#strategy

Qualcomm produced nothing in AI. Failed to get into data center business. Modem losing market share. Laptop business getting nowhere. Poor employee moral. Investor day failed bad. Investors gave up on the stock.
Very bad situation with no way out

Many posts in why so many layoffs .

No mystery...look at the quality of Vz BOard and backgroubds. Then compare to Boards at AT&T and Other Dow 30.

It's so obvious the root cause of lack of strategy and execution.

Vz Board compliments of Hans DEI Noah Ark style.

I still winder how Dan claims he was ask 3X to take over from Hans.

Where was the Board sense of urgency?

The lack of honesty and transparency is on the Board.

As a result, lazy exeution strategy to layoff 16,000 and counting.

Reporting to Lesher in what they are calling a strategic advisory role as a vice chair of wholesale banking. Interesting to say the least!

Two things today, EH hires back a multi 6 figure role that was eliminated previously “it is needed to improve relationships”. Innovation and newness is what retailers want. What is needed is skim EH executive direct reports does the board really think it will turnaround the company? It seems the board keeps spending and spending while stock drops. Teams are burntout, LT keeps demanding performance. In a recent meeting it was alluded that working teams should feel privileged to work at Nk and be happy yeah cheerleader. Leading up to that was sorry we are lean staffed with heavy workloads but we have to keep the pace and without being grumpy. Its pretty clear LT wants to place the blame on the staff as if the lack of LT strategy and decision making isn’t to blame. Its easy when you make the plus six figures to push the blame on someone else. LT is completely out of touch with their teams. LT should acknowledge their involvement in the state of the business, just be honest. And feel some real sorry, see it from the working peoples side.

It makes no sense. Anyone has a plausable explanation?

I know people have strong opinions about this.

SpaceX may need 1.5 million small cells to compete with TMO to bad Crown caved to Elliott management and no one would listen to JB. Now Crowns is a singular business with no growth

If our CEO spent a little less time on social media maintaining his network and relevance for whatever his next role might be—and a little more time actually leading this company—maybe the rest of us would spend less time on Layoff.com wondering when the next restructure or round of layoffs is coming.

Employees cannot focus on growing, innovating, and thriving when they are constantly waiting for the next shoe to drop.

Leadership isn’t about likes, visibility, or staying relevant in your network. It’s about giving your people a strategy they can believe in, creating stability, communicating a direction, and actually executing.

We don’t need another LinkedIn post.

We need you to do your damn job and lead.

0 Vision and Strategy
0 Themes
0 Epics
0 MVPs
0 Features
0 User Stories
0 Tasks / Subtasks
3 Bug Fixes

Anyone else seen the culture take a nose dive for the worse since February? People stressed, checking out, listening to coworkers get screamed at on calls by on fellow coworkers and nothing happens as a result of the unprofessional behavior. Departments fighting with one another. Not agreeing on the direction to take on projects or even the go-forward strategy for the company. People sending nasty, sarcastic emails to one another. Terrible!

I'm assuming their goal with that was to get people to quit on their own, so I'm just wondering if it worked on anybody.

BNY doesn't seem interested in keeping talented employees. They're paying some truly great people to walk out the door with each new layoff. I don't understand the strategy. You pay people to join, you invest in them, and then you pay them to leave? The math doesn't add up.

Is their strategy to hire more VPs and fire people who understand the business? Veritas - if you are reading this...you are stressing out the staff and ruining what should be a profitable well run business. Stop hiring d-mb VPs who don't know the business and start taking care of your long-time staff. Your bad decisions are risking the point of no return. Who's going to buy this business when our competitors can wait for bids and just take our contracts. HMS used to be a great business but everyone who remembers the 'good old days' is gone. The executives are waiting for their big payday and couldn't care less. This is a model of how not to run a business or how to run a decent business into the ground. If you are an executive: Make smarter decisions or resign! The good staff at Gainwell are tired of this sh-t! Veritas should be embarrassed at how this acquisition turned out! You are a bunch of losers!!

Thoughts? They’re in the transition, why not? Shift a bit of sakes sales.
Less risk and guaranteed a cut for Senior Leadership.

What's next on the block?

What are the benefits of having him represent AT&T?

Now that AI and Big Tech are officially falling out of favor on Wall Street, how long until Jim pivots and claims his "big bet" on AI was just a victim of bad timing? Place your bets, but historically, he usually clings to a fad for about a year before quietly shuffling away.

What amazes me is how he always gets away with it. How many trends does this guy have to chase just to sit at the cool kids' table on Wall Street? Why doesn't Bill see through this? Sometimes chasing the shiny new thing doesn't pay off, to the tune of $20 billion.

