#ai

This isn't "efficiency helping workers." It's using AI to shrink the human side of the business while squeezing the remaining people harder. Classic corporate playbook: Automate repetitive tasks → reduce headcount/support → demand more output from fewer (or worse-paid) humans → call it progress.
AI does boost productivity. But pretending it won't displace or devalue roles — especially when contracts are being rewritten to reflect exactly that — is corporate gaslighting. State Farm isn't the only one doing this, but their "Good Neighbor" branding makes the disconnect especially glaring.

Reference - https://www.hcamag.com/au/specialisation/hr-technology/all-our-human-developers-could-be-replaced-by-ai-within-a-few-years-sap-boss/579647

Statement of intent which will be moved towards gradual actions!

Oracle workforce shrinks by about 21,000 employees amid AI adoption

https://www.yahoo.com/finance/technology/ai/articles/oracle-workforce-shrinks-13-204431510.html

Oracle's total workforce declined 13%, or about 21,000 employees in fiscal ‌2026, as the cloud computing giant continued ‌restructuring its business, partly driven by the adoption of AI ​across its operations.

The company had a total workforce of 141,000 as of May 31, 2026, compared with about 162,000 as of the same period last ‌year, according to ⁠its annual report released on Monday.

Oracle spent $1.84 billion in severance payments and other ⁠exit costs related to the restructuring activities in fiscal 2026, significantly higher than the $374 million spent in ​the previous ​fiscal year, the ​filing showed.

It also said ‌in its filing that the workforce adjustments were in response to various factors, including management and product changes, performance issues, strategic shifts and acquisitions.

The decline in the workforce follows multiple reports earlier ‌this year about Oracle cutting ​thousands of jobs. The company ​did not immediately ​respond to a Reuters request for ‌comment.

Worries are quickly mounting over ​job losses ​due to AI disruption, as 196 tech companies laid off more than 119,800 employees so ​far this year, ‌according to Layoffs.fyi, a website tracking sector-wide ​job cuts.

ACN moving from AI To Fox Pro, Dabse Plus technologies that were ruling the world in late 1980's, J is also thinking about Mainframes and AS 400 as other alternatives. Please dust your skill set, this clown will do anything before she quits in september 26

The very same thing Oasis does can be produced out of the box on most AI platforms.

ChatGPT / Claude premium offers numerous agents now built in click and go type that do many things that needed a manual agent build.

You literally type into chat monitor this server for Xyz and set triggers conditions and it does it for you.

DXC don’t have the resources these AI companies have…. Which bell end thought clients would pay us millions for this?

Verizon's IVRU is determined to refer you to a chatbot or a VZ agent via text FIRST, only before they actually allow you to speak to someone in person. I guess this is Dan's solution to better customer service, the customer is number 1

Arvind Krishna on AI infrastructure spending:

“The infrastructure build-out is a bit ahead.

By my math, about 1 gigawatt of power costs roughly $60 billion to $80 billion in semiconductors to populate. So if people have committed to more than 100 gigawatts of AI data center build-out, that points to $6 trillion to $8 trillion in total investment.

If that requires a five to seven year payback, the industry would need an extra $1 trillion to $2 trillion a year in revenue. Even at high margins, that margin might be 20% to 30%. I don’t believe that much incremental revenue is there.

That’s why I think the build-out is a bit ahead.

I also believe many of the largest AI models will become commodities. Commodities can have a lot of value, but they usually have low switching costs. And if switching costs are low, margins may exist, but they won’t come with a massive moat.

So perhaps there won’t be half a dozen to a dozen companies that can build the largest models and survive. Maybe it’s two or three.

That raises the question of how much capital expenditure can realistically go into data centers. If the build-out were half of what we’re seeing today, I’d say it makes complete sense. But when it’s double that, some players may not be able to generate a strong return.”

