#performance

3 yr cagr / maybe kick his backwards @$$ back to Montana and get a real bell head in control !!!

FUBAR

Anyone else feel like management has been trying to build a case against them after a reorg?

My org has gotten really toxic. I’ve been hearing PIP talk, but I honestly don’t think they have enough to put me on one yet. My past mid-year and year-end reviews have been strong, my attendance has been good except for a few system issues, and I know my job well. It just feels like leadership decided they don’t want me around anymore.

If you’re in this situation, is it more likely they’ll eventually fire you for performance, or would you end up getting surplused first? Or maybe a PIP is a way to set the ground for a surplus (as a way to tell HR “Look, he is on a PIP because he doesn’t work very well, so he is our chosen duck to target for the layoff).
Curious if anyone has gone through something similar. Is it possible to fight it?

OtherSide Entertainment laid off 18 employees from its Thick as Thieves team. Fewer than ten people now remain at the Boston studio. The remaining staff will focus on performance maintenance for the game. This follows 17 layoffs last month when another project was cancelled. The company currently has no plans for future game development.

Boston, Massachusetts

https://gamedev.net/news/thick-as-thieves-dev-otherside-entertainment-impacted-by-further-layoffs-r4278/

You get to determine the direction and fate of bp wells just you brilliantly did with the minister of people and culture. These two managers come with skill sets, challenges, and positive and negative attributes. How will Wells perform moving forward. The more you share the more the needle moves…sounds weird but it’s true

Is there still Ultimate Potential w/ new changes to S&D. Can it go down or up if I have Excellent / Outstanding for 2, 3, 4, 5 or 6 years after I’m 40yrs @ CL 27 or 28.

What’s the new promotion guidelines?

In order to protect my investment, I would prefer to see the decision makers replaced, than the workers, who deliver the revenue. I can get into debt myself, I don't need their help. I want them to report revenue!

Are you in the top or the bottom 20%?

I call bullsh-t. This is all about money and nothing else. Why else would they get rid of one of our best performers with impeccable record and decades of experience?

the market knows we are swirling the drain.
It knows NOT to reward us because we are not doing anything that should be rewarded.

Nike Inc
NYSE: NKE
42.38 USD -117.37 (-73.47%) past 5 years
Jul 1, 1:11 PM EST

The USD in real terms is 24.3% less valuable in that same 5 year period, which means NKE market cap has collapsed to less than 1/5 its value 5 years ago.

"Believe in Something, Even if it Means Sacrificing Errr-Thang!"

It is reflected on stock price this morning.

Wall Street let bottom feeders to clean up the Nike stock pessimists and they are moving in!!

There is nothing but happy days for Nike stock. Hurray EH! Keep him

https://www.morningstar.com/news/dow-jones/202606306878/att-down-nearly-5-on-track-for-lowest-close-since-september-2024-data-talk

Our Free Cash Flow is heavily bleeding at negative $23.7 Billion because management is dumping $55.7 Billion straight into AI data centers. To balance headcount will drop 13% from 162,000 down to 145,000 and slowly reduce near 130K+.
You have few direct reports with VP, Dir, Snr. Dir, Mgr titles (or) in legacy divisions you might be the high target. QA's, Release engineering teams, Release managers pack your stuffs.
If your org is in re-skill zone, the leadership team can expect a heavy restructuring here.
I doubt Oracle has better pay or hike plans in near future till it resolves its debt.

Who else is diasspointed with their thrive rewards?

Just gonna repost this here…
EH + ELT when you’re ready to talk legit strategy and not just reorgs hmu
I still stand by most of what I said btw and then some.

First, STOP WITH THE CONSULTANTS FOR OUR STRATEGY 👏🏼👏🏼👏🏼
They don’t know the business like we do. They don’t understand what has made Nike Nike.

Second, FOR THE LOVE OF ALL THINGS SACRED STOP CLOUT CHASING.
It’s honestly an embarrassment at this point. We bring people and companies on that have NOTHING to do with athletics or sport. Perfect example is the skims collab. The announcement of how Nike was partnering with skims because they had knowledge and understanding of the feminine form read (to me and many others I know who think the skims brand is mediocre at best) we don’t care about investing in ourselves and innovation for female athletes - we’d rather contract that out. Next this last drop literally looked like things I could buy at a dance studio. Nothing innovative. And the Travis collabs… cmon. He’s problematic and has nothing to do with sport. Who remembers his tantrum playing kickball during JDI day? I get that we are in the streetwear arena now but our athletic styles made it into streetwear without trying and without non-athlete celebrity collabs. One offs are great or if it’s someone who isn’t problematic a regular collection is cool. But let’s be smart.

