#team

My entire team has calls with our skip level tomorrow 8/10. Seens our entire team is getting cut. Meeting was placed on calendar on Friday.

I'm finding it increasingly difficult to watch our engineering colleagues get systematically rebadged over to Cognisant while leadership pretends everything is fine. We used to have leaders who held the line. Now we've traded them for an executive team whose strategy consists of crossing their fingers and asking AI what to do next

There are 14 people at TIAA on the culture team...10 of which are Sr Directors or VP. I had no idea we had such an emphasis on building positive culture here.

The energy and excitement isn’t the same anymore. The joy and celebration simultaneously as thousands were being laid off from VGS and beyond was a moment. A moment that mattered. The endless reorgs looking for cost savings while paying for photoshoots and dj parties inspired me to deliver value at scale. I was empowered to use all my vacation time and JOMO. I trusted my team would happily work even more hours to take on my tasks for free while I posted on LinkedIn about how great my vacation was. And how taking time off made me realize what a rockstar I was because we are all successful in the vteam no matter what! I hope they bring her back. Nothing is the same now.

Does anyone here work on the ABA team? Any idea if we’ll be impacted by upcoming layoffs? The meeting held with the BH team wasn’t very helpful. My supervisor and manager won’t confirm or deny anything.

A lot of people on our team have already left for Molina. We still have open reqs for BCBAs/supervisors — does that mean anything, or will they fire staff and hire cheaper staff?

Did your manager present the results to your team? Cause it seems the Epstein files have a greater chance of being released than Tell Dell

My boss keeps making consequential statements in supervisor calls, allowing people to react to them, and then later reframing or correcting what she originally said. It’s maddening.

The whole team then misunderstands or panics over her statements badly enough that she has repeatedly needed to issue corrections.

What is the Public Affairs team like at WF? Looking at a couple jobs on that team, but the layoff culture has me concerned. Anyone have insight into that LOB?

If anyone in any department in any country gets notified today of layoffs please comment here which team has been effected and where you are based.

I hope something happens soon. Morale is at an all time low and productivity even lower.

I remember when we had team events, feedback sessions, and actual human connection. Now it's somehow all turned into silence and spreadsheets. That says a lot about how much the whole place has changed over the decades. From a great place to work to a lousy one.

I’m not sure why they think continually moving teams around is helpful- I guess any action is better than inaction. It’s just musical chairs at this point.

The good news is that "Team space" has been decommissioned.
The bad news is that it has been replaced by an upgraded version: performance.

Over the years, Cisco has remained obsessed with these pointless games.
Put simply, there are just too many managers who do nothing but talk big.

V2MOM is now everywhere.

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.

How many Dell PMs does it take to implement a feature?

Ten minimum

• One PM to ask engineering what features they’re working on given the PM roadmap is just whatever engineering accidentally mentions in Slack.

• One PM to get permission from engineering to talk about the feature followed by a mandatory disclaimer from engineering stating no commitments or guarantees the feature will actually be delivered.

• One PM to break the feature into 13 micro‑features so engineering can ship 1.5 micro stories per quarter and claim iterative customer value even though it doesn't work yet.

• One PM to update the roadmap no one sees, trusts, or uses because it changes so often it’s basically a weather forecast.

• One PM to create a 67‑page PowerPoint deck his manager will present as if he personally invented the feature, the product, and possibly storage itself.

• One PM to plan the release date four years from now, which will later be delayed because engineering discovered “unexpected feature creep."

• One PM to schedule a customer advisory call to validate the feature, then ignore all feedback because engineering thinks the customer is wrong.

• One PM to rename the feature three times so marketing can claim it’s AI‑enhanced.

• One PM to write the requirement and five more PMs to argue whether the requirement should exist at all or be replaced with a vision statement.

• One PM to present the feature in an exec review where leadership will ask why it isn’t already shipping, why it isn’t generating $400M ARR, and why it doesn’t run on ARM.

How do they pick who stalk in and outside of work for dirt?

if someone who has been previously laid off can provide some insight, what can we expect to see?

any additional advice? I know it’s not supposed to be signed until after your separation date.

OK, so I have sympathy for everyone who's impacted, and nobody deserves this. They don't need to get rid of all the directors and VPs because some of them actually know what they're doing. But seriously, and objectively, they should get rid of the ones who have no understanding of the ins and outs of the team. Their biggest contributions are taking credit for their managers' and ICs' work, creating unnecessary bureaucracy, and dragging everyone into endless, pointless meetings. The team/org would honestly run much better without them.

I am curious about was the LR and pressure is in this sub org on sbg

My PL informed us today that two members of our team (PDM in a Medicare market covering two states) took the VSP. Don't know who yet, but I'd imagine that info is coming soon. I'd say we have a fairly small team; eleven, counting me and our PL. What do you all think are the chances of more people getting axed when the layoffs begin? Prior to the last "reorganization," the team was only one state with six people counting me/PL, but we merged with another at that time. From what I've read here, there are some big ops-related changes re: Medicare coming, but I've not heard anything official yet.

My manager told our team that we'll be assigned seats, and it sounds like this is happening throughout the entire building—not just our group.

Has anyone else experienced this?

