#bloatedteam

As long as the employees who do the actual work remain, I welcome these layoffs. Too long we've been losing the wrong people while those who do nothing but sit in meetings regurgitating the same things over and over again remain. If they're on the list, I say bring it on!

With so many associates gone, who exactly are all these managers, senior managers, directors, senior directors, and VPs leading now? The teams that remain are extremely lean. It’s hard to understand why leadership layers continue to stay intact while cuts are happening primarily at the lower levels. At some point, you have to question whether all of these layers were necessary to begin with, especially now.

Have to share. Scrolling through the org chart on Friday realized that Nike is just now a corrupt diploma mill of engineering job title. Seriously a complete joke. I saw that consistently if people were promoted internally over time it was probably a lie. Promoted twice means even less valuable and less talented. If you don’t agree try scrolling through the org chart on Monday and see for yourself. Ask if those who are still here after this week and prior cuts - what did they really do to be promoted and how valuable are they really for actual work? I noticed was that 95% are total frauds and the number of frauds is endless. And some of us now the talent gutted janitors are expected to simply pick up the garbage while useless and corrupt managers sit around and give high fives to themselves? This is not why I came it’s terrible and corrupt and no good engineers. Any where to sign up for next layoffs would be nice.

Anta makes great shoes lower cost and just as good if not better. China market is lost and surely, they will lose N America as well. Nike is losing market share. This company is so bloated. try a 5-10K layoff like Intel to become Nimbler. Way bloated leadership structure with fancy names. Nike shoes are cheaply made and overpriced. They do not last more than a year with regular use. Lipstick on a pig with superficial design and cheap construction.

I wouldn't bet on it.

Qualcomm employs over 52k with little or nothing to show for all that. Why do you guys need so many people to collect license royalties? Companies like Broadcom generate massive revenue/market-cap per employee. You guys are in the same space right?

So what is the problem with Qualcomm being in forever in the toilet?

After 20+ years at Oracle, no one is exempt from cuts. Realistically, they’re doing many a favor. The company is bloated at 160K employees—I’ve long said it could shed 50K with zero impact. Next should be VPs, directors, accountants, and especially lawyers. I applaud the move, but it could have gone much deeper.

Looking at our current structure, it feels like the 'manager-to-grass root level employee' ratio has drifted toward an unsustainable level of middle management. multiple layers of management, which creates a 'bottleneck of consensus' rather than a bias for action. To save cost and be competitive, Oracle need to flatten the org chart, empower individual contributors to make decisions, and reduce the number of 'status-update' layers.

This Award is given to the members of the management team or any projects with the intent of a) keeping the staff continuously underpaid because of their bloated salaries and b) any project that is directly related to attributing to further layoffs.

Here are the nominees:

Robin Vince (President & CEO): Earned ~ $29.4 million in 2024.
Jose Minaya (Global Head of BNY Investments and Wealth): ~ $19.2 million.
Dermot McDonogh (Senior EVP and CFO): ~ $11 million.
Kevin McCarthy (General Counsel): ~ $7.7 million.
Catherine Keating (Global Head of BNY Wealth): ~ $6.8 million - $7.3 million.
Senthil Kumar (Senior EVP and Chief Risk Officer): ~ $7.6
ELIZA - In 2025, BNY spent roughly $3.8 billion on technology, representing about 19% of its revenue. This includes funding for its AI hub and the development of Eliza.

The winner will be announced Sunday evening!

That whole layer is bloated beyond belief.

We have so many people whose whole job is collecting updates from those of us who do the work and presenting them somewhere else. They don't add anything. They don't do anything. They just take the work, repackage it, and hand it up. Cut them all and nothing would change except maybe things would move faster.

Do you really think the AD/D/SD having only 2 to 3 direct reports should be gone? There are tons of them.

We have so many useless managers, and levels of managers at that. Let's clean that up and see what happens.

Layers and layers of worthless VPs that have to be let go.

We have so many people whose only job is making slides. Same information, different font, new graphics. They add nothing. Cut them all and we'd probably get more done without all the meetings about the slides.

Is anyone else watching the administrative bloat at UCR and wondering how these people survive budget cuts? It’s a profound medical mystery: a senior director making six figures to navigate complex university politics suddenly loses all cognitive function the moment they are asked to process a routine purchase order.

They stare at the campus website like it’s a glowing alien artifact, sighing, “I’m just not a systems person.” It’s pure psychological torture to read their LinkedIn profiles boasting about "agile operational leadership" while watching them lose a battle of wits against a standard PDF.

Let’s be honest—this isn’t a lack of training. It’s a highly evolved corporate survival tactic. It is we-ponized incompetence, masterfully executed to ensure their job duties slide off their mahogany desks onto the plates of the underpaid staff actually keeping the lights on.

The Three Pillars of the "I Don't Know How" Defense:

Software Paralysis:
Feigning total technological illiteracy when confronted with any system updated after 2014. The unspoken message: My brain is reserved for high-level strategy; do not pollute it with your dropdown menus.

Delegation by Confusion:
"I tried to fill out that compliance form, but it's just so confusing. Could you take care of it?" Translation: I didn't even open the email, and my refusal to read is now your problem.