First, it was autonomous vehicles Argo taxis, because every American loves to rent their car. "They'll be here tomorrow!" Then it was subscriptions. "Wait, no, energy, were an auto battery supplier now! Wait no one wants them, how about energy storage, anyone? !" And now? "Data centers and defense! That’s the ticket!" Affordable, sorry guys, that was Mr. Trump, which Jim referred to as the "return of common sense", after cursing him for stripping the EV dream no American wanted.

Does anyone remember the genius of the scooter or the inflatable bike? We're growing they exclaimed, we went from 5 employees to 500, that's progress!

Hehehe. OMG, what a bunch of 🤡🤡🤡 at the helm...

To: Dan Schulman, CEO of Verizon

Dear Mr. Schulman,

As a dedicated stakeholder, I want to acknowledge the ambitious goals set for Verizon. Reclaiming market leadership and maintaining a dominant industry position is a vision we all share. Navigating a hyper-competitive landscape requires a strong strategy, and the need for organizational evolution is well understood.

However, I wish to offer constructive feedback regarding the current implementation of this strategy. While cost efficiency is a standard business lever, a heavy reliance on continuous workforce reductions has created a culture defined more by uncertainty than by innovation. Significant personnel losses deplete institutional knowledge and place immense operational pressure on remaining teams. When workloads increase while teams face ongoing structural changes, morale and engagement inevitably decline. Furthermore, these internal pressures appear to be manifesting externally in our service quality with multiple network and system outages we have seen recently. Long-term corporate value relies heavily on the stability and well-being of the professionals executing the strategy.

Since the broader transition to 5G, there has been a noticeable shift in network performance compared to the legacy 4G era, with users occasionally experiencing connectivity gaps in high-traffic or residential environments. Verizon’s primary competitive advantage has historically been its gold-standard reliability. Prioritizing aggressive cost-cutting over network excellence risks erasing the differentiation between us and our competitors. To protect the customer base and reduce churn, a return to highly available and resilient network is essential.

I urge you to consider a more balanced approach to this transformation—one that prioritizes technological innovation and infrastructure over continued personnel reductions. Let us ensure Verizon leads the industry by investing in groundbreaking products and services that competitors cannot easily reproduce. A long-term legacy is best built on technical superiority and a motivated, stable workforce.

Thank you for your time and leadership in considering these operational perspectives.

The Christian Broadcasting Network has announced workforce reductions affecting approximately 8.4% of its U.S. employees. This decision stems from organizational changes and a need to focus resources on future growth. The media and fundraising landscape has shifted, prompting CBN to streamline operations. These changes are part of a broader strategy to reallocate resources effectively. The organization stated it remains committed to its mission and donor stewardship.

Virginia Beach

https://www.13newsnow.com/article/news/local/mycity/virginia-beach/christian-broadcasting-network-cbn-layoffs-virginia-beach-vb/291-75af7d52-4852-4704-84aa-87cee25b45a3

Will the CFO continue to push the strategy of 'grow the bottom line faster than the top line' in FY27?

The company is clearly broken. Nothing is working together, and the strategy isn’t driving growth. That starts at the top. So, how much longer does EH have before being replaced?

It is clear that our leaders had the right strategy when we got rid of Aero and all of their issues. The remainco companies have strong portfolios and will continue to win

I do not understand why Xerox can’t be bold and offshore all non-direct-client roles (sales basically). It is part of the strategy but in typical Xerox way is not implement properly or fully. Always exceptions to dilute the impact. No need for anyone who does reporting or bookings or planning to be onshore. No need for service delivery unless actually at client sites as part of contract. No need for sales operations or sales support or bid management or sales specialists or solution consultants to be onshore. There’re is the technology and hybrid ways of working that can make these happen if someone would just be bold. Sounds drastic but we are in drastic times and where it been done it works.

Aurora Therapeutics has discontinued its lead gene-editing program targeting phenylketonuria. This decision stems from increasing competition within the field. The company also confirmed that "several" employees have been let go as a result of this strategic pivot. Aurora remains committed to developing gene editing solutions for rare diseases. They plan to focus on novel technologies addressing significant unmet medical needs.

San Francisco, California

https://www.biospace.com/business/bespoke-gene-editing-outfit-abandons-lead-program-cuts-several-employees

Why just wait, let’s act! Crown Castle’s nationwide portfolio of communications infrastructure provides an ideal platform to accelerate Starlink’s vision of a hybrid satellite and terrestrial network. By integrating Starlink equipment and direct-to-cell technology at select Crown Castle sites, SpaceX could rapidly expand coverage, reduce deployment costs, and improve resilience without the time and capital required to build an entirely new terrestrial footprint.