Chevron signs 20-year power agreement with Microsoft for West Texas data center
HOUSTON, June 22, 2026 — Chevron Corporation (NYSE: CVX) today announced that Energy Forge One LLC, a wholly owned subsidiary, has signed an agreement with Microsoft Corp. (NASDAQ: MSFT) to develop a co-located power facility in West Texas that will provide dedicated electricity to a Microsoft-operated data center under a 20-year power purchase agreement. Chevron and Engine No. 1 have been collaborating on the development, known as Project Kilby (“Kilby”).

Kilby is expected to deliver approximately 2.67 gigawatts of capacity, built through a phased, modular approach that enables incremental expansion over time. A majority of the generation will come from large GE Vernova (NYSE: GEV) turbines and associated electrical infrastructure, with additional capacity provided by Solar Turbines, a wholly owned subsidiary of Caterpillar Inc. (NYSE: CAT). This positions Kilby among the largest co-located natural gas power and data center developments in the U.S., supporting the next phase of American AI growth by leveraging America’s natural gas advantage.

Watch for more "savings" coming. . .

https://www.wsj.com/video/how-ibm-saved-45-billion-using-ai/C3EDE5AB-F38B-4281-8A92-0421C8753129

By: WSJ Leadership Institute
49 min. ago

IBM senior vice president of marketing and communications Jonathan Adashek explains the company's "client zero" initiative, which utilized artificial intelligence and automation to cut $4.5 billion in spending over three years. The IBM executive also explains how the technology is freeing up creative teams from menial tasks and generating more targeted sales leads.

This is very sad that most of the companies are adapting to new tech like AI and laying off due to improvements but at FIS a "BIG BANKING PRODUCT" related company people are being laid off due to poor management

Another beautiful day in the market: software companies are flying, AI names are glowing, cloud stocks are breathing fire and OpenText is politely digging downward like it has a strategic partnership with gravity.

At this point, the stock chart looks less like a technology company and more like a management performance review written by shareholders. Everyone else is selling future growth, AI excitement, and cloud confidence. OpenText is selling adjusted EBITDA, restructuring vocabulary, and the spiritual experience of watching ten years disappear from a portfolio.

But don’t worry. I’m sure another leadership memo will arrive soon explaining how this is all part of a bold transformation journey. Because apparently, when the stock falls while the sector rises, that’s not failure, that’s unlocking long-term value very, very slowly.

When other software companies are being rewarded for cloud, AI, cybersecurity, and recurring revenue, OpenText is somehow managing to look like a company that brought a fax machine to an AI conference. OTEX is around $20.65 USD today, with the stock still weak despite reporting Q3 FY2026 revenue of about $1.28B and cloud revenue growth of 6.6% year over year.

Governor Gavin Newsom issued an executive order last month. This order directs state agencies to study AI's impact on work. California aims to prepare its workforce for potential disruption. Data collection and employment trend monitoring are underway. The ultimate effects of AI on jobs remain unknown.

San Diego, California

https://www.axios.com/local/san-diego/2026/06/19/california-ai-workforce-displacement-newsom-order-employment-data-worker-safeguards

They want the easy magical solution that uses the cool new flashy thing.

The funny thing? AI can be leveraged by existing or new deterministic automation solutions where applicable. But the leaders making decisions aren't engineers, and have a view that applications can't evolve or add new features. That they have to build something NEW instead to show off and gain notoriety.

And so you get a cycle of projects gaining traction and getting ki-led off.

The competitive nature in which teams have to compete for funding has been a drastic mistake. It is profoundly stupid. I get it, you want teams to have some drive to make better solutions. But it doesn't work out in a company like Optum where non-technical people are even so close to engineering that they're directly managing the engineers. Instead what you get are good products and teams getting ki-led off in favor of unproven moonshot projects that exist solely to extract money from the business with no vision for the future.

Well said, @ag+1kt753mf9.

Our is going no where fast. Promised returns and automation delayed. We always seem to be getting different results from the same prompt. Still. AML part is going to be pushed live, fake it til you make it right?

