#ai

What does this mean for the US jobs?

https://www.youtube.com/watch?v=vSftRrNhdKg

We “must” all lean into AI and it’s now a “core leadership competency.”

Honestly I’m more upset about AI being forced down our throats than about RTO. Anyone else?

MW and JG talking about AI like it's going to change their world.

Maybe it is. We see it in other parts of the world, part of people's day to day. It takes talent, and the talent is leaving.

If I had to guess, the average PSG of the AI team is probably not higher than 22.
All the people working on the data have also exited the company because of the BS and lack of confidence in our completely disconnected leaders.

JG and LC would rather spend tens of millions of dollars on BCG and McKinsey or EY rather than just pay a fraction of that to retain the talent that was here.

The world's best AI practitioners are not dinosaurs like the consultants with MBAs that JG and LC are bringing in. and the ENGINE strategy for AI is a fantasy at best. It's sad that these leaders have completely neutered what was a team with good talent.

No one wants to work for these puppets guided by management consultants who have practically zero experience in AI. If you're using the same consultants who have been here over a decade or two, what are the chances that they know what they're doing?

Tough times are ahead because of H1Bs + AI + work going offshore.

So, sell your home(s), and stock(s) (if they are in profit) and keep cash to survive the tough time.

The current AI is not intelligence because intelligence invents something new and innovates but the current AI has done nothing of these.

So, although AI may replace some jobs (routine jobs) but it can't replace those jobs where intelligence is required for inventing/innovating something new.

If you have one, great. If not, start expanding your skills.

While the tech industry obsesses over expensive chips, massive datasets and multi-year payback periods, DXC has taken a fundamentally smarter approach to AI.

Here is why:

1. Zero capital investment. You are thinking AI requires billions in GPUs, memory and infrastructure, right? No, DXC’s Xponential AI requires none of that. It runs on a platform already deployed across all enterprises: MS PowerPoint.

2. Immediate time to value. You are told most AI programs take months to train and years to deliver results, right? No, again. DXC’s AI has been delivering outcomes since day one, often within the same fiscal quarter, as evidenced in their quarterly shareholder reports.

3. Superior efficiency. No scarce hardware. No energy costs. No model training. Just slides, bullet points and strategic fonts. From a compute-per-outcome perspective, it’s unmatched.

4. Built-in Explainability. Unlike black-box models, DXC’s AI is fully explainable. Every decision, assumption and conclusion is clearly documented - on slide 37 of the latest customer deck.

5. Proven ROI. Other AI investments promise future productivity gains. DXC’s AI delivers instant and measurable returns by fast-tracking executive bonuses within the same annual compensation cycle. The impact is immediate and repeatable.

6. Scalable by design. As demand grows, DXC Xponential AI capacity scales effortlessly. They simply add more slides. True exponential growth.

DXC didn’t chase the AI hype cycle. It leapfrogged it by realizing the fastest path to value isn’t Artificial Intelligence but Artificial Innovation.

I have seen the futute of AI and ML and it doesn't include you. If you work in the desktop/server space, probably the lower levels of networking, then its time to retrain for a new career outside of IT.
Sorry to be blunt but your roles are already being automated by better companies than DXC, companies that have invested in AI and ML from early on.

unless you have the skills TR deem important i.e AI, we can forget pay increases from now on. Awards are minimal to zero even if achieved. An exceeded might get you a bit more

Tough times are ahead because of H1Bs + AI + work going offshore.

So, sell your home(s), and stock(s) (if they are in profit) and keep cash to survive the tough time.

I know a lot of people that thought it was a waste of time with a complete random set of videos to watch. No fundaments or structure to really build a knowledge base.
I'm guessing Shan picked each and every one of them.

This is the least he can do .. Even Hans used to take questions or redirect to someone..

Not interested in one way monologue on AI

We have no control over leadership decisions but we do have control over keeping our skills up-to-date because as history has shown rapid decisions, knee-je-k decisions, and lack of understanding creates constant change. Maybe this video might help you understand -  https://www.youtube.com/watch?v=WfjGZCuxl-U

AI tools like those from Anthropic are increasing automation and reducing the need for manpower in many roles. While operational work may require fewer people, human oversight and management decisions are still essential. The focus should be on adapting skills, not just replacing jobs.

