#accountability

That is all. Thank you.

Remember when CK claimed he would invest more in India, and now we’re facing layoffs instead? The board seems to be in a comfortable position, making decisions without any real accountability. A decade ago, it would have been unthinkable for them to alter performance measurement or halt a program like MOVE SAP, but now they can do so without challenge. Their only apparent strategy is to use layoffs as a tool to boost stock prices, showing a lack of genuine direction in their actions.

Meanwhile, Germany is experiencing significant political shifts, with the AFD gaining traction and many citizens expressing frustration over the representation of non-Western individuals in various roles. This discontent is not rooted in racism but rather in a sense of lost opportunities and stagnant wages.

CK and his board seem to be aligning themselves with the AFD, likely hoping for increased bonuses under their potential leadership, while they continue to earn far more than the average SAP employee. What are your thoughts? Should we advocate for a salary cut and no bonus for CK and the board? How do we go about it? Should we have a general strike?

“Drove multifunctional team to increase uptime in Colorado gas field from 70% in Dec05 to 100% uptime & record production in Aug06.”

Maybe it wasn’t you maybe it was just the weather in COLORADO is nicer on equipment and ultime in August than it is in December!

It’s very sad that you have workers that actually work and then you get team leaders that benefit from their work. Families that work there and cover up their mistakes and blame others because wrong or right family is first in this work place. Investigate who works or not and who should get promoted.

Want to save money? Get rid of the waste of time operation’s manager. He’s been working there for 35 plus years and a large salary. Xerox you are paying a director for doing absolutely nothing!
( except to make sure the North facility is being taken care of “)

Where is Imperial's board in all of this? Aren't they supposed to be holding management accountable that any changes are in the best interest of Shareholders?

How is this good for Imperial? Move activities from Calgary to Houston where EM folks who are less familiar with the market will oversee the activities at a much higher cost, and then funnel more chargebacks to Imperial. Move activities to GBC's for sub-standard work from a bloated GBC headcount, while paying those folks to fly all around the world and racking up more opaque chargebacks. Move profitable Trading activities out of Calgary so EM can do it instead and pocket the $. How is that good for Imperial shareholders?

Relocate staff from Calgary to Edmonton, putting a huge amount of chaos into the business, incurring huge costs for severance, relocation, and then losing many of your best employees. You're left picking your team from whoever wants to move to Edmonton, which is a minority. All other energy business is in Calgary, so those staff in Edmonton will then have to travel back to Calgary regularly for meetings, incurring more cost and time. How is that beneficial to Shareholders?

I'm sure EM has put together a nice PPT showing the board that this is good for them, but shouldn't they be putting in some critical thought? How did the board say yes to all this? The board seems to be failing shareholders, and this is ripe for an investor lawsuit.

How long do we have to endure MW and MN? Their presence is like a lingering infestation—impossible to shake. They've clearly lost the confidence of both the team and the supporters. At some point, leadership has to be held accountable. A head coach who deflects all blame onto the players while basking in media attention as if he's the savior is not a leader—he’s a liability.

1. Salaried employees who stroll into the office over a half hour after everyone has arrived and leaves exactly at 5:00. They know their boss doesn’t keep track of their whereabouts, so they come and go as they please. I know for a fact that particular ones are not putting in hours online in the evening and weekends to make up for this time.

2. Untrained or lazy employees who forward an email to random people / departments looking for help, and the subject matter has nothing to do with what our department handles. They CC others on the email to make it look like they are doing something, then the CC people bombard us with angry replies because we haven’t responded. So, it’s our problem to deal with since the original sender decided to punt the ball over to us.

I worked at Target long enough to see how deep the mismanagement goes. Decisions made on impulse, no strategy, no accountability. It’s almost a miracle any stores are still running at all.

Eye opening article on his grifting Fiserv post departure. As the saying goes "follow the money". We got sc--wed.

People need to realize that he continues to sc--w this company

https://www.ft.com/content/6bf3c0ed-b97e-478f-9b7a-64db369d967a

Been sending out job apps nonstop, just trying to get out. Around here, you’re treated like you don’t matter and no one’s accountable for anything. Management keeps talking about performance metrics that make zero sense. The place lost its credibility ages ago.

…what a colossal failure he is as a leader?

If I was worried about losing my job. I would make sure I was doing what I was supposed to be doing, and where I am supposed to be. If you leave the building and don’t clock out or lie about it that’s time card fraud. You will be put on a PIP and volunteering yourself if there is a next layoff. Also, time fraud will get you the boot so fast you won’t know what hit you. So, if you’re super worried about your job I would do your job.

Hope all are ok out in El Segundo and that if there was a human error that leadership is actually held accountable.