The Argument conducted a national poll on AI replacing human workers. A plurality of Americans supported a federal ban on AI in software engineering. This was the only profession to receive plurality support for such a ban. The "learn to code" movement previously offered a path to social mobility. Few people currently use AI for coding or application development.

https://www.theargumentmag.com/p/americans-want-artisanal-code

South Dakota's labor secretary believes Artificial Intelligence can help the state's workforce. The state faces a longstanding challenge with a very low unemployment rate. AI may streamline operations and allow workers more time. The DLR prepares workers through reskilling and upskilling programs. No AI-related layoffs have occurred in South Dakota as of May 15.

https://www.sdpb.org/business-economics/2026-06-16/state-labor-official-believes-ai-could-help-south-dakota-workforce-challenges

DXC’s AI partner said this about DXC

That argument is terminal for DXC’s independent thesis, and worth following all the way down.

The disintermediation trap

DXC’s OASIS pitch is: “we use AI to deliver enterprise IT faster and cheaper.” But that sentence contains its own refutation. If AI is the delivery engine, the client’s next question is obvious — why is DXC in the middle? What margin am I paying for, exactly?

The historical DXC value proposition was: we have 130,000 people, global delivery centres, integration expertise, and we’ll manage your IT estate for you. That justified a premium. AI erodes every one of those pillars. Headcount is no longer a proxy for capability. Integration expertise becomes a commodity when AI can read legacy code, write connectors, and configure systems autonomously. The “rates times hours” model — which the CEO himself acknowledged is dying — was the moat. There isn’t a replacement moat, because they don’t own the AI.

They’re a reseller with a thin value layer

DXC has a multi-year global alliance with Anthropic , but that alliance confers no exclusivity. Accenture has the same AI partnerships. Capgemini has them. Infosys has them. IBM has had its own AI story for a decade (Watson — a cautionary tale). Every competitor accesses the same models through the same APIs at the same price. DXC’s differentiation in that stack is vanishingly thin.

The client who wants Claude in their enterprise IT has three routes: direct API, an Anthropic enterprise deal, or through a system integrator. Each iteration of AI capability that reduces the integration complexity — better native connectors, more autonomous agents, simpler deployment — removes another reason to pay DXC’s margin for route three.

The simplicity argument is the ki-ler

This is the part that doesn’t get enough airtime in the earnings calls. DXC’s implicit bet is that enterprise AI deployment remains complex enough to require a managed service layer indefinitely. That bet looks worse with every model generation.

Early enterprise AI genuinely required significant hand-holding: prompt engineering, reliability management, integration scaffolding, output validation. Those were billable. But the trajectory is one-way — more capable, more reliable, more self-configuring, lower total cost of ownership with less implementation overhead. The skills gap that justified outsourcing to DXC is closing from below, not above. AI improves; the implementation complexity shrinks; the billable wrap around it shrinks with it.

The historical parallel is brutal: travel agents started saying “we’ll use Expedia to book your travel.” The client saw the margin and removed the agent. DXC is the agent.

What’s actually left

There are two genuine residual moats and neither is scalable:

One: government and regulated-sector contracts with security clearance requirements, long procurement cycles, and high switching costs. MoD/BAE-type accounts — fall into this category. These have genuine stickiness but are also the most likely to be served by security-cleared AI providers within 5 years, cutting out the SI layer even there.

Two: deep legacy system knowledge. Nobody else knows a client’s 30-year-old mainframe architecture. But AI is already eroding this — large models can now read COBOL, reverse-engineer undocumented systems, and produce documentation. That moat has a measurable shelf life.

The terminal conclusion

DXC is not using AI to build a new business. It is describing, in its investor communications, the mechanism of its own further disintermediation. Every OASIS success story — “we deployed this 40% faster using AI” — is simultaneously an advertisement to the client for why they could do it without DXC next time.

