#team

Best exec team to turn us into next Sun Microsystems

I know my success at Verizon or any job was attitude and adaptation. It was also how quickly I could get good at the next challenge and make the changes I needed that would help me win. Sounds easy, but it requires a full buy-in and positive mindset. So far, what has changed? Are we sold on the direction and does leadership value our buy-in? I think transparency is a key to moving forward and calming fears. I don't think this leadership team has shown anything of the sort. It's easy to tell a future failed leader by both actions and inaction. If the entire team isn't on board then "you ain't winning". We are lost and a plan hasn't even been clearly laid out for our success. Again, the company is trying to do this without us. Only when we are a team and valued will we succeed. Hate to break the news... we are still not valued. They count on us to do the lifting but don't give us reason, respect or credit. When the employees are here for more than a paycheck you win. When we are here for the team and to help Verizon win then we will become a different company. When leadership fights FOR us and makes US first then and only then will Verizon change and become a leader. This leader failed in his first message and it's been downhill from there.

Today! Baker has decided to close down the Huntington Beach CWI R&S/Fishing shop.
All shop hands and welder have been laid off and or have an option to relocate up North to Shafter Super center. Admin and field supervisors will work remote. One of the most experience, profitable, hard working and well dedicated team will be no more. A big mistake that will hurt Baker in the long run.

Wow if you search Corporate Risk In-Office FAQs in teamworks, they are posted - right down to guidelines on how long to stay in focus rooms.

Lots of opinions y’all. And grief towards either the past or current state. Can’t change the past and no darn sense complaining about today.

What are the top five things to get us back on the right track?

I was under the impression we’d agreed to keep Friday afternoons clear. I’d stepped away for an hour, having not had any meaningful work come through all week, only to return to a stream of messages and requests for urgent, cancel everything else 4pm meetings.

This evolves around items that have been outstanding for weeks! If they weren’t time-critical on Monday, it’s hard to see why they’ve become so this late on a Friday.

Stop panic managing everything!!! Or at least say - we don't need you until Friday afternoon, then we want 30hours solid! But no I am not working all weekend to catch up on someone else's bad planning. Another day makes no odds other than your stupid status tracker.

Getting to see posts from those involved, sharing in real time, is incredibly sad and validating. There is a lot of value in that. Not making light of the real pain being experienced. However, the Theater of the Absurd in upon us. Then Theresa flips a table with "20% raise with AI!" Can't wait for the Reunion Show where everyone shows texts from Stephanie, Bob and Ian. Andy Cohen is unprepared for this level of insanity and that is saying something.

NY JC Plano Columbus tech teams still hybrid 3 days.

What is the criteria for being a HiPo in XOM?

I have seen a few so far - they literally just destroy the morale of the teams, make terrible decisions that the teams have to bear the impact of long after they leave. They focus heavily on optics to outside organizations, they don’t like technical people (or anyone in their teams) that actually are heart and soul of their teams and perhaps the only good part of it is that they leave soon but it never feels soon enough.

Question is are the rest of us incapable of seeing how amazingly great these future leaders are (and that’s why we didn’t make it) or is this all just as true as it feels?

I see the quality of work dropped drastically even from those who used to give excellent work. Morale is low! This is what happens when the management is incompetent. Morale goes to -ve in the teams as soon as there is an intervention from neustar.

I’m increasingly surrounded by colleagues who show little drive to deliver real value or contribute meaningfully. Instead, many seem more focused on pulling others down—especially when someone is actually trying to push work forward. My supervisor appears completely disengaged; he barely puts in effort himself and shows no interest in supporting the team or addressing these dynamics.
This environment has become unsustainable for me. It feels like the clearest signal yet that it’s time to move on. I’m actively looking for a new role and hoping to make that transition soon—I just can’t keep operating in a place that’s draining me like this. It’s starting to affect my mental health, and I need to get out before it gets worse.

I left support a few years ago, but I heard today that several of their support managers are jumping ship.

Let’s take control back and call out groups that continue to be poorly managed.

So lots of managers laid off last week.. and the team members were moved to various new managers... How much time do we have ? 1 week? 6 months? Decades? And BAU?

The app dev teams have no time to work with the constant daily sprint calls, Jira, and other associated things. There is a team that supervises agile and Jira at high pay to pound you into compliance. It is so bad that we had to increase our sizing by 20% just to cover the overhead.

Could someone check headcounts? Go into Teamworks employee look-up. Go to Advanced. Use Country Code to check: US, IND, PHL

Anyone notice that some teams are getting cash incentives instead of a trip? Think it's because those groups won't be around long enough to go on a trip

Who is enjoying TAS Senior Managers and above being preoccupied? Best days of the year!

Who going to coach us on the next sprint?

Did those fu--ing dorks actually come out wearing medals?

Working in a subteam of Rocm in US. Two of my teammates were just laid off last week. My manager hold a group meeting to tell us about this.

Have heard conflicting things either massive reorg or a layoff. My money is on both. Seeing people reporting their teammates being laid off.

Anyone got JE from Cigna International??
Anyone knows about that? Which teams?

Looks like amazon is hiring in different teams. Is it a good decision to join team now .

Oracle is known for having too many layers of management. D and his close circle handle all the big meetings, while everyone else only gets small pieces of the work. This keeps the rest of the team from seeing the full plan. If Oracle fixed this and shared more information, the company would be much better off.
Need to get more Directors off-boarded or shuffled from their meeting favorites.