Oh, and don’t hold this against all of us for CIP…

7 years late with engine
No exploration success
Broken organization and failure to meaningfully centralize
Demotivated workforce
Unbalanced portfolio
CNE failed
Succession problem
Now series of OE incidents

All they have been able to achieve is to return cash from already producing assets back to shareholders. We dont need to pay them 33mm to do that

Dont worry he will take care of us

Why are Principal Engineers taking on reportees and performing managerial duties? Isn’t this a fundamental misuse of the role? A Principal Engineer is supposed to be a senior technical authority, driving architecture, innovation, and solving the most complex problems—not acting as a people manager. When they start collecting reportees, it raises a red flag: are they trying to shield themselves behind a team to inflate visibility and give the illusion of doing ‘more’ work than they actually are? This not only dilutes the technical bar but also creates confusion in accountability. Instead of leading by technical depth, they start operating as pseudo-managers, which neither serves engineering excellence nor respects the purpose of the role. In reality, it looks more like a strategy to hide from real technical challenges, while showcasing headcount as a false measure of impact.

I don't have the words to explain the total chaos that today was! It was total confusion! Nobody knows anything! No answers! This is total nonsense! Somebody should be held accountable! Did anyone else feel the frustration that many of us did?

Did anyone else find it odd that Penny and team held the trimester 2 business update at a branch conference in Scottsdale, AZ? I have been at EJ for over a decade and I cannot recall a trimester business update not originating from the auditorium at the south campus in St. Louis. Is it just by coincidence that the first trimester business update after the first public layoffs in 103 years by the firm is not held in the same room as home office associates who have had their fellow associates laid off and perhaps demoted themselves? I do not think this qualifies as holding yourself "accountable". If you are going to radically alter people's lives you should be woman enough to face them, look them in the eye, and explain why you have done it and where you are taking the firm into the future. Penny and team are just pure cowards.

When Penny was named managing partner she spent like a drunken sailor on leave. Now she admits her mistake and says she is holding herself accountable. How is holding yourself accountable by laying people off and demoting people while she stays and receives compensation increases to bring total compensation to over $29 million per year? If she were to hold herself accountable she would step down and let a new managing partner fix the problems she has created. Penny is making innocent people who are really good at their jobs take the fall for her failures. If anyone close to the work had failed as miserably as Penny at her job they would have been fired on the spot. Penny has been an absolute disaster for this firm.

Looks like the days off generous severance packages from intel are gone. Incredible to think about getting a generous severance to leave intel, I wish I was laid off and kudos to Anyone who got a nice package to leave. Anyone else hear anything?

Will this be executed flawlessly? Everything is being market tested. Not nearly enough capable engineers, our best are leaving or retiring soon. What is our strategy? Break the previous recall record? Who will be held accountable?

Ford has sunk millions (and sometimes billions) into initiatives like Model e / FNV4, Ford Next, Canopy, and FordLabs, and what’s becoming increasingly clear is a repeated pattern: massive spending, vague execution, questionable hires or partnerships, and little to no lasting impact.

How do these projects keep getting approved? Who’s actually making the strategic calls? Who signs off on these black-box initiatives, the hiring, the vendors, the direction? The execution feels disconnected from reality. Where’s the accountability for these profound strategic missteps? What oversight exists? I don't understand: is it the board, the CEO, product leads, entire leadership chains, external partners, etc.? Is there an internal innovation council or P&L division that says money is for X and Y but not Z? Is there gatekeeping? Is it greed? Kickbacks? Special vendor relationships that lock us?

Who handles HR and talent acquisition? Did we just bring senior roles with high pay and unclear mandates in the name of innovation? Are our analysts in an ivory tower, not understanding the fundamentals and easily fooled? How come we need so much money to build and do things, and why are we cheap in places that matter? Is it a circular talent problem? Where does the actual money end up being spent? Who is hoarding it? Is it money laundering? Do special committees lack deep domain knowledge? I can't wrap my head around this.

Do executives rotate out before results materialize, or are they promoted elsewhere or hired externally? Does the Media & PR shape the story far more than the product teams? Is the company under existential pressure to look like they're innovating? Why does Ford's structure allow it? Is it due to consultants with strategy decks without deep product execution knowledge? How does HR acquire talent and also place them accordingly? Do we have executive recruiters with vague job specs that drag and drop people like a menial task? Is it because of the whole "who we know" bit which bypasses procurement for strategic partners to add to the reliance on market signaling?

Do we have a siloed org structure that breeds "mini-empires"? Do we have experts that may be downplaying other experts that may threaten an empire? Is talent held back, or perceived as going rogue for initiative and being vocal? Do things repeat because we have an inability to absorb failure lessons due to quietly folding concerns under the rug instead of facing humility and accountability? Did we really bask in what a startup mindset really means? Milchmädchenrechnung?

I really want to hear the rationale behind decisions in such a historic company competing in the now. Are we structurally incapable of absorbing new insight without breaking internal equilibrium? Is it from gov bailouts and subsidies that enable mistakes to continue, compelled through lobbying packets written by "independent" parties? Are people with real execution power and holistic domain knowledge not looped into the work?