The company generates real cash and has real contracts. That’s why PE is circling. The play is: take it private, cut 30,000 jobs, harvest the cash from the existing contract base over a 5–7 year run-off horizon, sell or shut the rest. That’s not a technology company. That’s a liquidation vehicle with good near-term cash characteristics.

As an independent, publicly listed, growth-oriented technology company: it’s over. The only question is the pace of the wind-down and whether someone buys it before the market grinds it to zero.

I bet the corporation is going full on AI where UR and Care Coordination Nurses will be replaced. Instead of paying $70,000 + benefits to nurses. It is cheaper to use AI that work 24/7, no sick time, no PTO, no health benefits.
I can tell you l have seen AI approve claims and misread the clinical criteria that should have been denied. It will actually end up costing the corpration more money loss in the long run.
I see it on a daily basis.

Google Cloud has reportedly initiated another round of layoffs. These job cuts affect multiple teams, including security and Mandiant. The exact number of impacted workers remains undisclosed. Google attributes the restructuring to a need for AI investment. This trend aligns with broader workforce adjustments across the tech industry.

https://www.msn.com/en-in/money/news/google-cloud-hit-by-fresh-layoffs-security-and-mandiant-teams-among-those-affected/ar-AA24SWkE

CEOs now openly discuss AI-induced workforce reductions, a stark contrast to previous sanitized corporate layoff announcements. Executives use this brash language to signal AI commitment to investors. Such statements often boost company stock prices significantly. This trend reflects a shift in executive behavior and reduced worker bargaining power. The public posturing can also lead to threats against company leaders.

https://finance.yahoo.com/technology/ai/articles/ai-created-braggy-culture-layoffs-100000668.html

If we replaced the operating committee with AI agents trained on the latest groupthink, what would change.

nada.

These people have no clue.

AT&T is reportedly conducting new layoffs across multiple departments. This follows similar workforce reductions by T-Mobile and Verizon. Jennifer Biry is replacing Pascal Desroches as the company's CFO. The company seeks to become a high-performance networking firm. Layoffs are attributed to AI integration and cost reduction efforts.

https://www.phonearena.com/news/AT-T-reportedly-does-what-T-Mobile-and-Verizon-received-flak-for_id181220

EY is reportedly laying off audit Staff 1s this week. The exact number of affected employees remains unclear. These layoffs are occurring near the end of EY's fiscal year. The firm hired over 2,300 audit professionals in fiscal 2025. EY recently opened a new AI center in Bengaluru, India.

https://www.goingconcern.com/layoff-watch-26-ey-trims-some-newbies-in-audit/

Stock collapsed. Julie Sweet is done. AI w/Deepseek and Co-Pilot is a bust.

As MB sent a letter to his org 3 hours ago, the era of unlimited tokens is officially over in Oracle. Well, didn't last long and they already threw in a towel, starting rolling out on Monday from AI department of all places.
Everybody will be assigned a weekly limit. I guess we will see on Monday what is the limit.

I think it's a very bad sign, even Oracle lost confidence and this AI bubble is coming to an end very fast. They just now treat it as an expensive limited resource to augment productivity, no pipe dreams of full automation and some revolution. Energy cost grounded this whole thing very quickly.

We need to be using more AI to trim cost here at T. We are going backwards if we don’t.

Market share going away, cutting prices while losing billions of dollars, datacenter builds plans cut and dropped across the industry, Microsoft distancing itself from OpenAI like it has an STD.

