#toxic

i was part of the old EMC Corp before it merged with DELL. It had nasty culture of its own so I do not think DELL is some unusual company in that regard. At EMC there was a distinct bro and ol' boys club culture + substantial bias emanating mainly from one very specific ethnic group which is well known for its intolerance of those who are not one of their own kind and lacked powerful connections. As soon as I moved from EMC Corp I saw a different world out there especially after i moved to a different industry. Feel very happy now, these nothing but distant memories - relics from a past I do not miss in the slightest.

Stubborn, zero business acumen, dishonest , intolerably arrogant

Yes it is is difficult to stand the above qualities, and even harder when they add no value to the bottom line, do easy work stuck in a corner in their lab ir on their big screen monitors.

And yes research helps us have talking points for investors but largely it is a waste of money. Nothing to show for, failed projects don’t help build any i ternal confidence either.

The most toxic individuals I have worked with in exxon have been part of the research company, specifically Upstream Research Company. They’ve spent billions knowlingly on failed projects. It is even true today, an internal audit must be done on the valuation claims of all Upstream projects, they are inflated numbers.

So we have someone new joining our team and ever since they joined they have been on my a$$ to know how I do what I do.

While I understand the enthusiasm, I feel my manager is purposely bringing such individuals in the team (the latest being the second person) who seem to be "teachers pets", more noise for less work kind of person.
And I can tell they're someone who just wants to "have their signature" in everything that happens around.

PS: These new members are in same region as my snake of a manager.

Should I be worried???

The only truly permanent thing around here seems to be my manager. He would probably survive a nuclear holocaust. And not because he’s a good manager or indispensable for his competence or people skills, but because he’s a perfect fit for the toxic culture.

Now they've graduated to firing people and forcing everybody out without severance by creating a toxic atmosphere that nobody with any options wants to stick around for. Those who were laid off with severance were among the lucky ones, if you ask me.

In a toxic environment, poison is gold.

Lately, it’s like I’m being pushed out without anyone saying it outright. Whenever I ask questions about a process, I get shut down and told to just figure it out. I’m not given the same time to learn new tasks as others, and when I flagged a coworker for mistreatment, it felt like I was the one in the wrong. Meanwhile, that coworker got promoted the same month after treating me poorly. I put in the work, my performance is strong, but recognition and support seem non-existent. Even small gestures others get, like acknowledgment on anniversaries, completely skip me. I honestly don’t know who to trust. Anyone else dealing with something similar?

I thought I would fall off a cliff when it happened, but instead I’ve never felt so unburdened. It wasn’t just the relief after all that anticipation, but also realizing how much I actually hated my job and how completely I had lost perspective on what matters while constantly being on edge in a small, toxic team. I just hope I don’t reach a point a year from now where I feel awful and am still jobless.

Not having to work for the hollowed out dead shell of a once great company.

Not having to act like the id--t leaders in tech have a clue as to what they are doing.

Not having to work with unethical, trashy, leaders in tech.

Not having to pretend that Nike is still cool.

Not having to endure the toxic political culture.

May god help all of you out of that sewer.

Spread it. Ahole toxic bully is looking to come back here.
My husband's friend works at Korn Ferry. Apparently Seth met with them. He seemed desperate to find his way back into PepsiCo.

Holy he-l. Just when you thought it can't get worse, we hear this awful rumor.

It went from being a place where people actually collaborated to one where everyone is just looking out for themselves. The leadership at the top seems to have no real plan or vision to fix anything. There's no trust left, and the constant negativity makes it impossible to do your best work. I really miss how it used to be, and it's sad to see what it's become.

AB Closes 3 plants - Fairfield, Merrimack and Newark - Employees allegedly given opportunities at other breweries.

Toxic corporate environment - I know because I lived it.

Need to shut this down! As human beings how can we accept this from a company? How can we be apart of a blood money scheme like this? CLOSE THIS DOWN!!!! I used to work there…. This is 100% factual!

https://www.theguardian.com/us-news/ng-interactive/2025/dec/17/unitedhealth-nursing-homes

That place has become a toxic cesspool. Shady recruiters, Every other topic political and people posting whoaaa is me. I totally get their grief but It's only going to make you more upset and angry.

And these job postings. Probably ghost postings like on job boards. They post just to stay compliant.

And these stupid brain teaser games. Nobody want to see that cr@p.

LinkedIn is useless. It has become a stepbrother of Facebook

They mistreat employees and treat them like garbage all year and then thank everyone after layoffs too

Each state should have this dept to file disputes against this place for discrimination. Everyone being fired for random things needs to file and you only have a certain period of time to do so. This place has become so toxic and to dig up reasons to mark people low on performance, change ratings after direct mgrs enter them or even force wfh then use it against you needs to end. Make noise people including contact media, lawyers and anyone else you can

The Dell culture has taken a turn for the absolute worst. I’ve never seen anything like it. They allow complete disrespect go unanswered by HR. Breed a toxic and narcissistic management environment. Allow for people to just sh!t all over each other without consequence. Their management is ignorant, insulting and arrogant. I’m waiting for a meeting at some point to just break out into a brawl as people are getting to that point.

