#accountability

Content and technology company Thomson Reuters faces a shareholder vote at its annual meeting on Wednesday over its U.S. government contracts for services that some investors and employees say may help power the Trump administration’s crackdown on undocumented immigrants.

https://www.reuters.com/legal/legalindustry/thomson-reuters-faces-shareholder-vote-over-ice-contracts-2026-06-10/

Company and management expects excellence but the company can't even pay you correctly or resolve a pay issue within a 6 month time span. And then they tell you you're the problem for trying to solve your own problem since no one will actually help you resolve issues.

The most difficult part about working for this company is dealing with the company itself.

As an Intuit employee I lost all my savings on Intuit stocks. I hold him accountable.

Is it really the elephant in the room anymore? Is it a value add when you just create extra work to validate your existence and add work to teams that are already understaffed? We all know it’s to validate the existence of SB but this is just getting out of hand. Every week they recreate work that our teams are already doing. We have to pivot and adjust to keep up with this nonsense. WE don’t want your “help.” They create processes that aren’t efficient just to “look busy.” BTW - we have a procurement team that will manage POs from start to finish. In fact they do this for the ENTIRE company. I prefer to go to them! It’s simple. So why does SB want to hoard unnecessary work that creates a layer for everyone else? One guess - JM could never admit that her team doesn’t add any value. Instead we all have to drop what we are doing when they pull something new and inefficient out of their hat. They’ve run out of work and now they are digging for things. Get over it! Admit the work is fake and you are trying to take other peoples work to make yourself look “busy.” Insert eye roll here!

I am so tired of getting blamed for projects that went wrong because management approved bad plans.

What are waiting for and why are you so passive? Shareholders have been wiped out and you seem like all is fine. Not it is not! There is one scoreboard for a public company and you are losing. You will be out of a job at some point unless you take decisive action. This company need to be broken up into to pieces (Merchant and FI). Your team is not capable of dealing with the size and complexity as it is comprised today.

Our manager just sits there nodding while other teams blame us for everything. No pushback, no defense of our work, just silence while we take the hit. I mean, he looks bad in the whole thing as well, he should at least care about that. But nope, just lets it happen.

Staying quiet when someone stole my credit cost me a promotion and I regret it every day.

The disaster starts with our OD. He is out of touch. He is only a numbers manager and unable to lead. Does not have competency to lead. Blames everyone else for his failures. He is the common denominator. Unable to take responsibility and accountability. His answer is always to fire someone else or ask someone to be fired. We need a new OD.

One upper management leader once mentioned that competitors (Cadence) were more efficient. A few colleagues who once worked at Cadence also said the same. Why? Have our leaders thought about the underlying reason, or they know the answer but they can't change since such reform will damage their own benefits?

I am writing this to explain to the rest of Verizon about a pervasive and ongoing culture of discrimination, hostility, and bias within our workplace that directly violates standard conduct and zero-tolerance policies. Throughout my tenure, I have routinely witnessed and been subjected to an unsustainable environment where discussions surrounding race are treated contentiously and divisively. Furthermore, the workplace culture frequently involves highly offensive and inappropriate language, including racial slurs, antisemitic remarks, and derogatory comments targeted at various ethnic and cultural groups, specifically Black, Italian, Irish, Hispanic, and immigrant communities. This toxicity is further compounded by frequent misogynistic behavior and a fundamental lack of respect for employee dignity.

The persistence of this behavior is directly tied to the current management team, who have demonstrated a continuous failure to enforce company policies, address ongoing misconduct, or implement corrective actions. By refusing to intervene, leadership has effectively condoned a toxic workplace culture, damaging employee morale and exposing the organization to significant liability. Because the current management has shown they will not foster a safe, inclusive, and respectful environment, I request that higher leadership step in immediately. To resolve these systemic issues and ensure the safety and well-being of the staff, I strongly urge a formal review of the current management team, up to and including demotion or termination, alongside the immediate implementation of strict accountability measures.

NY CSSC Brooklyn. All the offices in NY.

Most managers and up at Verizon would not make the cut in today’s landscape. A lot of them were simply at the right place at the right time. They would buckle under today’s pressure, scrutiny, and expectations. Many got there because they knew someone, checked a DEI box, metrics were easier, opportunities were abundant, and the market practically carried people upward.

Today you have to fight for every sale, every customer, every opportunity, while dealing with shrinking compensation, unrealistic expectations from people who had it easier, and bootlickers with Stockholm syndrome who are just happy to finally be a baby shark in the corporate tank. Different era entirely. A lot of the people preaching “adaptability” never actually had to survive in the environment they created.