One interesting use case for AI is to analyze all merger of equal transactions, notably WPX and Coterra with Devon. ChatGPT seems to think there is a possible claim to be made that Devon employees should be entitled to change of control severance since WPX and Coterra employees were also entitled to COC. I’m not saying Devon employees who are severed should pursue legal action, but they should consider writing their legal documents differently.

Given how much Devon’s presence means to okc you’d think they’d treat their employees better. There’s also probably some TIF clawback provisions okc could go after if someone from the news wanted to run with this.

“The technology sector faces perhaps the most dramatic transformation. Indian IT services firms, which built empires on providing entry-level coding and testing services, now face existential threats to their business models. When AI can write, debug, and test code autonomously, offshore staffing advantages evaporate.”

Expect less investment and a never-ending headcount decline.

Verizon hired a chief AI officer some time back named “Mano”. He is no longer with Verizon anymore.. what happened? Anyone in his department knows?

Apparently some new AI tools spooked the market, because it threatens to automate legal and financial workflows that certain software products specialize in, so they all dropped as a result.

The plus side is the market seems to have forgotten about it already and rallied 2% today, so there's that.

AI is coming for your job!

It’s going to be a massive restructuring followed by years of downsizing as more and more customers move to inexpensive and better quality AI tools. They are trying to squeeze as much as possible out of the sales force in Q1 and Q2 before they have a big layoff.

Instead of watered down deals and "pipelines"

Just sharing an internal perspective for anyone wondering why Proofpoint roles are constantly advertised.

In my time there, I’ve seen multiple small teams (single-digit to low-teens headcount) experience significant churn — in some cases 5–6 people leaving or moving internally within a single year. These aren’t large departments, so the turnover is very noticeable.

Over a few related teams in the same function, the overall headcount might look stable (around 20–25 people), but the individuals filling those seats change frequently. There tends to be a small long-standing core, with the majority rotating in and out.

A few years ago, retention was something teams genuinely took pride in. Today, there are very few people left with long tenure, and entire teams can look unrecognisable after a short period of time.

From what I’ve observed, many new hires decide fairly quickly whether the environment is sustainable for them. Morale issues are noticeable, and employee wellbeing has been a recurring concern internally, without much visible follow-up.

There’s also been a strong push toward AI-driven tooling for productivity and quality measurement — including how case updates and communications are evaluated. Some people may find this helpful, but others experience it as constant monitoring tied closely to performance metrics.

To be clear, this isn’t unique to Proofpoint — much of the tech industry is heading in this direction. That said, it can take a real toll if you value autonomy and long-term stability.

If you’re looking for a stepping-stone role and a strong name on your CV, Proofpoint can serve that purpose. But I’d strongly recommend going in with open eyes and realistic expectations about turnover, pressure, and culture.

Here’s our take on potential Walmart layoffs in a different format based on likelihood:

1. 0% chance of layoffs before 2/25.
2. From 2/26 through 3/8 low chance of <10%.
3. Period starting 3/9 through 4/8 elevated to 30%.
4. From 4/9 to 5/5 increases again to 60%.
5. After 5/5 and through 6/28 we see 100% likelihood

Many factors are at play here (not in specific order): Project and budget demands are being shuffled; leadership changes are filtering down; reorganization activities and silos of responsibility are moving; built in stabile time surrounding earnings release and other stockholder and fiduciary dates; reevaluation of AI implementation and prioritization, plus more.

We expect some surprises related to AI development and implementation plus more resource actions at non-Bentonville locations. Efforts to streamline and automate logistics and distribution will be a focus area.

The new CEO might have his own plan on figuring out the tech mess. Practically everything on the horizon needs technical implementation and having a fractured tech area is problematic.

We see 2026 as a pivotal year for Walmart in the area of AI development and implementation.

Why dont we vote to have AI replace the CEO & BOARD

Lets lead the market by example.

It summarized:

Dan and Alfonzi are good but the rest of you are facked!

We'll wait a few years for the follow-up article on how IBM became an AI dog.

https://www.economist.com/business/2026/01/29/how-ibm-became-an-ai-darling

It has pulled off yet another striking turnaround

Jan 29th 2026

Throughout its 115-year life IBM has shown itself to be a master of reinvention. In the mid-1990s the mainframe pioneer rescued itself from collapse by shifting its focus to the booming business of IT services. A decade later it sold its struggling PC division to China’s Lenovo.