Projects have been cut as part of funding for 2026. But the RIF did not remove those team members. Dan did not announce any new initiatives so now the SDs with no projects are lurking and stealing projects as part of so called reorgs.
The VZ bureaucracy was always bad and now its getting toxic

I left in January because the environment had become way too toxic, and now a new offer just landed in my inbox. The offer itself looks solid, but I am really unsure about stepping back into a place that pushed me out in the first place. I am hoping someone who stayed can give an honest read on whether things are actually better or if it is still the same mess I walked away from.

If you’ve been crushed by the toxicity of this company - know you aren’t alone. This is a culturally unhealthy organization ruled by politics and very bad decisions at the top to middle of house. The management here is a total joke, ruled by their own self interests. Share your own stories of how messed up your time at this company has been below. 👏🏽

So ridiculous, toxic environment, years of dei hires with no experience, culture is like working at a buss terminal. HR & Labor Relations work together to sc--w you and make this job uncomfortable. Im still here for now but good luck to those laid off. Besides the paycheck what did you really accomplish.

PepsiCo called they want their toxic CIO back lol as pep employees are having a field day with all their toxic bosses.

The toxic and emotionally abusive culture here starts at the very top and just trickles down. You basically have to unlearn everything you know about good business. It's like they have a playbook, and they're deliberately doing the exact opposite of every recognized best practice. It's demoralizing and makes doing good work impossible.

DXC treats its employees in a slave like manner. Once your in you never get a pay rise, promises are made of a annual merit evry year but it never materializes. They expect everyone to deliver at a top level to clients and retrain into AI and Cloud for nothing. The exec meanwhile dont deliver on their promises of growth but are entitled to Millions of $s in pay for delivering their failures. They tell the employees to leave if they dont like it. What an unjust and corrupt company, the DXC way.....

Without going into too much detail, it’s been a disappointing journey. To come so far after a highly anticipated merger and to be here. Toxicity. Low morale. Same office politics. And a tough market.

This was posted on SAPs board here on thelayoff but it totally applies to us as well:

We work for a criminal enterprise full of self-righteous, borderline re--rded psychopaths.

The "we're a family" messaging from leadership feels completely fake at this point. It seems like most of the truly talented people have already left, and the communication here is just shocking. I regularly hear managers shouting at people in meetings and no one even bats an eye. Nothing is organized, no one knows who is responsible for what, and the execs keep selling this beautiful vision that has nothing to do with the chaotic reality on the ground. The whole atmosphere is just toxic. What the he-l has Nike turned into?

Lost 1/2 the value
Created a seriously toxic environment
Off-shored Countless Jobs
Made a lot of bank
Fu---d this place up
Drove out the best of the best
Hired a bunch of mo--ns
Made a lot more of bank
Made like 3/4 of the people scared they will loose their jobs
Fu---d this place up, team! GO Fuchsia!

"The strategy is solid, the momentum is real and I’m fully committed to seeing this through until we name my successor" (help, get me out of here, stat! AAR please!)

I'm thankful that I survived another week at this place. I need these two days off coming up this week just to try to survive until I can get my EIP in March and leave. I set this as my main goal for myself and hope many of you will do the same. Get out of this soul ki-ling place. It seeps into every aspect of your life and the toxic environment corrupts everything it touches. Do not convince yourself this is the way things have to be, this is not living, it is just surviving until the next week. Waiting for the next calamity, next insane idea, next toxic leader or next reassignment inyo a horrible role. Sad place....this Snake Farm!

BNY has never been about performance, it’s always been who you know. I left years ago because I got tired of the dead-end grind and the constant politics. The culture is still toxic and unprofessional, and anyone still there should take a step back and see what they’re really part of.

It was a privilege to host Bridget Engle, in Charlotte for a deep dive into our technology strategy and execution.

I was incredibly proud to see our teams demonstrate how they are turning that strategy into reality. From Al-driven (All Indian Driven) automation to engineering next-generation payment platforms, the focus was squarely on impact - delivering powerful, secure solutions that create real-world value for our customers.
These sessions are vital. They connect our enterprise vision directly to the teams on the ground and reinforce our shared commitment to solving complex problems that will advance the future of finance.

At Wells Fargo, we are dedicated to leading that charge. It's our people who are making it happen.

#layoffs #allIndian #downsize #toxic

BNY Mellon recently declared that “culture isn’t built in conference rooms—it’s built in moments like this,” referring to a stationary bike marathon.

One bike, eight hours, and a simple question: How far can we go when everyone contributes their energy to a shared goal?

Apparently, the answer is: not very far, especially if the goal is building a healthy organizational culture.

THE THEATER OF PEDAL-POWERED CULTURE

Let’s pause to admire the sheer audacity of this metaphor.

Culture, we are told, is not about trust, transparency, or leadership—it’s about sweating together in a room while hashtags flutter overhead like corporate confetti. (#BNYLife, #BNYBetterthanSlicedBread, #FreeCoffee, #EmpathyLivesHere, #WellnessinLayoffs…)

Employees were encouraged to cheer, laugh, and pedal as if their collective energy could erase the memory of strategic missteps, toxic work environments, and the erosion of morale.