For Crown Castle, the partnership would create a new source of long-term infrastructure demand as wireless networks evolve beyond traditional macro towers. Instead of viewing satellite connectivity as a competitive threat, Crown Castle could position itself as the preferred infrastructure partner for next-generation hybrid communications.

Together, the companies could:

• Extend reliable connectivity into rural and underserved communities.
• Strengthen emergency and disaster-response communications.
• Reduce cellular dead zones through integrated satellite and terrestrial coverage.
• Accelerate deployment of direct-to-cell services using existing infrastructure.
• Create a scalable model for the future of global wireless connectivity.

A partnership would allow each company to leverage its core strengths: Starlink’s advanced satellite network and Crown Castle’s extensive terrestrial infrastructure. The result could be a faster, more cost-effective path to building a truly seamless communications network than either company could achieve independently.

We don’t want to wither away right? Can someone please get this going - both in Texas it makes sense!

4 hours, mandatory for all employees in product under G2. Strategy kickoff. What are we thinking?

I must say.. initially I thought Dan did not have a strategy. But when Board member said he didn't want to get ahead of Dan on strategy it's now obvious.

Dan's strategy is to rebalance expenses and eliminate Han's DEI stink.

How? Appoint Consumer President and Consultants outside of legacy Inept Vz Execs to reset Verizon for aquisition.

There is zero operational/marketing strategies for growrh on purpose.

Buckle up!

jana being involved is a huge positive. these are the exact moves we need to make. let's all do a little more and get this back to $200 !!!

Morgan Stanley has merged its Field Risk and Service units within its wealth management division. This consolidation aims to streamline operations and improve collaboration among staff supporting financial advisors. While the total number of affected employees is unspecified, some regions saw a significant portion of these operational roles eliminated. The company stated these changes align with its strategy to scale its operating model. These layoffs are distinct from a broader reduction in force that occurred in March.

https://www.advisorhub.com/morgan-stanley-lays-off-field-risk-service-staff-in-wealth-unit/

I have previously proposed in this platform that Nike's answer will be split the company in few different segments and run separately with each segments with its own CEOs who reports to one Big CEO.
That idea was shut down by just about anyone in this site (if they are still in here).

So a year has passed since that exquisite moment and we are sinking more in the mud. It was ankle deep but now it is knee deep.

So I want to ask everyone in this site.
Do you think that splitting company and running more independent is the solution?
Because it has been shown that Nike is too big and vast in sports/fashion industry for one guy, specifically EH and his cronies to fix it and turn it around.
And the little CEO that shows most result should be considered for next big CEO.

What does the strategy team actually do?

They spend their time building polished, fancy decks, but there’s often no execution plan because execution isn’t part of their mandate.

I also want to build a rocket. But do I have the budget, resources, talent, or infrastructure? No. Anyone can propose ambitious ideas if they’re not accountable for delivering them.

So how do we justify the existence of these teams?

In the November layoffs, VCG eliminated entire strategy teams. Yet in the new organization, they’ve rebuilt another army of people doing…strategy.

Great to see all the initiatives and strategies correlate into strong earnings.

Lead to One should continue to drive meaningful value and strong financial results.

The coffee giant has again increased its annual sales and profit projections, signaling a strong recovery. CEO Brian Niccol's strategic initiatives have successfully revitalized customer demand for the company. This positive performance has led to a notable increase in the company's stock value. Starbucks is now anticipating higher global same-store sales growth and improved earnings per share. The company's focus remains on operational improvements and cost management.

Seattle, Washington

https://www.klsescreener.com/v2/news/view/1764571/starbucks-raises-annual-forecasts-again-as-turnaround-takes-root

Corus Entertainment is consolidating its Global News Morning programs in Prairie and Eastern markets. This change follows recent workforce reductions within the company. A single regional edition will replace existing local morning shows. The transition is scheduled to be completed by the end of July. These programming adjustments are part of Corus's ongoing strategic review.

Toronto, Ontario

https://mediaincanada.com/2026/07/29/corus-consolidates-global-news-morning-shows-after-layoffs/

will the midcon asset survive, and if so what is the point of holding such an asset in the portfolio? - A holding corral for employees to be trained in and moved to more significant assets?

Lumber producer Interfor is shifting its corporate support functions from British Columbia to Peachtree City, Georgia. This move aims to align corporate operations with the majority of its business, which is located in the US South and Northwest. This strategic relocation follows a trend of Canadian manufacturers moving operations to the United States. Interfor's decision is influenced by the significant portion of its sales and operations already based in the US.

https://woodcentral.com.au/interfor-corporate-functions-us/

I've been here long enough to see no strategy, no vision, just random decisions. Prove me wrong.