Over the past half decade or so “Big Blue” has been through another striking transformation. During the 2010s its business was disrupted by the rise of cloud computing, which undermined not only sales of mainframes but also the work of servicing them at a time when low-cost outsourcers from India were pinching share. Revenues and margins shrank, and investors once again lost interest.

That has all changed in the past three years, during which IBM’s share price has more than doubled. As a multiple of net profits, it is now valued similarly to Microsoft and other software champions (see chart). On January 28th it reported that its revenue and net profit rose by 8% and 14% in 2025—a sharp reversal from its years of stagnation. How did IBM pull it off?

The strategy began with the acquisition in 2019 of Red Hat, a platform that, among other things, helps companies manage their workloads across data centres. Rather than trying to compete with Amazon, Google and Microsoft in the so-called public cloud, IBM created a layer between that makes it easier to mix and match among the hyperscalers while continuing to use on-premise mainframes or dedicated private clouds (including those run by IBM) for sensitive tasks. Deals in 2024 and 2025 to buy HashiCorp and Confluent, two more software firms, have solidified IBM’s role as an orchestrator of hybrid clouds.

IBM has also created a space for itself in AI. The company has long dabbled in the technology—including using it to beat Gary Kasparov, the world chess champion, in 1997—but missed the latest wave of large language models. Rather than trying to beat OpenAI and other model-makers at their own game, it has released a series of small language models, under the name Granite, which are tailored to business applications and require less computing power. These and other open-weight models, which make their numerical parameters freely available, are accessible through its watsonx platform, which enterprises can use to build AI agents trained on their own data.

IBM’s growing strength in AI has been helped by another big strategic shift over the past few years—the refashioning of its services arm. In 2021 the company spun off its struggling outsourcing business, now called Kyndryl, which at the time accounted for about a quarter of its workforce. That left it with a smaller consulting division focused on technical expertise, which has come in handy as clients grapple with AI. IBM has booked over $10bn-worth of consulting contracts related to generative AI since the middle of 2023. It has also been using the technology to digitise its own consultants’ work, a move the division’s boss has described as moving to “service as a software”.

Meanwhile, IBM continues to innovate in its original metier of hardware. It is still by far the world leader in mainframes. The z17, released last year, has been a hit. It offers access to IBM’s new Spyre chip, designed for running AI models. Then there is IBM’s work on quantum computers, where it is at the leading edge. McKinsey, a consultancy, reckons the market for the technology could reach nearly $100bn by 2035. IBM thinks it can capture about 20% of the business by selling machines and renting out capacity. It hopes to deliver Starling, a “fault-tolerant” quantum computer that can spot and correct the errors the technology is prone to, by 2029.

Lately investors in legacy technology companies have become increasingly jittery over the prospect of disruption from AI. In the past three months software businesses in America’s S&P 500 index have shed a seventh of their value. Shares in Accenture, the world’s biggest provider of IT services, are down by a quarter over the past year amid fears that bots could soon replace much of what the company does. But IBM, with its unique portfolio of businesses, looks well positioned to make it through the upheaval.

The current layoffs are continuing at the employee level, and there is a possibility that management-level layoffs may occur in the next round.

• Workday announced layoffs affecting about 2% of its workforce, mostly those in customer-service roles.
• The company said it's realigning resources while continuing to hire in strategic areas and locations.
• The cuts come as AI developments rattle software investors, with Workday shares down about 34% from a year ago.

https://www.businessinsider.com/workday-layoffs-amid-software-stock-sell-off-2026-2

Are you looking for an exciting opportunity to manage workforce transitions and offshore operations? We are seeking a candidate to join our operations to assist with local workforce reductions and restructuring initiatives.

Job Requirements:

• Comfortable working in a fast-paced environment to recklessly reduce headcount
• Ability to follow directives (be a Yes-man) and execute strategy without reservation (don't ask questions).
• Extensive experience in minimizing FTE value while promoting offshore and H-1B talent.
  • Familiar with AI. We've been claiming there we know AI just secure our position in the company but now the lies have caught up to us and we need someone that really knows it so we take credit from you.

Perks:

• Exemption from Return-to-Office (RTO) policy.
• Work from home and spy on employees.
• Opportunity to lead workforce management strategies (degrade employees to force them to quit).
  • High potential bonuses - the more workers terminated, the bigger the payout.