It was less “culture in motion” and more “culture in denial.”
The strongest cultures, we’re assured, are defined by shared experiences. True—but those experiences usually involve competent leadership, clear communication, and respect. Not a spin class disguised as a corporate epiphany.

FAILED LEADERSHIP: THE REAL RESISTANCE SETTING

BNY’s leadership seems convinced that culture is a cardio exercise. Yet the risks of failed leadership are far more serious than a skipped workout:

• EROSION OF TRUST & MORALE: Employees don’t lose faith because they missed a turn on the bike. They lose faith when leaders fail to demonstrate character, competence, and connection.
• POOR STRATEGIC EXECUTION: Pedaling in circles is a perfect metaphor for what happens when vision and goals are disjointed. The bike goes nowhere, much like projects derailed by ineffective communication.
• TOXIC WORK ENVIRONMENT: Micromanagement and favoritism can’t be fixed with cheering. Burnout isn’t solved by hashtags.
• DECLINE IN PRODUCTIVITY & INNOVATION: Employees aren’t reluctant to share ideas because they lack cardio endurance. They’re reluctant because poor leadership discourages collaboration and risk-taking.
• RESISTANCE TO CHANGE: Leaders who cling to outdated processes create stagnation. A stationary bike is, after all, the ultimate symbol of motion without progress.
• FINANCIAL & REPUTATIONAL DAMAGE: No amount of sweaty selfies can offset declining market and client confidence or reputational hits.

Culture isn’t built on hashtags—it collapses under them.

WHAT A HEALTHY CULTURE ACTUALLY REQUIRES

A healthy culture is not defined by how many miles a stationary bike records. It is defined by:

• TRUST & TRANSPARENCY: Leaders who communicate openly, even when the news is hard.
• STRATEGIC CLARITY: Goals that align with reality, not spin cycles.
• RECOGNITION & FAIRNESS: Environments where employees are valued for real contributions beyond their ability to pedal.
• ADAPTABILITY & GROWTH: Investment in skills, technology, careers and people—not just in stationary bikes.

Culture is built when employees feel safe, supported, and respected—not when they are asked to cheer through layoffs disguised as “shared energy.”

CLOSING SPIN

BNY’s leadership insists that “the strongest cultures are defined by what people experience together.” True enough. But what employees are experiencing together is distrust, burnout, and the gnawing suspicion that hashtags are being used as wallpaper over cracks in the foundation.

Culture is not built on hashtags or stationary bikes. It is built on character, competence, and connection. These traits are somehow not found in our current senior leadership.

Until BNY trades its spin bikes for self-awareness, accountability, and genuine investment in people, the only thing truly “in motion” will be the revolving door of talent being intentionally shoved out the door or willingly heading for healthier organizations.

nothing is waiting good for you here, dont do this to yourself again in 2026

What’s the details on your team? I’m tired of all these group chats with depressed people

Ever since the layoffs, it’s been crystal clear: Target doesn’t have the desire to do another formal RIF, so they’re trying to make the rest of us rage-quit instead.
The new SVPs openly don’t trust any of the remaining VPs because they’re “holdovers from the Brian Cornell personality-cult era.” That distrust trickles down hard — directors and Sr. directors are getting micromanaged into the ground, skipped in meetings, or flat-out told their opinion doesn’t matter because they’re “old Target.”
And now the latest insanity in Target Tech: they are MANDATING that story pointing be “consistent” across the entire org — one point = one ideal engineering day. Doesn’t matter if you’re on a legacy spaghetti codebase or greenfield green-grass stuff, doesn’t matter if half your sprint is fighting Prod fires or on-call — 1 point = 8 hours or you’re “underperforming.” They’re literally we-ponizing story points to create impossible velocity goals so they can PIP people who can’t hit the made-up numbers.
Hours are creeping up, recognition is gone, morale is in the toilet, and every standup feels like a performance review. Classic constructive discharge playbook.

Years of layoffs have made a very toxic work culture. People do not want to help their coworkers because they are afraid they might be the next person looking for a job.

You cannot have a work culture where you lay off the most experienced people because they make more and expect those same people to mentor younger employees. Instead, you have created a culture where no one wants to help anyone.

I’ve been with this toxic cesspool of a company for about 6 years. How much severance will they give me?

Here's an scheme to detox Amazon:

1) Eject Andy and his entire S-team.
2) Close 80% of offices. Go remote first (i.e. remote like the Cloud).
3) Remove 70% of managers, keep the top 30% based on team feedback/metrics.
4) Get rid of LPs. Stop saying that it's day 1 - Amazon has operated since July 5, 1994 - i.e. at least day 11000 (for those that can count).
5) Get rid of Forte, PIP, and URA targets.
6) Modify the hiring process so that most talented candidates are actually hired! Actually look at/study their background.
7) Reassign ICs to teams where they will grow and perform well.
8) Make comp way more competitive (i.e. Meta, NVIDIA, Netflix) and with actual refreshers.
9) Stop supporting Republicans tyrants!