I'm curious whether assigned seating is a sign of a broader return-to-office plan or just a way to better organize the workspace.

After 12 years of blood, sweat, and tears with the QTM team in CR, tomorrow is my final day—and it's ending in absolute disaster. I just found out multiple teams are being laid off tomorrow, and IT is shutting down completely in a month or two. Sending strength to all my CR colleagues heading into HR meetings tomorrow. With most of the US team already gone, it's baffling to think who is expected to keep the lights on and handle the remaining work

I learnt from my friend that there are certain teams(like his in CLM) who have been allocated a Claude Code subcription. Do you if this is only certain location/teams or is it being pilotted?

KC sent a TB meeting to the whole entire PI team. There’s over 400 recipients on the email…

!!!Attention!!! all great minds from every terminal ??? Can your mind move freight,can you think how others can do what you dont want to do.
If so a wonderful opportunity awaits you, your friends and family.
Unlimited time off with pay and benefits because your family is more important than your co-workers friends and family.
Plus we pay you directly in cash at the end of the day for everyone you bring in and mold into your likeness.
Scan the code for this wonderful opportunity and sign up today!

Friday my PL requested that we "acknowledge" their comments about our progress checkpoint. She only had 4 out of the 11 people in my team do it which makes me think we are the ones who applied to the VSP. She said we need to acknowledge ASAP in order to be "processed by the next department" like girl just tell us what the fu-k that means lol

All PE in IT should stop doing grade 5 and 6 assignment. Have every PE provide their top 3 project. Take projects away and assign them to a Grade 7. If the Grade 7 executes, the PE gets BE. Most India worker better than American PE.

Work habits of employees at Oracle has worsened drastically in recent days. Every one going behind AI and trying to assume responsibilities of others.
More like I can also do your work (so we don't need you).

Reduced dependencies inside Team. There used to be a lot of discussions on code base, No one is talking to each other often now.

People using more AI to board more enhancements. But they dont understand how much cr-p they bring.

They clearly don’t know how to incentivize people. We demand top performers, pay the mediocre salaries, and turn them into the laziest versions of themselves. If the compensation team had competent people, this place would have been Amazon. Instead, we spend 5 times as much getting 8 people to do the work of 2 people.

I stay because the health insurance covers my kid's therapy and the commute is only 20 minutes. My manager is clueless, but my three teammates are sharp and we cover for each other. Why would I start over somewhere else that'd probably have the exact same issues and no seniority?

In a previous town hall, the senior executive who will not be named listened to the frustration of senior directors (plural) under him, as well as chat entries of attendees, on Teamworks which made them lose valuable talent.

The feedback is in unison: Teamworks is not worth the negative impact to employee's welfare and retention. In the end, this senior executive said "Don't worry about teamworks. So long as we don't see an average of five hours of work per day, it's fine."

Well his other cohort, another senior executive, has been going around in staff meetings pressuring managers to get tighter on Teamworks or else they themselves will get in trouble.

Same company (Hughes), two senior executives, two different perspectives on Teamworks.

When will portfolio SEs be pooled resources and not be involved with initial discovery calls?

Just goes to show you how Cisco values SEs.

Best part of the call “is this recorded?” 😜

This company would be nothing without them.

I'm Anxious, Nervous , and basically dreading this meeting more than the others. Vegas in July is the 1st Red Flag. SO many new faces. New Managers, New Team members, etc... I'm just going to close my eyes and click my heels and hope to wake up in Kansas.

I will just Pray.

What is it? It’s something for Guyana Upstream. Should I join?

Kinetic Business is thriving like never before. The group here now is quite simply the best there is, was and ever will be!

Heard some senior folks talk about our high performing teams in terms of sports teams. It made me think about genuinely high performing sports teams - the ones who are given time to develop and train, given the best equipment, given support, given trust and empowered to perform and then I thought about XOM, the team on the field is despised by their managers, trying to perform with worse equipment each year, no support and a performance system that pits teammates against each other. I realised the sports team analogy is a pile of bullsh-t.

My office location is being shuttered and staff are being transitioned to a “nearby” city based office location. I am an associate type with an analytical desk job and now I’m being asked to move and fill dozens, upon dozens, upon dozens of boxes of paper documnts for long-term storage and/or transfer to new office location. I don’t think I could physically do it but I’m being pressured to fill these boxes along with my small team. I don’t think this was ever in job description. Comp. not hiring moving staff to do this work. what should I do?

At what point do we get to give real feedback on Teams and M365? I’m ready to let them know IT SU-KS! I’ve never felt so chaotic, unorganized, constantly interrupted, and overlooking messages (I’ve never done that!).

I don’t even open the silly group pings at this point (whatever they’re called).. our team has created 5,428 different group chats with similar acronyms- how the heck can we keep this straight!?! And the 500 training decks that they share are useless if you don’t have time to spend days reading and learning this insanely chaotic platform (please STOP sharing “helpful decks”.. it’s not helpful!).

And don’t get me started on the fact that we’re encouraged (forced) to put everything in a “group chat”.. so now nobody can find the documents and they keep messaging asking you to forward it to them again. What’s the point!? Just send it in an email!!

This is ridiculous and we need to let them know it’s not working!