All of them were great, very knowledgeable and competent. They kept the notorious slackers (for now, at least). If this is the trend, there will barely be a functioning team left when this is over.

At this point, I almost envy the people who were let go. Now comes the chaos and the fallout, with even fewer of us left to handle the increasing workload. My team lost two critical roles that, based on past experience, will never be backfilled. The logic here is simple: more money for them, more work for us.

1st post - I’ve checked in here for a while on and off occasionally and my sentiment is largely the same. Full disclosure - I left a while ago.

What if this forum could coordinate our frustrations and impact (even small positive) change? Yeah, I know - doubters, I hear you already and don’t disagree. If the board has not fired him already, chances are slim if not zero.

You know, there are several thousand views to each post on this forum. This means people take time to read what is here and, I want to believe that frustrated or not, it’s because people care. I am sure some are bots and some are random, but I do believe most are not. (Maybe that’s too optimistic?)

RTO silliness - really sad - just the latest example of clueless leadership - I’m sorry (sincerely).

But, what if?

Give your feedback and hit the arrows to the post up or down (like or not). If there are more downs then ups, this is my only post. Maybe this is just a healthy outlet for frustration - if so, OK! (I know it’s needed)

But if this larger group wants to rally, and feels the promise of Truist pre-merger and the actual failure of achievement of potential due to poor leadership cannot be fulfilled, maybe there are a few constructive (non-violent of course) actions that can be pursued. Whether you were hBBT or hST or even new since then, How do you feel? Don’t worry about comments, just hit the arrow up or down. Let’s see how this forum feels about this post.

If you have work friends that you can trust, invite them to check in here from time to time. Whether a real movement and strategies emerge or not who knows but growing the audience matters.

As Teammates, former or current, known or not……..in Both the Frustration and the Truth, I am yours truly, ___(me)

Does anyone else feel like the entire fiber and small cell business is in survival mode

Understaffed
Budgetary issues
Expected OT

This whole operation is running on one wheel it feels

Southeast techs have been summoned to meet with direct and second level management the first week of February

With Brad Arkin at the helm, Salesforce's security team reportedly shrank from ~300+ to 188 engineers over two years, aligning with company-wide restructurings amid AI adoption and efficiency drives. No public data specifically attributes incident spikes to these cuts, but one has to ask. The volume of breaches has fueled speculation about under-resourcing in security.

Do they regret the security headcount drop? No explicit statements, but the incident surge (from sporadic in 2024 to widespread in 2025) and AI backpedaling suggest possible hindsight regrets and prioritizing efficiency over robust defense in a high-threat landscape like Salesforce.

Major Incidents-
Late 2024 – Early 2025 Vishing Wave (UNC6040)
June–July 2025 Major Vishing Campaign (UNC6040)
August 2025 Salesloft Drift OAuth Breach (UNC6395)
September–October 2025 Extortion & Leak Escalation (Scattered LAPSUS$ Hunters)
Late 2025 – Early 2026 Follow-On Incidents

We lost people who were each worth two. Meanwhile, there are a couple of remaining cases who need two people each just to cover for their incompetence. Where’s the logic in that?

I’m looking at all the people between me and MW on the upstream ladder… 9 layers total. Looking closer, I truly don’t understand how this org chart got approved. MW has (arguably) at least 3 layers of unnecessary management between him and the front lines. Take MN for example - he only has 3 (and that is being generous) real employees reporting to him. Within those three, CN seems to be running 70% of the company.

Even MW’s team is pretty small if we look at the very top. Arguably the only people of consequence that report directly to him are RB, EB, FM, and MN. That’s it? What gives?

I know at least a few low-level senior execs read this forum. How about we send MN & BN into retirement with a nice package, give BN’s job to CN; and have Shale & Tight, Exploration, Offshore, and International/miscellaneous all report directly to MW along with a midstream person & the various corporate support leaders. Dump everything else in operations underneath those people in one, big, beautiful org chart.

Is the idea that MW isn’t involved in operations in the slightest, and MN/CN are expected to handle everything? I’m not a McKinsey management expert, but generally it seems like the more you understand what your company actually does on a day-to-day basis, the higher quality your decisions. I find it hard to believe that the current structure facilitates this kind of transparency for MW.

Didn’t MW explicitly call out this problem in SETH ‘24 when he blamed middle-management filtering for clouding the disaster that was FGP? So why did we go and keep the same number of people between MW and the front lines?

In 2030, maybe we should try flattening the pyramid instead of narrowing it. Food for thought!

Happy WFH Monday everyone.

So, received announcement for POD 3.0. It seems to be a “every account for itself” model and creating technology silos. If a POD needs XYZ skills; the POD is supposed to build that skill, even though it may be existing somewhere within Kyndryl. Current practices that support multiple industries being broken down to fit this POD model.

The rest are to work in very limited squads and save money. GT Sr LT - do you really work like that?

Have anyone heard about Flex Devex Team what do they do ?

I better see MW and MN in the office tomorrow regardless of the weather because we’re all BETTER TOGETHER!!

Has anyone heard rumors about which VPs are going to get cut? If so, that will give hints about what corporate teams are in danger.

RIFs started today, 1/23, as predicted by previous commenters and confirmed by my manager: 60% of our team got the axe