Third, LISTEN TO THE EMPLOYEES and stop protecting leadership (and yes people).
Tech was screaming at the top of their lungs how bad RL was.. we’ve heard the allegations. Then comes MD, again, SCREAMING she didn’t know what she was doing. Lower level employees see a lot more of what’s working and not than leadership; or that’s what it feels like since they do nothing to improve anything.
Fourth, OMG LISTEN TO CONSUMERS (thought this would be obvious)
Everyone complains about how narrow our shoes are. I’ve heard some explanations about this saying elite athletes have narrow feet. My solution? Standard sizing that the average person can wear and elite sizing (our current fit). Imagine the marketing antics we could pull with that. Nike wasn’t built by everyone agreeing and falling in line. To expect us to thrive with a majority yes people is absurd, but we also need more focused on collaboration. One team, best team, team Nike.

Five, MARKETING WTF ARE YOU DOING. Our brand should be in alignment.
How tf did “Runners welcome. Walkers tolerated” pass through approvals?!?!!! Especially when one of core mottos/statements is “if you have a body, you’re an athlete.” Like are we inclusive and want everyone to make sport a daily habit, or shame people who are trying to be active? Alignment is key my guys and we can’t seem to pick a lane.

Six, WE NEED A BETTER FTE/ETW RATIO, not offshore all of tech and holy cow stop with the layoffs
We are literally always under investigation by the state for not having enough FTEs. Some ETW roles need to be converted, period. It’s not staff aug/special projects/SOWs/MSAs. It’s regular day in day out work that we are contracting out. Not just that the onboarding and offboarding costs (and the pain that that is).
I worked in GT. I do see the value in having ITC. However, I see bigger issues when the tech teams are working off hours. Tickets being closed because you don’t see their response in time because of the time difference. Tickets moving slowly because you can only send/receive one response per day. And it seems like with this shift changes have come down like, when an ETW converts creating an entirely new account for them (literally seems like they weren’t trained correctly or held accountable for this issue when for YEARS converting accounts wasn’t an issue).
Layoffs are bad. We do it to please wall street then have to ramp hiring back up or have to contract more work out. Not to mention the onboarding and offboarding costs associated. Plus these decisions are usually not made at Nike based on performance and it’s pretty evident.

Anyways EH let me know if you want to talk strategy cause I think I’ve got some great suggestions on correcting the ship.

Thanks for coming to my TEDTalk

The Vz Board needs a complete overhaul based on performance.

Today in WSJ you can read how JP Morgan Board and CEO Jamie Dimon named actual candidates under evaluation for next CEO when Jamie retires.

Meanwhile Verizon Board removes Hans and allows for a hostage video from a broom closet to announce immediate removal from CEO roll.. but not before $24M payment.

The fact the Board had zero transition plan and actual promoted from current Board further highlights the Boards failure.

The stock trend to $30 further validates firing Board.... we need Shareholders and PE investors to take over.

At DXC, "synergy" isn't just a buzzword—it's a religion practiced by middle managers who haven't approved a single decision since 2019 without first escalating it to a steering committee, which then escalates it to a governance board, which schedules a follow-up to discuss whether a meeting is needed.

The performance bell curve is so aggressively steep it's basically a cliff face. Somewhere around the 99.9th percentile, perfectly balanced on the summit, sit exactly two people: the CEO and whichever golden-boy lieutenant he's decided is "strategically essential," each pocketing a multi-million-pound pay bump for vision and leadership the rest of the org has never personally witnessed. Everyone else is distributed along the rest of the curve like sediment, fighting over a 1.8% pool increase and a "thank you for your resilience" email.

The org chart resembles a conspiracy theory corkboard: red string everywhere, nobody quite sure who owns anything, and at least three VPs with "Transformation" in their title who have personally transformed nothing except the breakroom coffee machine, replaced with a worse one to save 4% on facilities spend — savings presumably redirected straight into the summit-dwellers' bonus pool.