They should claw back all payments/bonuses made to past management. The reason the company is in this shape is because of this poor judgment which in the contracts they signed stated do what's best for the company which they didnt do. Now instead of taking responsibility they are playing games with this shell and that shell and trying to push the buck and keep sc--wing the had working employees just following what leadership said to do...... how many more games can be played??? These are peoples lives

The post below the line of === recently appeared on a Telstra executive's LinkedIn account. It was also covered by the Australian Financial Review in an article by Media, marketing and telecommunications reporter Sam Buckingham Jones.

As a former Telstra Principal Technical Officer with 4 decades of experience in the network maintenance and implementation field, I find this 'restart' approach extremely disturbing. It fixes nothing and may have the potential to interrupt traffic to triple-zero 'emergency' calls. (That is - calls to police, fire & ambulance).

Such interruptions have previously been linked to the death of people.

How many times will Telstra merely restart equipment before actually fixing the real fault ?

If equipment requires repeated restart to clear faults, then the network owner should really be placing more scrutiny on their vendors and demanding a real fix.

Network operators should focus on quality of service, rather than just 'clearing' equipment alarms to improve KPIs. Network alarms are raised for a reason. - To notify of problems.

Fix the faults. - Don't just clear alarms to improve your statistics.

“Have you tried turning it off and on again?”
Turns out, our network already has🤖🔁🔧

Telstra's SmartFix 🤖 is one of those AI capabilities that’s quietly been working in the background for years to make things better for our customers.

SmartFix uses smart telemetry from across the network 📡 to spot common issues early and, where it can, fix them automatically - sometimes by restarting equipment before a customer even realises there’s a problem.
✅ Fewer faults
⚡ Faster fixes
🙂 Less friction

This is AI doing real work, not demos or hype. And it’s a great example of our Network as a Product strategy in action - using data, software and automation to make the network itself smarter, more adaptive and more valuable 🔧📈.

We’ve been applying AI like this for a long time, embedded deep in how the network operates, with a simple goal:
👉 more reliable connectivity
👉 better experiences
👉 every day

Mike, board, SVP etc do a search on Google for example.....fiserv su-ks.
Take a look at how bad the opinions are of you, your performance and company. Look at all the complaints, absurd fees, lies, etc.. You are Terrible!
This should be VERY Sobering and you should All be Ashamed!

Just keep Sr managers directly reporting to Sr Directors. We are top heavy with people being managers only with one person reporting to them. it’s a joke

Lots of posts deleted. Surely now everyone (employees, management, board, supply chain and peers) can see why bp has been a train wreck since Browne left. It’s culturally corrupt and that prevails everywhere. You can remove the cancer - it’s too late

How secure are you in your job ?
My day to day has been completely replaced with codegen.
Everything from coding, reviewing and analysis.
I havent used my brain in months, everything is done by AI.
Its a blessing and a curse.

As soon as they can resolve the issue with accountability, you will be made redundant and unemployable.

What is your exit strategy ?

The people who get the most done always seem to end up with even more work. It's gone from recognition to punishment at this point.

How can you mess up a company so badly and never answer for any of it? Are we in a TV show and they have plot armor? What is it that's keeping them untouchable despite so many failures?

Besides broken systems, unqualified leadership and performative culture?

More rounds of RIFs are coming at FIS, because that’s leadership’s answer to everything. Don’t fix anything at the top, just keep eliminating positions while our stock tanks and employees live in constant fear of losing their jobs. When are the CEO, CFO and other senior leaders going to be held accountable for the absolutely abysmal state of the business?

is there anything they're actually capable of?

“Following the rollout of AI, supervisors appear to have increased pressure on work output and results. They now seem to expect near-perfect performance from a hybrid coax plant that is fundamentally imperfect.”

I've witnessed several managers openly talk about protecting themselves whenever deadlines slip or projects run into trouble. Meetings usually turn into long discussions about who caused the issue rather than how to solve it. Very few people seem willing to admit mistakes or take responsibility. It's exhausting to work in such an environment.

I absolutely loved todays call and how Xeroids have to be coached on basic concepts as if they are something"New" to drive toward goals and functionality that Lexmark had already been performing and achieved over a decade ago.

SMH - I seriously don't know how a 120 year old company allowed it's workforce to be taken over by employees that just set on their hands collecting pay checks instead of driving these basic practices.

In the current climate of layoffs, no one wants to speak up, even when senior management is demonstrably wrong about the root cause of an issue. But hey, we told the regulators before we did any work, ergo it must be true right?

Portfolio leadership is directly responsible for the failures in losing market share. My Heartland Gulf Operation OD is an example of this. He blames everyone else and wants people fired on our teams and our specialists but never holds himself accountable. Tells everyone to do their job but does not do his. He does not even reside in the operation. This is the type of leadership that loses market share.

