#reorg

What I don’t see is Nike ever reaching the heights of its old glory again. I actually used to enjoy working here. Now it just feels like any other random job that could vanish at any moment, and I wouldn't even care. You can’t be invested when leadership isn’t, and you can’t feel like part of a team when there’s no team left. We’ve become bland, and cutting people seems to be the only strategy they have to stay afloat.

Look I’m not even mad anymore. just tired... Every week it’s another round of whispers about realignments and optimization, and we all know what that means. People disappear from the org chart, managers act like it’s business as usual... and everyone else pretends not to notice while secretly refreshing job boards.What’s wild is how leadership keeps calling this progress. They hold some all hands to talk about leaner operations like we’re supposed to clap for losing our coworkers. Then they tell us to stay positive and embrace the change. I’d love to, but it’s kinda hard to embrace being disposable.... and don’t even start with the we’re one team stuff. One team doesn’t keep cutting off its own legs. One team doesn’t keep asking people to train their replacements. You can call it efficiency all you want, but what it feels like is betrayal. I used to think Verizon was a place you could build a career. Now it feels like a place where you just wait your turn to be streamlined. Maybe the saddest part is how normal that’s starting to feel.

Bumping from @a6+1k9qp9myj.

Why cant the teams reorganize before cleanup. Let the low level hard worker atleast try to understand the org structures and the new skill needs before asking him to go. There are so many managers who are just going to take care of their favorites and the true workers might be left in the dust. It just makes sense for the worker to be assigned to the new org structure where he can reskill and deliver as needed. Remember most of the band 6 and below are just doing what they are told , with all the hard work necessary to acheive that.

Is this true? How confirmed is it? If true, this means VBG and VCG could be combined going back to 1.0

Verizon to cut 15,000 jobs as new CEO restructures company

Verizonplans to convert 180 of its company-owned stores to franchises as part of its downsizing efforts. This move is included in a larger strategy that involves cutting approximately 15,000 jobs, representing about 15% of its workforce.

I’m genuinely curious if anyone else wonders what’s going on with Nike’s HR function. The constant layoffs, reorgs, and shifting structures are confusing at best and destabilizing at worst. If HR can’t get things right for themselves, how are they supposed to get it right for the rest of the company?

In my experience working with that team, it’s a mix of highly competent people and others who are… not. Like many parts of Nike, it often comes down to who you know and how willing you are to step over others to get ahead.

The latest move…eliminating the head of Recruiting and burying the function should be a signal to everyone. Maybe the person in the role wasn’t the right fit, but that’s neither here nor there. The bigger concern is the direction of the function as a whole. It feels like we’re heading into a darker period, and the signs are all there.

2 months after the August layoffs another massive RIF focused on flattening the org. Aravind’s org took the brunt this time.

What’s next:
IT managers being flipped to IC being discussed.

Elimination of the IT Sr Director role being discussed

Reduction of H1Bs in IT being discussed

Product Org (under Omar) RIF in December

Consumer Org (under John) RIF in December or January

Srini massive Q1 reorg to align with his vision for T-Mobile

The happy go lucky Mike Sievert days are gone. The dark clouds of working under a sr leadership team mostly picked by the board are here. Think of the Lion King when Scar took over the pride lands, that is what TMUS will be the next couple years.

The Reorg is going to reduce the divisions as usual. So if you’re a division player get ready. That’s where a large portion of the other 2500 come from. Buckle up. 1st week of December

For the SVPs and VPs that were notified, what happens to their roles? Do they just get replaced with someone new? Do their teams get moved under other SVPs or VPs?

These Value brands used to be their own business's and pay Verizon for “access”.

Nancy got moved to protect her nearly 40 year tenure.

Indirect dealers have been beefing up their operational staff with old Verizon execs.

Should be interesting next week.

I wonder why he just reorged his group this week if he is retiring in 2.5 months.

With new R&D lead in place, re org to be announced in the coming weeks! Digital group to merge closer with S&T with a shift of staff both ways and assuming loss of team members.