What they don’t tell the providers who use their products - is they escalate as much as they can for medical review due to their escalation list and even if it meets IQ criteria - well we know what happens than. InterQual Auth Accelerator pairs Optum’s InterQual clinical criteria with AI to digitize payer rules, extract relevant clinical information from provider records and bring it to human reviewers. Most payers using the accelerator are starting with an augmented workflow, where AI organizes and presents information but a human reviewer still makes the determination, rather than fully automated approvals.

“We do not and will not automate denials,” Dr. Kontor said. “This is only accelerating reviews and automating approvals.”

If we hadn’t wasted so much time talking about AI, he could have actually covered the important points he ran out of time for.

And another thing , why are people in here celebrating someone getting fired? Sampath! That says a lot about your character.

Paying 100% STI was the bare minimum. Anything less would have been flat out disrespectful after laying off 15,000 people.

At this point, just let AI write my year end performance review.

https://www.forbes.com/sites/tylerroush/2026/02/04/global-software-stock-selloff-oracle-adobe-more-fueled-by-anthropics-new-ai-tools/

This is on top of $50 billion loan problem to finance Open AI venture

Anyone else notice a certain class of long-tenured, well-connected engineers getting real quiet lately?

You know the ones. Own half the repos “by history.” Camp in approvals and support channels. Block merge requests from new or non-influential engineers for reasons:
• “I don’t like this pattern.”
• “We usually don’t do it this way.”
• “This feels risky.”

They’d always offer “alternatives,” but mostly superficial ones — renames, style rewrites, or busywork that adds no value and exists mainly to assert dominance.

Then AI entered code review.

Now:
• Reviews focus on correctness, not preferences.
• Style nitpicks don’t block shipping.
• Social connections don’t matter.
• Tests and results do.

Suddenly, the gatekeepers can’t bully through approvals or code owner lists, and new engineers actually get to ship if they do good work.

Watching support-channel emperors lose authority to an LLM that doesn’t care about tenure is oddly satisfying.

Turns out removing politics from code reviews gives everyone a fair shot.

So let me make sure I understand my situation:

I’m being required to come into the office five days a week…
while carrying a quota that doesn’t feel real…
in a role where success depends as much on internal decisions as actual selling…
while helping train the very AI tools that could eventually replace me…
on a low base salary…
doing mostly administrative work and churning quotes…
with little to no company culture…
coworkers I don’t connect with…
no visible upward mobility…
commission that feels more like roulette than performance-based pay…
and management that’s largely absent.

All while knowing I’m effectively stuck here until I land something better.

Mmmkay.

Transition to AI or get purged, was this the Fran message….

Ran into a few customer service reps that may have been AI (based on how they sounded). They were much more knowledgeable than any PSO agent I’ve spoken with. Can we please replace PSO with AI? He-l, I’m willing to work Sundays if it means the calls are filtered by AI instead of PSO

Find humor in this tag line. Layoffs based on xls col autosum for bottom line $$ with a location multiplier. Interesting what AI enabled, data driven analysis of affected employees would tell as far as AI perceived detrimental impact to organizational infrastructure & enterprise level impact, simple prompt using historic comp & bonus, recognition & performance evaluations. Sad, and yes, for the shills, I am an impacted person with a 25 year tenure still at the top of my game, deleted as a line item on said xls spreadsheet. Realistically T-Mobile lost more $$ in the last 12 days putting me on garden leave than the next 5 years of my cost to them. Business will continue, always does.

Maybe someone can pose the AI enabled, Data driven question for the next All Hands on my behalf. Thank you in advance if you do.

The successful restructuring and adoption of AI solutions reflect a forward-thinking approach and commitment to operational excellence. This is a positive step toward improved performance and sustainable growth.

The successful restructuring and adoption of AI solutions reflect a forward-thinking approach and commitment to operational excellence. This is a positive step toward improved performance and sustainable growth.

Instead of laying off employees, organizations should evaluate management layers more carefully. Many manager-level roles come with high salaries but limited hands-on AI or technical expertise. As companies shift toward AI-driven work, it makes sense to prioritize retaining employees who actively learn, adapt, and contribute directly to delivery. Reducing unnecessary management layers can control costs while empowering skilled teams to move faster and innovate.