Headed to the Deerfield site? Request badge, accessing guardian. Stop reaching out to your peers and admins because it’s obvious that you’re just being lazy as everyone in the company has the ability to request bad access for any site and floor that they need. This goes for admin as well stop reaching out to you fellow admin to ask for bad access because you know darn well you can get Into guardian and enter the request yourself. An ACR on site will see that come through their inbox and approve as long as you provide the correct justification in the comment box

Everyone is very busy and doing the job of three people, especially administrative assistants - it’s crazy when one lazy admin asked another to do something that they are capable of doing and they know it.

Anyone else not getting paid c suite money is a part of the brokie class. That includes the d-mb white men that hates everyone and thinks they deserve more. There is no DEI garbage anymore after trump took over. Anyways, 200k a year in this economy is fu--ing nothing and you aint sh-t to be talking down on someone. If you hate indians, asians, or women, do something about it pu--y and stop being on this thread.

If you request a meeting that includes an executive leader, then confirm their availability and you send the invite! Don’t turn around to my admin assistant and ask them to send the invite. It’s your meeting you own it and my assistant is very busy doing other things that I have asked them to handle (plus, I don’t want all the invites coming from my calendar).

At some point, there needs to be real transparency around bloated administrative layers and whether they are creating proportional value. The people building, selling, supporting, and moving the business deserve a fairer share. Every company is flattening. If Cisco does not do the same, it is only a matter of time before employees, customers, and the market start questioning Cisco’s relevance.

Well said, @cp+1kr4j9r3b.

The reason for putting more sellers, SEs and leaders on the front lines is due to the fact that the existing portfolio leaders, sellers and SEs have failed significantly.

Execs act like business is booming and Stankey is a genius, but T is worth the least of all telecom companies. These clowns act like their “AT&T guarantee” and aimless attack ads make a meaningful difference, but T has fumbled one of the biggest industry leads of all time under this incompetent leadership. We are the bottom of the industry, and no amount of executive circlej--king will change that.

Existing software to be implemented to track technicians locations onsite. It is already in operation in some sites. Managers will be responsible to track and cross reference with PMs to weed out slackers and site leavers.

The more I read these threads, the more I see the same people saying the same things. It’s a bit sad really.

Former employees. Retirees. People who left years ago but still seem oddly invested in every headline and every rumour. I know a few of them personally - nice people but it’s a bit tragic how their identity is tied to a company. They read something in the papers and appear here as though they’re still sitting in the office. They would spend their kids wedding taking about what bp is doing wrong - true story. I find it quite sad, if I’m honest. At some point, you have to move on. Bp owes you nothing. You signed the contract. They followed it.

On bullying, there is truth in it. The post naming initials was accurate. Some of those behaviours were disgraceful and remain a stain on bp’s history. During the ‘good’ years, too many people got away with things because they delivered results. BL a casing point. There are others who could be added to that list. The difference now is that those behaviours are no longer ignored.

What I struggle with is the constant bitterness. A lot of the loudest criticism comes from people carrying old grudges, people who never got the promotion they wanted, or people who have convinced themselves that bp was the source of every setback in their career. That’s an easy story to tell yourself. It just isn’t always true. Let’s leave the future to the generation trying to turn this around.

One of the best things bp has done recently is show some backbone. Poor behaviour is being called out. People are being held accountable. BL and AM are examples. One person who should not be allowed to quietly disappear into the background is (*D) AC. A complete failure of leadership, judgement and self-awareness. Time to go.

The portfolio review is the right decision. Not everyone will agree with it. That’s fine. Leadership is not about making decisions that please everyone. When the details are announced, the reasoning will be clear enough.

And on Meg, I couldn’t disagree more with some of the comments made here. I’ve worked with a number of CEOs, inside and outside bp. She is one of the most impressive. The direction is right. The priorities are right. And she has dealt with a series of challenges that were not of her making with real composure and resilience.

I’ll leave it with this:

“It is not the critic who counts…”

It’s always easier to sit in the stands and tell everyone else what they should have done. Much harder to be the one making the decisions when the outcome actually matters. That’s the difference.

https://www.zerohedge.com/ai/was-amazons-tokenmaxxing-fiasco-behind-claudes-500m-mystery-bill

That's great. That's great.

Seems like the sort of thing that could happen at MetLife as they try to measure who is "doing" AI.

Why is it that in this company when people are called architects they're nothing more than admin assistants or when they're called engineers they're nothing more than non-technical analysts and why is it that these architects are performing administrative actions for these engineers while being denied access to provide valid implementation instructions?

Why are such efficiencies continuing to be the status quo and not replace by automation to remove these unnecessary administrative task items let alone the non-technical analysts who provide no value other than following steps on how to push buttons?

How is anyone supposed to be employed on this model for long periods of time let alone be considered a valid representative in their tradecraft?

This looks like a house of cards that's waiting to fall down due to a gust of wind or somebody walking by.