Project deadlines run on a unique temporal model where "Q3 delivery" means "Q3 of an unspecified future year," and the only thing that ships on time is the all-hands email reminding everyone "we are one team," sent forty-five minutes after a quiet round of layoffs nobody mentions out loud.

Ask anyone what DXC actually does and you'll get a 20-minute answer involving "digital" and "transformation" that explains nothing, followed by a sigh, followed by them asking if you know of any open roles elsewhere — preferably ones with a flatter curve.

The orchestra has stopped. The music of reinvent is over, just 5 years after its terrible opening. Now, the cull of the rest of the reinventors who have hidden in the VP roles needs to complete this master opus.

CEO , please work hard to push it below 40 ..LOL

Rolling out AI into servicenow when servicenow still has ongoing performance issues. Rolling out more and more rules and enforcing with a heavy hand when we don’t have enough associates to meet deadlines with the current rules.

Metric Value
Price on July 1, 2020 $23.40
Price today $20.72

Cumulative price return -11.5%
Holding period 6.00 years
Annualized price return (CAGR) -2.0%

How much are we expected to take? Month after month they continue to move the goal post. It’s nearly IMPOSSIBLE to make money if you’re in a sales role. Quotas continue to rise all because we are bleeding customers and that falls on the frontline. We continue to bust out a$$ just to get crapped on. The people setting these targets need a dose of reality. Put a tablet in their hand and see if they can do it. That would sure be a nice comedy show for us.

Do you think there will ever be a change to the current structure where promotion is based on who you know, and not on your performance and accomplishments?

Pretty ridiculous to see senior executives that do not have more than a bachelor's degree. If even that. No surprise that many at that level are lacking the intellectual capacity to lead efficiently.

Those people know that they will never get a comparable job anywhere else and will do anything to stay creating a cesspool of political games and backstabbing.

Pre Dan, VZ was around $39 bucks for a few years. AI Dan promised that with Operational efficiency + layoffs + AI , VZ would be at $70 and be trading at similar multiples to AT&T and T-Mobile. Instead, we seem to meandering along in the mid 40s.

PepsiCo's problem isn't who's running it — it's the math of the industry it sits in. Packaged food and beverage is a mature, low-growth business: organic revenue creeps along at low-single digits while the S&P 500 compounds at roughly 10% a year, which by definition makes the company a laggard inside any portfolio built for growth. And the capital allocation is engineered to protect the dividend, not to reinvest in the business or its people.

PepsiCo is a "Dividend King" that has raised its payout for 50-plus straight years, and that streak is effectively a corporate promise that shareholders get paid first, every year, before anything internal. When the dividend is sacred, the flex line becomes raises, headcount, route investment, and innovation — everything that would actually compound growth. That's a structural choice baked into the company's identity, not a temporary round of belt-tightening.

On top of slow growth, the demand base is eroding from several directions at once. GLP-1 dr-gs are quietly carving a measurable slice of calories out of the market, and appetite suppression is a direct hit to a company whose whole model is selling people more snacks and sweet drinks. Frito-Lay, long the profit engine, is slowing as private-label and generic chips close the quality gap and win the price-sensitive shopper. And carbonated soft drinks — still the richest part of the mix, running roughly double the margin of the "growth" categories like water, sports drinks, and better-for-you snacks — are in a slow secular decline. That combination is the real ki-ler: even when the company grows revenue, it's growing the low-margin stuff while the high-margin stuff shrinks, so profit gets squeezed even in a "good" year. None of that is a management whiff — it's the category mix moving against them.

The squeeze lands hardest at the front line. Merchandising and DSD work keeps getting harder — SKU counts have exploded, mass retailers pile on compliance and service demands, and the physical job is more complex than it's ever been — yet the pay has slipped behind, to where plenty of fast-food jobs now pay better for far less wear on your body. Put it together and the takeaway is simple: because the pressure is industry-structural — slow growth, eroding demand, an adverse margin mix, and a dividend that always eats first — no amount of good leadership can engineer its way out. That's why the layoffs won't stop and why bonuses will always read thin next to higher-growth sectors: leadership isn't underperforming the industry, the industry itself is the ceiling. If you're optimizing a career for growth, you want to be in the sectors pulling that 10%+, not in the one structurally built to fund a dividend

It remains to be seen whether she will be able to address and Drain the Swamp that has accumulated over the past 15–20 years. There is still limited clarity on the actual responsibilities within ISS, beyond attending meetings and adopting titles such as “product manager” without a clearly defined product to manage. Additionally, our current risk‑management structure raises concerns — specifically, why more than 800+ ISS stakeholders are assigned to the exact same risk. Just check boxers. Only a few really understand Computer Science principles - 90% of them just Talk - Presentations - Strategy - with no meat..Of-course there a few gems in ISS but their work will be clouded and the CISO never ever gets to know who are these gems really are..