The Forwarding Reflex:
The superhuman ability to immediately forward actionable tasks to a subordinate with the devastating message: "Please handle. I don't know the process."

If you play the helpless, bumbling executive long enough, the university ecosystem simply adapts and punishes the competent with your work. Whatever you do, never let them see you successfully format an Excel spreadsheet, or you'll be doing theirs until you get laid off.

I am an IC... So, I got a Mgr, AD, Dir, Sr Dir, and AVP above me - all of this before we even start to think about Band 4. They are just managing, no real work is bein done by them. they 'align th8ngs', collect status, communicate, ensure buy-in, collab... aside from the mgr nobody has clue what's going on on the ground. they rotate. they make decisions w/out understanding implications. they will drop acronyms and names but really, they do not know what they are talking about, total kabuki. nothing would happen if we were to cut this 50% or more. thats where the fat is.

There are lots of overlap, people doing stuff that could be done by interns, huge fat layers of mgmt that have been useless for decades. I am basically wanting good people to stay and the people who got paid off the backs of people who actually worked hard and had hard skills besides being buddies with someone executive. I hope oracle does the right thing and eliminates a ton of GBU mgmt or overlap. Customers wouldn’t even know the difference if GBU products even bad managers.

Why do we need a team lead when there’s a manager already?! Team leads are not supervisors and they don’t do any work either but being paid way higher than the rest of the team ??

The introduction of a co-pilot fundamentally changes our capacity. If a squad lead like me can now handle most development tasks with AI assistance, it accentuates the inefficiency of our bloated structure with so many L-8 GCLs and Architects who aren't providing tangible technical or strategic value

Single-Family, for example, was already top-heavy before the layoffs, and it’s even more bloated now. Rather than streamline, the organization has added layers: senior directors on top of directors, who sit above senior managers, who oversee managers, some of whom have as few as 3 direct reports.
This structure raises a clear question: Why are there so many layers of leadership for such lean teams? The result is diluted accountability, duplicated oversight, and a culture where decisions are filtered through too many hands, often slowing down delivery and hiding ownership. With the number of associates left, there shouldn’t be this much layers. For what?

The IT organization is overflowing with program managers, product managers , product owners and managers and lots of overlaps. People who just pass along emails and live in power points. Who are good at talking and doing nothing. So sickening..

You know, the people who actually know how things work. Meanwhile, the leadership ranks just keep getting bigger. I wonder how long this can continue before something breaks.

Vps reporting to same vp’s. No thinning out. Help me understand how we’re cutting operating costs? Like seriously.
Literally hundreds of directors in sec which is a simple upgrade project su-king millions.
Resilience teams do nothing but peacock.
Half of support should be cut as vendors do the actual work.
This is getting ridiculous. Take some hard actions and let’s run lean in tech to do our part in getting Nike back in line. Jesus Christ already.

Whats wrong with Omnissa and Tech as a whole.

Pretty sure "managers" outnumber the employees considering I found over 2,000 that have no direct reports. Is Wells running a laundry??

Why does Oracle keep stacking layers of executives who pull in oversized paychecks while acting like the company would collapse if they skipped a meeting?

This company is bloated with management, too many. So they lay off good engineers to keep their job safe.
Very unethical behavior at L3. Government needs to assess before awarding any further contractsm

Reposting for visibility. The original question was why address design structure in the wake of a 2 billion dollar loss on ev side of the business.

@ff I would say both. Studio for reasons mentions by a few people here. It's honestly an antiquated group within the company. Very old school way of thinking there. As the company evolves around them they are stuck in a bubble of arrogance. Way too top heavy on the salary structure, just look at the amount of level 7/8s there vs how many people actually do the work. Others areas at wtc might have one L8 covering hundreds of workers. Over there it feels the opposite.

As far as design when it pertains to production parts and process's I would say there is some bloat on that end as well. You start talking about DREs that "own" one or two widget parts on the car or maybe a couple models. They didn't design the part, there might not be changes to the parts, there might have been no issues since the part was designed but for some reason we need to have a whole group support it. That goes for almost every system and part put on the car. Leadership is scrambling trying to right the ship but they are cutting the wrong items out of our proven process's. Ask yourself why we still have multi thousand car floats that need repair at ALL of our plants... I'll answer for you... We didn't actually test anything like we used too because some out of touch boomer thinks AI and virtual reality will solve the companies problems. While we are at it why is so much money being dumped into battery development at this Wallace lab and the shuttering of mock up. The public has spoken, not many people want evs, especially without the tax credit. maybe Steve Jenkins can answer at the next Cole podium fireside lunch and learn brought to you by Starbucks

Nike needs significant restructuring. HR should be reduced by 70%, administrative staff by 80%, and E-Band positions by 90%. Wipro and other IT consulting contracts should be cut by 80%, with no additional contractors from India. Marketing and sales should be reduced by 60%. These changes alone would put Nike back on track.

The company suffers from weak leadership and excessive bloat. Elon Musk could likely run Nike more efficiently by eliminating 90% of its staff. My recommendations only target a few departments, but the problem is clear: Nike has hired far too many MBAs and degree-holders in business, marketing, and HR who add little to no real value. If you’re not building, you’re fired. The MBA culture has become a drain, filled with grifters who contribute nothing meaningful.