Any one have any Tfb news? Upcoming reorg? 2026 changes?

Didn't think I would have to be dealing with a shakeup this early in my career, needless to say pretty stressed watching this all go down without any real information getting through

Here's what we know:

Scrum masters to become "enablement lead" if you're liked enough, else made redundant

Squad leads to be "engineering lead" if you're liked enough, else made redundant

No chapter / squad leads or group chapter / squad leads

They will become delivery team lead, platform team lead.

Delivery team lead responsible for go live.

Pretty much level 7,8 and beyond are either let go or titles change.

One thing for sure, holiday AAM is going to be somber.

This last restructure - was this with any of the consultancy agencies or home brewed at Nike? I have never seen more chaos in an org - each individual now doing the job titles of three to four people. Product will go to deeper sh-t levels. You ask for sh-t and you get sh-t.

This week my new boss brought me behind the current to help untangle reorg chaos. He is new in role, so totally lost, and wanted my help on work flows, etc. Long story short, they eliminated multiple jobs with zero plan/guidance as how those responsibilities should be done. When I asked “what’s leaderships guidance?” The response was hand waving about centralization. When I ask what the skills/capacity are of the centralized team, more hand waving. It was then suggested, as a high performer, they’d like me to take on responsibilities of one or more of these roles. Here i pushed back, noting: 1) this was not what I applied for; 2) they dropped my role a psg, 1 below my current psg, and the new role would be a psg above the old role - so unless they adjust the psg, im not doing anything more (because what’s my incentive). I also suggested we needed better guidance from whomever established the new org design to understand what’s intended, and it was made clear to me there was no intentional design here, just a concept they want to make so. The lack of leadership from LT is appalling. And, I don’t see a way out.

But it got me thinking if it’s this much a cluster fu-k in my little corner, the rest of the biz must be as bad or worse. So let’s hear it! What’a broken in your corner of this clusterfu-k?

Next week. Brace for impact. Incoming...

One Verizon soon to be so far up in you

Re-org, Regional Consolidations, all questions answered 13Nov. Submit accordingly

WARN ? F warn.

If you’ve been at Target long enough, you already know the script. Every quarter, leadership throws around the phrase “Talent Management.” Translation: time to trim the herd.

They’ll call it “attrition.” Some whisper “quiet layoffs.” But the reality? Someone’s getting cut — period.

The “how” is a messy art form. The 9-box moved like a chess game. Performance “indicators” twisted to fit a narrative. And don’t forget — personal favorites always seem to survive.

Let’s not pretend — sales numbers and the economy are the real puppet masters here. When performance dips, heads roll.

Based on past cycles, expect another round around late January or March.

Don’t get cozy — recession vibes are real, and this economy isn’t healing overnight.

So here’s your wake-up call. Update that resume. Polish that LinkedIn. Tap your network. Start thinking pivot, not panic.

Because when the next “reorg” email drops, it’s not if — it’s when.

May the odds be ever in your favor.

…are big layoffs far behind?

Scrum masters, chapters, squads are "retiring"

Wonder who's next on the chopping blocks.

November 18th doomsday clock seems still accurate.

Is no one going to bring this up? I thought it was only Tech and HR on here? What’s the word in HR after all the change? Promotions? Layoffs? New roles? Is this good or status quo given the larger restructuring

Brace yourselves, its imminent and before the end of the year.

Orlando plant closure is the start. What’s the next step?

So this is what a “market-based” company looks like? Since John Stankey took over as CEO in 2020, AT&T’s stock has gone nowhere, bouncing between $14 and $24 while billions were wasted on failed acquisitions, buybacks, pointless reorgs, and the most tone-deaf RTO policy in corporate America.

Five years in, zero shareholder value created. Billions burned. Morale at rock bottom. The “market” isn’t buying his strategy, and neither are the employees who actually keep this place running.

If Stankey really wants to be “market-based,” then start listening to what the market is saying: no confidence. Bring back flexibility, respect, and results-driven work. The 5-day RTO punishment failed. It’s time to admit it and move forward.

