At this point, the layoffs don’t even feel shocking, they feel like the obvious outcome of nonstop chaos.

A strong organizational culture is critical—once it erodes, the organization risks becoming rigid and ineffective. I’ve observed a growing pattern where hiring and leadership decisions appear influenced more by familiarity or networks than by merit and capability. When talent is no longer the primary driver, and internal politics begin to outweigh performance, it can weaken long-term innovation and competitiveness.

If this trajectory continues, there is a real risk of repeating the challenges we’ve seen elsewhere in the industry. Sustaining success requires protecting a culture that prioritizes merit, diversity of thought, and strong technical leadership.

Share stories of your experience with the FSC rollout disaster. After being told by the Wells Fargo lady and her phone call pep rallies being called Eeyores and Ford Pinto’s in how great this FSC rollout will be, it has been a complete disaster it has been. She should be fired along with the team in charge of the rollout.

Sorry the next news to drop is freezing the pension for those active employees that are pension eligible. That will be announced right after the April round of severance packages. The next round of severance packages/pressure tactics ramps up again in October and will wipe out most of the remaining underwriting folks. You will get the return to work mandate, for 50% of the time, for most employees effective September 01, 2026. Leadership 75% of the time. Executive will announce they are converting a large portion of your remaining PTO to sabbatical time and pay you out for a portion of it as well. They are trying to weed out any old remnants of the old SF or pressure test those people they consider weak. They are still delusional thinking the continued failure of their business model is not the incompetent DEI/2040 workforce they have hired, hubs and horrible business models they keep doubling down on. One more "magic" motivational quote, 1x1, Huddle, TPD or SXS is all that is standing behind their names in glory in the business world and return to #1. It is kind of funny to actually watch this level of stupidity and incompetence! Hilarious!

With all the changes we are experiencing in CW that don't make logical sense, the wrong people being let go while others get placed in vague non value roles, I wonder if our leader Sanjay has settled his lawsuit with his last company so he can focus and earn all that salary he is getting here. The lawsuit makes claims that are concerning and I really hope we don't have a similar experience here. I'm sure he is an honest and upstanding guy and it was all a misunderstanding. I mean, the way he just smiles and has talked about a brighter future for the last couple of years I am sure they are wrong. Sure we have been hearing it for a couple years and just need a couple more years to see it. It's a 4 year plan. Similar to a vesting schedule.

If your only job is to think of new deprtment names and reorganization strategies or to put out cartoon newsletters with the 🐭’s face, you need to go. You serve no purpose. This is a healthcare company. That time and money should be reinvested into the members, not overpaid executives who do nothing but look for ways to make themselves appear important. You know how many reprgs have improved the customer experience??? ZERO. Humana Executives have meetings about meetings and they still never gat anything accomplished.

Both sites are filled with complaints about denied claims, inabilty to understand customer service agents, and poor service from Centerwell pharmacy and inability to get resolutions of complaints. Not that C-suite cares but they should care about retention of members. Or has Rechtin forgot that without members Humana doesn’t exist? I would like to see our retention rates before he came on board compared to now. Rechtin needs to go. The rodent needs to go.

SB (Stevo) dips a Dunkin’ donut into that lukewarm excuse for coffee… pauses… little gleam in his eye… bodyguard standing there like he’s protecting nuclear codes instead of a guy marinating pastries.

I mean, I find the whole thing hilarious. Is SB still out there galavanting across the country giving his nonsensical TED Talk cosplay about “reinvention,” while reminding everyone no one messes with him because he’s the big bad CEO of… Xerox? Xerox. Let that sink in.

Meanwhile, I check the stock every now and then and it looks like it’s being actively vacuumed into a black hole. Honest question—how long before it’s under a buck? 30 days?

And every time I check the stock, I swing by the old layoff site like it’s a weather report. “Ah yes, 100% chance of people getting axed with a light breeze of corporate optimism.” What amazes me is there are still folks in there thinking, “If we just get rid of SB… or Bruno when he was there… THEN things will turn around.”

Bruno was at least entertaining. Gold chains, hair plugs, that overcooked New York accent—like a discount My Cousin Vinny extra who wandered onto a corporate earnings call. You just know he was peeling out of parking lots in an ‘80s Camaro blasting Springsteen, headed to “reinvent” something that absolutely did not get reinvented.

Watching those two was like a low-budget reality show:
“Tonight on As the Copier Turns—we reinvent the company!”
Cut to next scene: “Sell more copiers or we’re shutting the lights off.”

The whiplash was impressive.

Here’s the part no one wants to say out loud: it’s a dead industry. It’s not “struggling,” it’s not “transitioning,” it’s not “pivoting.” It’s dead. Gone. Buried. We’re arguing over how to rearrange deck chairs on a fax machine or typewriter.