Do we suffer with watered down layers of middle management or political handlers? Is it relationship over merit that requires tribal alignment when presenting accurate feedback or data to prevent it from being rejected if it comes from "outside the circle"? Do we monitor sabotage behavior, and do we enable it or step in and put our foot down? Is it ego over mission, where elevation itself upsets social balance and as an org we are unable to cut through biases? Are these divisions, projects, and products "moonshots," as in high risk but necessary for survival, yet poorly executed?

I'm not asking for the benefit of Ford, but to deeply understand and learn from what is going on in this company, I know trolls will come or bash execs and blanket it all, but I'm checking to see angles I may be missing here. Interested in any sort insight for my own education because I don't know what I don't know. Managing the unknown in my case-study. Thanks.

We're getting cameras in our trucks so they can watch our every move. I wonder how many will get disciplinary actions or lose their jobs over this. As if they don't have us stressed out enough, which is a safety issue itself decreasing focus on tasks and productivity. Techs worried to death that if something happens, even if they do the right thing, they're almost 100% getting disciplined. Accountability they say? Yeah, for everyone except management. This company is terrible.

Sounds like someone is in trouble.

https://kfgo.com/2025/09/20/dallas-airports-return-to-normal-as-faa-details-problem-that-caused-outage/

Tell us....

What are you and others doing to help address the NFL and other network complaints?

How are you addressing their accusations that Nielsen is "undercounting millions of viewers"?!

https://www.emarketer.com/content/nfl-accuses-nielsen-of-undercounting-millions-of-football-viewers

Quote below not mine. Elevating from another poster. MW, your money can never make you sleep soundly. Know that you garner zero respect from us. And you don’t have the guts to accept any criticism.

“For me, the turning point was when the CEO openly stated, “stop being nice.” That should have been a PR and cultural disaster, no matter how it was framed. In my experience at Chevron, "being nice" meant mentoring juniors, collaborating as a team, and going the extra mile to achieve collective success. It was never an excuse or a way to dodge accountability for KPIs—it was about fostering a supportive, high-performing culture.”

let’s say a mgr suddenly realizes they tanked things with a briliant wrong decision...
now the real puzzle: How do they magically “own up” and fix it without ever admitting they actually sc--wed up.

because nothing screams leadership like cleaning up your own mess while pretending you never made it in the first place.

Many moon ago there was a rule that a director had to have at least four direct reports. Now, it seems most have few or no direct reports. It also seems like everyone is a director. The unemployment rate got so low hon was forced to promote folks to director positions or they would leave.

The problem is that many of these "directors" know nothing of how to truly lead. I can't remember the last time I was in a meeting with the director's manager being in attendance. There seems to be no accountability for incompetent leadership.

How did it get so top heavy.

Aero

The survey questions are not actionable and there is no accountability for the results or corrective action. There used to be a third party that would tabulate and report the results. Now this reporting is managed internally and there is no privacy or confidentiality so respondents are not truly encouraged to give more detailed or honest feedback. Middle managers fear the surveys and senior management is not managed or measured by the results. Another shameful action by HR and the EC to control the Peakon survey process.

@h6+1k50kxhns tells it like it is.

So many strategic mistakes, so much waste and loss, and yet nobody is holding senior execs responsible or accountable? Why is this the case?

The worst my manager ever did was ignore a serious issue I flagged for weeks, then acted surprised when it blew up and blamed me. It was infuriating to watch someone dodge responsibility while making my life harder.

So many times he tells us this, on what basis ?

Talks a lot about being a software business, what software ?

Fire the CEO to control costs!

Still supporting many incompetant LL5,LL6, supervision. Why?

LL4- sure want to rid many GSR but living incompetent, arrogant, self serving employment in their own bubble.

With no accountability, it is a zoo. Velo zoo.

• An Arkansas jury sided with plaintiffs in a class action lawsuit against State Farm Insurance alleging it shortchanged customers on claims.*

https://www.wboc.com/news/state-farm-insurance-held-liable-in-class-action-suit/video_b78e33b3-4d3c-57f5-a8b6-54d4f47c008d.html
Sep 2, 2025 Updated 4 hrs ago
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Take a page out of this woman's book. She was sc--wed out of just under $600 on her Total Loss, and she started a 47k person class action lawsuit as the lead Plaintiff in a Arkansas. "It was more about principle, than money." She drove a Hyundai, lives in Arkansas, and is missing some teeth in the front of her mouth. Shoulda gave her the $600 SF...

There would be more accountability. Ginny would have been tossed way before 2020. She was horrible. Declining revenues quarter after quarter.

Alvind would probably have been shown the door as well. He is an awful leader, he is awful at communicating and he is arrogant, and just plain miserable. He hates being held accountable for his blunders.