Who else is irritated that subsurface is taking their sweet time with this reorg? All the other upstream groups seem to be done and yet we have to wait until the end of the week because AF wants it.

The structure was bad before but it doesn’t seem like it’s getting any better.

50% reduction, combined with VCG operations across the board

I heard they will cut Corp strategy and marketing teams loose next week.

Per the article on Financial Advisor IQ

“More than 70 market sales managers were informed on Thursday that their roles would be eliminated, according to one of the sources, who spoke on the condition of not being identified. Though some of the displaced workers may be rehired later as market growth directors, there will only be about 30 openings for those positions, and they will be open to external candidates as well, according to the same source.”

"We are investing in our National Sales organization to deliver stronger, local, and more targeted support for financial advisors," James Craven, Wells' national head of sales, said in a statement provided to FA-IQ. "

Haha these people won’t admit that they aren’t making as much and that their “Sales team” is over paid and u see producing. Craven makes too much for someone who was a Client Associate

The market expects almost doubled Earnings from Oracle, putting intense pressure on the company to deliver rapid growth and justify these numbers.
Leaders/Engineers with stock holdings will be trimmed more.

Due to the company's high profitability, there's a low need for massive layoffs. instead, expect targeted layoffs (mostly performance-related) , hiring freeze, project cutdowns and more reorg.

Oracle is safe till next 3-4m to stay for sure but pressure will mount. Leaders will face more problem to deliver with less salary to employees and more mounting pressure.

New email from Tina Wilson, did anybody understand? Is it over for all other countries?
When will they close them?

Is this a real simplification and an efficiency measure? Maybe? But it may as well be cover for offshoring to TII + Contractors. I do have tendency to be paranoid tho.

apparently there will be multiple going out. So hang in there if you get one in another wave it may just be a reorg. But I think the first wave is the 9-915 meeting, strong possibility that’s a lay off and anything later may be something else

I saw a few roles open up there? Whats the story is there a reorg in the chemical plant and those are reorg jobs or are those really positions where they have a demand?

Heard that hgas is on the way out? Anyone else hearing things?

GK isn’t messing around. J. Walker is out of Elavon and the CAO for PMI is leaving. Who’s next and what’s next for the hot mess that is all of payments inside of USB? Keep on transforming the bank GK 🤭

