#reorg

Read carefully and between the lines. HR expanding- that’s to handle rifs, see if they can use people who job cut by AI. Looks like IT stuff going there, Lots of “alignment”. Good luck

Expect layoffs at Senior Manager and RMM level come January!

I don't have the words to explain the total chaos that today was! It was total confusion! Nobody knows anything! No answers! This is total nonsense! Somebody should be held accountable! Did anyone else feel the frustration that many of us did?

Can someone share what the new reorg details that were shared with the company yesterday? Curious because I saw something about banking and the leader JJ. I used to work in that area. Curious what is going on.

Several managers and ICs let go in the SC org couple of days ago. They are doubling down on their SC 2.0 agenda and pushing out anyone who doesn’t fall in line. Feels more like ego than strategy. Morale is sinking, and they’re going to lose a lot more people if this keeps up.

LRs coming soon in Nov (internal sources)

was a nice big air burger, reorg in November

This can only end well. You have to open up your throat so you don't choke on the sc----g that is Windows. Sure, it's unwanted but you will enjoy it. Certainly, this effort will result in a resurgence of hiring elimination of RIFs.

https://www.windowscentral.com/microsoft/windows-11/microsoft-conducts-major-windows-reorg-that-sees-core-engineering-teams-back-under-the-same-roof-as-feature-experience-teams

In a new internal memo, Windows and Surface boss Pavan Davuluri has announced that Microsoft is bringing the teams that make the core of Windows back into the Windows organization.
...
The move comes as Microsoft promises the future of Windows to be one that is agentic, prioritizing voice input in addition to mouse and keyboard usage, and becoming an AI-powered OS that can conduct tasks and actions on your behalf. Davuluri even says that the restructure will help the company “deliver our vision of Windows as an Agentic OS”

Stay tuned

What do we think about HR selections?

As the dust settles on this cluster fu-k of a reorg, I can’t help but think back to Agile. Remember when that was going to save everything? And how performative people proclaimed its benefits, even if it was just a “mindset”? And yet - when was the last time anyone even mentioned it.

And now, the same LT that forced that down our throat with the delusional thinking of how it would save us, are trying proclaiming ENGINE as the next savior. The emperor has no clothes kids. Time to let them know.

For years Nike has been in the habit of re-orging to a new formation, then clamping down on hiring so the vision is never fully resourced or executed. When the results don’t meet expectations, they respond with another re-org, leaving teams in a constant spin cycle of change. It’s hard to bring your best innovative thinking when you’re just trying to figure out WTF is going on.

Credit: @e8+1k66ft7cz

There has been some rumors that Aneesha Shanoy might be leaving the company and that a new Revenue Operations restructure could be happening in Q4.

Has anyone else heard about this or have more insight? Would love to get a clearer picture if anyone’s in the loop.

This week the 2 year long project of the GeO revaMP will finally be completed with CS shifting roles and APLA being absorbed into Amercias and APAC. CS will shift to Vp of Nike Direct and SG will be taking a new role outside of NIKE TBA.

The rumours swirling here mostly don’t seem to discuss major sale of assets, but I don’t see why they would be meeting with federal ministers if there wasn’t something bigger than an office relocation in the works.

This will mean that APLA will be broken up and CS will shift roles to VP/GM global Nike direct as SG will depart for a new role elsewhere.

Seems in IT Services a lot more outside managers were hired this past year including a VP with no prior TI experience. In hindsight, I think some were brought in just for cost-cutting and reorg.

200mm hit hard this quarter, 300mm will get a reorg in Q4. For those that survived, don’t get too comfortable. Plan was always a 2 phase reduction and reorg.

Drummer has added so many layers, some people are 10 layers from the top in Teams unbelievable. Drummer should go, D Keasey top, Regional Lead, Country, Account, Team Lead, and Employee. There should be no more than 6 levels. This is where the money is being blown. This needs fixing ASAP.

Let’s discuss the shale and tight post reorg mess. Over two months in following wave 1 and people still don’t know what is going on with workflows with minimal guidance from leadership because they don’t know. Folks at the working level are doing their best to figure it out. morale is at an all time low. When will the management stars and their followers who designed the new org be held accountable for the mess.

The Appalachian area isn't going to the common operating model like the rest of operations. We were told today, we are never changing. The current model saved jobs is what the rumor is.

Has anyone else heard this outside of Appalachian?

A lot of reps are nervous about what's coming in the future. A high percentage of job reqs were canceled. I am good with my numbers, but am still unsure of job security.

As the title states, how are you folks fairing? Are you counting down the days? Received offer of permanent employment? Teaching ENGINE?

HR Reorg.. what a joke! Rotating favorites is the new strategy. What will their resumes say.. I laid off people when we had the category offense, I laid off people in the consumer offense, I laid off the laid off people… ha ha ha.
The CHRO is a joke, her minions are a joke.

Today, myself and several of my colleagues in Learning and development were laid off in a round of “reorg.” This was the third reorg in 3 years. They had announced a reorg over a month ago, but when executives were asked about layoffs during a meeting, they evaded the question. Today, they also refused to disclose how many people were affected.