How is everyone doing?
Another week done and it feels like we are hamsters on wheels. Same s*** different day. We get a message from
Our Chief Revenue Officer about finishing the Q strong - with 2 days to go that’s kinda late. Where he been hanging out the last few months? Maybe if he checked integration that was supposed to help like move to D365 now even more late than the 7th version of timeline we’ll all get to a more stable position?

Why would Oxy pay its Petro Technicals a very generous one time bonus unrelated to yearly goals or performance. Some top onshore and offshore engineers received +$60,000 for their efforts..

Your opinions?
Will COP follow the Oxy extra bonus?

Why would Oxy pay its Petro Technicals a very generous one time bonus unrelated to yearly goals or performance. Some top onshore and offshore engineers received +60,000 for their efforts..

Your opinions?

Why would Oxy pay its Petro Technicals a very generous one time bonus unrelated to yearly goals or performance. Some top onshore and offshore engineers received +60,000 for their efforts..

Your opinions?

Why would Oxy pay its Petro Technicals a very generous one time bonus unrelated to yearly goals or performance. Some top onshore and offshore engineers receives +60,000 for their efforts..

Your opinions?

I am in the higher ed dep, so we usually get "significant impact" merit increase equating to 3.25% of salary regardless of performance. Has this percentage changed for this year? I guess we will find out from our next paycheck.

If we make the product just a little worse, profits will increase by 3.9%.

Rinse and repeat, every time a new exec takes reigns.

With time, all your products are sh-t.

Just finishing meeting with manager and he says I don't have enough computer action. I complete all my assigned tasks on time, never been found wanting. I asked how the data is collected and I'm told it's classified. Why hang me if you can't tell me how to improve. I guess I'll be getting IM rating.

Bungie implemented new layoffs. The studio cited a broader reorganization. Sony's CEO confirmed cuts impact Destiny and Marathon teams. Bungie acknowledged Destiny 2 underperformed. This represents another staff reduction under Sony.

https://www.gameshub.com/news/news/bungie-announce-layoffs-after-destiny-2-enters-maintenance-mode/

Cisco AITECH offers a free, 15-hour crash course and AIBIZ providing only high-level business concepts without a formal exam!

Translation: loss of company $$$ + a way to bypass hiring qualified engineers, allowing non-technical managers to fake technical expertise and undermine the value of a rigorous engineering degree.

ONLY Cisco did this. Top companies knew better.

• 95% of AI pilots fail to deliver measurable profit-and-loss impact is accurate, sourced from the MIT NANDA report.

• Despite $30–40 billion in enterprise investment, only 5% of integrated AI pilots extract measurable value.

• Harvard Business Review says AI is flooding workflows with low-quality output that requires more human intervention to validate, creating a net loss in productivity.

Bottom Line - products, sales fail because they treat AI as a plug-in tool.

I am trying to do my best to finish the month of June strong productivity wise. Will leadership look at our first half of the year performance in determining who they keep in the involuntary layoffs? Any insight would be helpful. Thank you.

One reason I can think of is that FIS has been an undervalued stock, with its share price near a 15-year low. Investors haven’t been happy, and management is under pressure to show improvement. My assumption is that these actions will slow down once the stock starts performing better.
As for why they’re doing gradual cuts instead of one massive reduction, it could be to make the numbers look more like organic improvement rather than a drastic restructuring.
Having spent more than 10 years with the company, I feel that compared to some of our competitors, FIS hasn’t been performing as strongly. The easiest way to quickly improve financial metrics is to reduce operating expenses. However, I don’t fully agree with that approach.

Any other thoughts?

Serious question: what are the repercussions of gutting UM staff if we are expected to meet TAT or face penalties??