And no—no amount of white-trash Ken Dolls in slim-fit suits are bringing it back to life. Especially not wrapped in that special blend of Xerox arrogance where everything is somehow the customer’s fault while the company lights itself on fire.

Xerox isn’t “on the ropes.” It’s irrelevant. Completely.

LinkedIn tried to suggest Xerox jobs to me the other day. I actually laughed out loud. Who is signing up to board the Titanic after it’s already snapped in half? “Yeah, I’d love a role in mid-ocean operations, preferably underwater.”

I genuinely don’t understand why people are still there. Why? I’ve been gone over a year—make 3x the money, zero stress, and I no longer wake up wondering which coworkers vanished overnight or which customer is furious because we’re somehow violating a contract we wrote.

Even if… the industry magically came back, Xerox still wouldn’t make it. You can only disappoint customers, ignore problems, and double down on nonsense for so long before the bill comes due.

And it’s due…

Nike Leadership (2020 → 2024) from Publicly Available Reporting

• Women (Leadership): +7.6%

• Men (Leadership): −5.5%

• U.S. Racial/Ethnic Minority (Leadership): +17.2%

• White (Leadership): −7.0%

Share price nosediving.

CK and iceman DA staying.

MA probably being replaced by JG, the person responsible for messing up HPOM by making DMs people leads (rumor has it that Marty Cagan has disavouwed SAPs HPOM implementation also due to this).

Chuck gone, RIP.

Are we doomed?

Too many old timers in powerful positions just playing game of chess with their resources, shameful. Destroying lives.

We had a coffee chat with the director of our department, and they mentioned that most of the LCS projects are likely to be either discontinued or significantly scaled down. At the same time, there’s another initiative emerging informally around DAC using Amines. The person leading this has no knowledge of fundamentals. Another waste of resources.

Now he’s a middle aged man looser who made more money than he deserved

Thanks for destroying peoples livelyhoods and putting profits first.

The prior post was just about that town hall. The issues in this team go way beyond a useless town hall. Share your stories of bullying and dysfunction. We just lost the best engineering guy the company had. The story we heard was he got sick of the micromanagement and cost-cutting by leadership. Pulled his parachute. Vendors run us over and we can't do anything we need to. Thanks Mr. Reed for nothing.

AC actually understood the product and knew how to protect it. I vividly remember him jumping in on earnings calls to take product-related questions over MP and TE.

Now we literally hand entire NFL sideline teams Panda Dunks to wear en mass on national TV. When did it become cool to wear something that everybody can have?

Speaking of, I hear we're about to ki-l another franchise out of desperation - the AM90... in the most iconic colorway. What are we doing here??

It's not all about juicing short-term revenues to hit quarterly targets. EH deserves better from his 2nd in command.

I overheard a director say just listed every employee whom reports to me as possible candidates for the next round of lay offs and I'll tell my managers to give me solid reasons why I should remove each person you want removed.

As we are now officially without the CTO... is this the last moment to leave this company?

Congrats to those who got promoted. Truly.

But can we talk about the process for a second?

No heads up that an upleveled role even existed. No transparency. No conversation. Just a notification that a handful of people, all of whom, by the way, meet the same criteria as the rest of us, got bumped up.

The rest of us found out the same way you find out about most things around here. After the fact.

Leadership loves to talk about engagement and culture. Here’s a free tip: this is exactly how you ki-l both.

We’re watching. We’re paying attention. And we’re drawing our own conclusions.

DW?

hows the ex vp in boca treating all ya'll since moving over to Tamato-Yamato Rd ? I'm hearing there is some booze in the office this week

How can Steve B still be here when you look at the results (internal) and the stock price (external result) and the trend over last 4 years (consistently down so it is something systematic). I am genuinely asking as to how the dynamics and politics of being a CEO work. I don’t get it

A new approach was just announced and it is more upper level with less to do the work. So, the new execs and C-Levels must still have friends they needed to bring with them.

It was asked why so many who actually did work and were great employees were let go - but no answer given. Probably because there is no good answer. The general feeling is they are retaining people who don't question why so much time is wasted, so many useless layers of "management", and/or do little to nothing. They don't want people who want to deliver and help customers - they want to bark orders and people who put their heads down and avoid conflict!

I am not sure where the Humana Board is - but how are they bringing in people with no proven experience at such high levels and letting them bring down the organization?

Crazy, Crazy!!

https://x.com/ric_rtp/status/2034623376082284958?s=10

If you wanted less work done in the office, more communicating/chit chat/wasting time. That's what you'll get. Add on the added costs for employees, pets who will now be unattended after spending 6 years with their owners at home...I'm sure that will go great for everyone!

Can't wait for this to backfire like every other decision leadership seems to make lately.

We're #2! We're #2! We're #2!

There was a time when leadership here actually cared about people over profits. I was proud to be part of it. Then things shifted and the cuts started coming, one after another, cold and methodical. The message is clear now. People don't matter. Only the money does.