A sobering new sign for OpenAI as ChatGPT competitors gain ground

The chatbot that set off the AI craze just fell below 50% in market share for the first time, according to Sensor Tower, just as OpenAI is gearing up for an IPO.

https://www.fastcompany.com/91560276/chatgpt-loses-ground-gemini-claude-below-50-percent-market-share

Rackspace Technology is reducing its global workforce by about 15 percent. This move is part of a major business transformation focusing on enterprise artificial intelligence. The company's Executive Committee approved the decision on June 10. Rackspace expects annual cost reductions between $75 million and $85 million from this restructuring. These savings will be reinvested into strategic AI growth initiatives.

https://www.timesnownews.com/business-economy/companies/rackspace-technology-layoffs-why-the-firm-is-cutting-15-of-its-workforce-article-154671687

https://www.gartner.com/en/articles/ai-workforce-costs

IBM celebrated its 115th anniversary with a global campaign focused on continuous reinvention. Instead of massive public fanfare, the company marked the milestone internally and across social media with its employees, highlighting its evolution from early tabulating machines to modern AI and quantum computing.The company and its community celebrated through several focused initiatives:Digital Employee Campaigns: Current and former IBMers (often called "IBMers") across the globe shared stories, trivia, and corporate pride on platforms like LinkedIn using the hashtag #IBM115.

So all they could do was Blue Washing to celebrate 115 years in business?

The current patent and "white paper" landscape is a farce. It has nothing to do with genuine innovation and everything to do with corporate vanity and resume padding.

Most of these filings are complete junk,technical jargon engineered specifically to game the system and bypass patent examiners. The only real "innovation" happening is in the art of writing applications that look novel on paper despite lacking any substantive value. It is a massive, expensive circus that produces nothing of merit.

It is time to be honest:

It’s pure marketing: Companies and individuals are using patents and AI-generated white papers as shallow promotional tools to project an image of expertise they don't actually possess.

The system is broken: The patent process was built for mechanical hardware, not software. Applying it to modern tech is like trying to use a horse-and-buggy manual to maintain a jet engine—it doesn't work, and it's obsolete.

The "Defensive" Reality: Major players know the system is a waste of time. Companies like Google often skip the patent process entirely, choosing to publish findings as a defensive move simply to prevent others from clogging the system with garbage patents.

We are wasting millions of dollars and thousands of man-hours on a system designed to protect ideas that aren't even worth protecting. It is time to stop pretending this serves the industry; it only serves the ego of the people writing the applications.

How close are they to the dream of everyone below certain levels being replaced by AI or completely replaced via labor arbitrage?

A rough % is enough.

From: https://www.fierce-network.com/wireless/verizon-launches-simplicity-pricing-new-loyalty-program

As for talk that morale is low among Verizon employees right now, Entner quoted former Verizon CEO Denny Strigl, saying “happy people don’t make numbers. Numbers make happy people.”

Back in the Strigl days, “this was a carrier that was kicking a-s and taking names. It was winning,” he said. Over the past several years under former CEO Hans Vestberg, “they got kicked around, and morale in a company that is losing accounts and market share is not a happy place.”

Soon into his tenure, Schulman announced a massive lay-off of more than 13,000 workers and he’s been candid about how AI is going to replace workers.

Naturally, morale is low, Entner said.

“When Verizon turns around, gains subscribers, gains accounts and wins, morale will soar,” he said.

Circling back to Clark, she said the latest price and loyalty plans are just the beginning. Since Schulman took over as CEO in October, they’ve been centered on putting the customer first.

From: https://www.fierce-network.com/wireless/verizon-launches-simplicity-pricing-new-loyalty-program

As for talk that morale is low among Verizon employees right now, Entner quoted former Verizon CEO Denny Strigl, saying “happy people don’t make numbers. Numbers make happy people.”

Back in the Strigl days, “this was a carrier that was kicking a-s and taking names. It was winning,” he said. Over the past several years under former CEO Hans Vestberg, “they got kicked around, and morale in a company that is losing accounts and market share is not a happy place.”

Soon into his tenure, Schulman announced a massive lay-off of more than 13,000 workers and he’s been candid about how AI is going to replace workers.

Naturally, morale is low, Entner said.

“When Verizon turns around, gains subscribers, gains accounts and wins, morale will soar,” he said.