I’ve been through many, many layoffs in my time in retail (20 years) and just sharing what I’ve learned having been in various roles at various levels including IC and leadership (dir+). I have also had really good friends and partners in HR and ops finance over my career who have been at various levels of need to know (and they share with me of course 😏).
THIS IS NOT INTEL - I do not have any information about TGT. This is more so sharing facts rather than feelings.
Simply put, the fiscal calendar is important when making layoff decisions. Layoffs are planned for the immediate expenses (the severance packages, outplacement programs, health insurance premiums etc) and forecasted long term savings.
You may be asking why Q4, well it’s because this is when most retail companies make their season or year. And because most of the prep work for the season is done and everything is execute mode so it doesn’t have as much impact on the immediate business.
You budget for these layoffs (yes, budget. So a layoff this big has been coming for a while). Once they are reviewed and approved by the board, goal is to get them in before Q4 so you can chip away at the expense drag that the layoff causes through revenue generation. You also want to hit the expenses in the current quarter, especially if quarterly earnings report is going to be rough. You want to minimize the impact to the next quarter.
Then long term the savings reflect in the new fiscal year and helps at a time when sales are generally slower.
In the simplest form you spend now to hopefully recoup some, protect the next quarter, and then save later in the new year.
In terms of WHO is impacted, it’s not an easy exercise and certainly not one taken lightly. I know that’s not easy to hear because it’s much easier to blame the proverbial big bad wolf, but I assure you no one in the general sense wants to be in this position. no one wants mass layoffs. Everyone would love to hire and build out their teams and be offering promotions and bonuses all the time.
Unfortunately, in addition to the sh---y macro financial environment, some poor decision making, some external factors, and some decisions made when the company was thriving (over hiring, overspending or over indexing into certain teams and initiatives) leads to this.
I’m grossly oversimplifying how the company got here but just keeping it simple.
So back to WHO. Well at the highest level (think SVP+) you would receive notice of expense reduction efforts (either a dollar amount or %) and they would look at where to cut and save (travel, discretionary spend etc) and then when there’s no more to save there, you move on to the teams. You look at where the work is currently, where it’s needed, where teams are doing similar work, or maybe work that is no longer value added, and decide where it would make sense to cut folks, where it would make sense to consolidate teams (for example if you have 3 directors with one direct report each, would it make sense to combine a team and create a team of 6 with only one director) or where it makes sense to have both a dir and a sr dir based on complexity, leadership necessity, size of team or where it might make sense to only have one over the other. At the end of the day you just have to do what’s best with the hand you’re dealt while trying to minimize the impact to operations, workload and yes, culture.
Because at the end of the day, there is a day after layoffs and morale of the teams is crucial to how you move forward (it’s kind of ironic but I digress).
I would venture to say with all of this in mind, many leaders have been quietly not backfilling roles, losing jobs through attrition (people quit and role is not rehired) or asking their leaders if there’s any work that could be stopped, moving resources from other teams where support is needed more and away from teams where there is maybe fat to trim in order to prevent or at least mitigate big cuts. But alas, sometimes the only way out is through.
Alright so who knows what, now? VPs probably knew changes were coming, and maybe could influence who and what in a general sense. Based on the posts on here, they just found out officially this week and they probably had to sign strict NDAs.
It’s also possible they walk into Monday or Tuesday and get handed a list of who and what so as to not have anything leak beforehand.
As for the people impacted…
The goal is to do this as fairly as possible.
Is it possible favorites are played when deciding who to keep? Sure.
Is it possible top performers were never at risk of losing their jobs? Sure.
Is it possible bottom performers were an easy first decision? Sure.
Is it possible a leader sees a name on a list and says “absolutely not” and a role is miraculously found for them? Sure.
Is it possible a leader sees someone moving elsewhere and says “hey actually it makes sense for this other person to go over there based on their skill and for this person to stay here”? Sure.
Will someone say “hey I actually want to retire so take me out and save someone else”? Sure.
Is it possible some people know where the bodies are hidden and so they must be protected? Sure. (I’m mostly kidding, but I’ve definitely experienced layoffs where people are asking “how are they still here” and we joke they must have compelling enough black mail to stay lol)
Will some people be promoted if it makes sense to the new org? Sure.
Will some people be demoted if it means that’s the only way they can have a role? Sure.
Is this an opportunity to finally separate someone who is so toxic and has managed to dodge every bullet until now? Sure.
Will people and leaders be moved, lose work or inherit work? Sure.
Is it possible they cut too deep and ask someone to come back? Sure.
Is it possible they didn’t cut deep enough and need to do it again? Sure.
All of this or none of this could happen (in my experience, it’s usually the latter).
At the end of the day it’s going to come down to the work, what makes sense long term for the company, how much it’s going to cost to keep or separate someone and how everyone fits into the larger strategy.
“Good” and “bad” people will go. Just as well as “good” and “bad” people will stay.
We will know eventually what happened in the “post mortem” (aka because we piece it together in here lol).
Anyways, the point of all of this is information however relevant it may be to this situation. Knowledge is power and although it might not give pause to your anxiety, at least you’ll go into the week with some understanding.

They just fixed the "bug"—everyone now reports up to DE - through him DP P, JE, and JS alll who work in Human Resources.

Continuous engineering cuts (yeah opex cuts) . But don't worry, the 'CPO office overhead is still comfortably expanding

Another reorganization — new names, the same long-entrenched inept leadership.

No real changes. No products. Quality keeps sliding while the company waits for someone — anyone — to make sense of AI, since the so-called AI teams clearly can’t.

Directionless “AI strategy” built on vaporware, riddled with defects, and outsourced to contractors following Chinese-grade security practices — meaning none at all.