This company is absurd. Every October, they conduct layoffs. The executives should be the ones laid off.

Im still waiting to hear about the severance package. Anyone know?

We've had so many reorgs in the last few years and the only thing that changes after it's done is we have fewer employees who have to work more for the same money. Nothing else ever changes. What kind of pathetic, incompetent leadership only uses layoffs to prop themselves up?

Today, all the titles changed in the US, people in different functions seem to be in similar job families now. Sign of a new reorg?

Anyone have any real information regarding the all hands call for the centralized team under Hristov and King? Last minute email went out mid afternoon.

When is it happening? Org chart mock-ups, hiring freezes.... fess up if you know!

The reorg has dragged on so long, and conditions have gotten so bad, that some of us almost hope to be let go, and feel no relief when we aren’t. Clearly, nobody at the top gives two sh--s about how this drawn-out anxiety is grinding us down. On a personal level alone, it’s brutal. It’s beyond exhausting. This state of mind leadership has driven us to is not normal, nor is it healthy.

Of course we don’t know when. But who feels as if their division will get realigned sooner than later?

Division name only and a guess when it will occur to keep it anonymous

Anyone else heading of layoffs in the US soon?

This loooong reorg, threat of job loss, time to look for another, etc, takes a toll on the whole family, relationships, marriage, friendships. So many are tired of hearing about the drama. Internal family dynamics are so stressed. It’s so damaging beyond a lot of posters who are like there’s life beyond here etc. it’s true but it’s a deep cut no one at the working level asked for.

The reorg in sales is leading to upcoming LRs.

This man is arrogance personified . Can’t take simple decisions because he doesn’t know what to do. AI group will in most likely hood be merged with DCG and the Si group with new external leaders in place .High time LBT boots this mo--n out.

I just had a conversation with my new boss after getting the new role, and I’m really enjoying it here at Chevron. I recently got promoted, which has been a huge relief, especially since I’m a new dad, definitely makes life a bit easier. However, my boss did mention that I shouldn’t get too comfortable, as the future of HSE and ETC is uncertain. The organization still seems a bit bloated compared to other companies, and there’s talk that HSE and ETC might eventually be absorbed into Ops or FE, or restructured in some way.

I have my MS, and many of my mentors at Chevron, who have all recently retired, have been advising me to start looking at other opportunities. They’re saying that the HSE and ETC leadership roles, like VP, may disappear. While I’m excited about this new position, I can’t help but wonder whether I should start updating my resume now or wait to see how things play out. I’ve also heard that both of the VPs in these areas don’t have the best reputation internally or externally, so I’ve been cautioned to be careful when I start exploring other options.

Would love to hear thoughts from anyone who’s been in a similar situation or has any advice on how to approach this.

The stricter RTO is just part of it. Eternal reorganization, months of uncertainty about what’s coming for each of us - that’s another layer. Teams are in chaos, handling workloads meant for far more people. Managers seem completely oblivious to anxious, restless, overworked, burnt-out employees. It’s all either by design or sheer disregard for the workforce. Either way, it might come back to bite them, as the best people are always the first to leave.

Massive company wide re org announcing in the next week … anyone know more information ?

September 18, 2025
A Sincere Letter to Our Valued Team,
I am writing to you today with a heavy heart and a clear mind. As many of you know, I've always been a champion of efficiency, of "right-sizing" our corporate structure, and of what I've often referred to as "Transforming to Win" or "Leading Performance". I've always seen these actions as necessary, as a way to trim the fat and make us lean, mean, and profitable.
But lately, something has changed. My quarterly "talent re-calibration" became a monthly habit, then a weekly compulsion, and, if I'm being honest, sometimes an afternoon delight. I started seeing patterns in the employee directory that only I could see—a department with 12 people was "bloated," one with six was "inefficient," and one with a single person was "a silo." The spreadsheet with names and metrics became a siren's call. The little "delete" button next to your names became a part of me.
I would tell myself it was for the good of the company, that the stock price depended on it, or that we were just "optimizing for future growth." But in the quiet moments, I knew the truth. I am addicted to layoffs. The rush of sending that email, the satisfying thud of the "send" button, the immediate emptiness in the office as cubicles go dark—it's a high I just can't quit.
My family and friends have tried to intervene. They've found me at all hours of the night in the office, muttering about synergy and streamlining, with a half-eaten bag of chips and a list of employees whose positions are "redundant." Last week, I tried to lay off the mailman. Yesterday, I almost fired my own son for "not meeting key performance indicators" on his homework.
It’s clear I need help.
This is why, effective immediately, I will be checking into a specialized rehab facility. It’s called "Re-org Anonymous," and I am hopeful their 12-step program, which includes admitting I have a problem and making amends, will help me recover. I'll be working on my compulsive behaviors, focusing on healthy communication, and, most importantly, learning to value people over profit margins.
My temporary replacement, a well-balanced and very stable consultant who has a proven track record of not laying off anyone for at least three years, will be in charge. Please give them your full support.
Wish me luck. I'll see you all on the other side. And please, for the love of all that is profitable, don't mention the word "headcount" in my presence.

Sincerely,
Your CEO (and recovering "Optimizer")