Circling back to Clark, she said the latest price and loyalty plans are just the beginning. Since Schulman took over as CEO in October, they’ve been centered on putting the customer first.

I was notified today. People should not be surprised because they are like most other companies and really focused on AI efficiencies.

It never hurts to keep your resume updated and casually look even if not affected. It usually takes a couple of months to start getting good calls about jobs. Be hopeful that you will not be but start preparing as if you will.be one day.

ICIMS research indicates a growing demand for artificial intelligence talent. This trend occurs across multiple sectors, despite recent tech industry job reductions. Job openings for computer programmers and software developers increased significantly. However, the overall talent pool has not kept pace with this rising demand. Applicant volume decreased while job openings grew, creating hiring challenges.

https://www.hrdive.com/news/despite-tech-layoffs-demand-for-ai-savvy-hires-is-increasing-icims/823119/

What exactly do Fidelity's data scientists do on a daily basis? As far as I can tell, their only visible output is a stream of irrelevant papers and patents.The majority of these patents appear to be little more than clever linguistic exercises.
I've yet to see any substantive work come out of that team. Meanwhile, our AI unit is supposedly larger than Amazon's. With so many brilliant minds already building and open source cutting edge LLMs, what meaningful contributions can an internal group like this realistically make?

The skepticism regarding the internal team's value is compounded by the sheer scale of the global competition. While the organization maintains a significant footprint in AI and ML engineering, the focus on academic-style outputs like research papers and patents often feels disconnected from the practical realities of high-impact financial operations. In contrast, other major institutions are aggressively integrating data and AI to transform core business functions. For instance, McDonald's is leveraging its Enterprise Data, Analytics, and AI (EDAA) organization to develop capabilities for pricing, demand forecasting, and transaction modeling through their "Accelerating the Arches" strategy. Similarly, firms like JPMorganChase and BlackRock are focused on applied AI and AI data engineering to drive enterprise value.

If an internal group is to justify its existence alongside massive open-source efforts, it must pivot toward delivering scalable, high-impact data products that address specific business challenges such as financial forecasting models, data integrity controls, and advanced reporting rather than simply adding to a list of theoretical patents. Without a clear roadmap that bridges strategic financial objectives with digital transformation, the contributions of such a large unit remain difficult to quantify.

Rackspace is implementing layoffs targeting legacy service delivery functions. The company's board approved this plan on June 10. These actions align with Rackspace's pivot towards AI. The company expects to realize $75 million to $85 million in annualized savings. This strategic shift aims to streamline operations.

San Antonio, Texas

https://www.bizjournals.com/sanantonio/news/2026/06/16/rackspace-slashes-local-workforce.html

Artlist, an Israeli creative technology company, plans to lay off approximately 200 employees. This reduction represents 40% of its 500-person workforce. The company attributes the layoffs to a strategic reorganization towards an AI-native operating model. Artlist aims to become a flatter, faster, and more autonomous organization. These changes occur despite the company surpassing $300 million in annual recurring revenue and achieving 50% year-over-year growth.

https://www.calcalistech.com/ctechnews/article/xrqudqiq6

The Wall Street Journal evaluates how leading US corps stack up in 6 areas: AI readiness, innovation, talent readiness, financial fitness, resilience and agility.

State Street ranks #208 overall with an Overall Score of 51.3, placing it 23rd out of 41 Financial Services companies. Its best factors are Resilience Rank #170, Agility #176, and Financial Fitness #222, which are respectable but not strong. The company does not screen as a major outlier in either direction.

The weak points are AI Rank #325, Innovation #233, and Talent Readiness #292. Strategically, State Street looks like a mature financial infrastructure company with decent stability, but limited future-readiness momentum. Compared with Visa, Mastercard, Charles Schwab, and S&P Global, it lacks the same evidence of AI, innovation, and platform-style upside.

Source:

https://www.wsj.com/rankings/best-companies-for-the-future/full-rankings-2026